Seeking out knowledge that feeds our innovations

Knowledge and learning 3The more we embrace change and recognize innovation demands more of our time, the more we must seek out knowledge that ‘feeds’ innovation. And the more we ‘push’ for learning, the greater chance we have of thriving in a challenging world.

The expectation ‘bar’ needs to be raised from those practicing innovation, I feel the constant need is for those working within innovation; they have this real need to raise their game significantly. Innovation needs organizing but it also needs a better understanding of its contributing parts.

Learning and Education should always start with us. Continue reading

Fusion, Flow and Fluidity are needed in our Management Practices

We are caught in a real tug of war within much of what we do in business today; in our responses and reactions to many of the dramatic business conditions we are facing, many deteriorating or being challenged by greater global competition.

We are facing a very uncertain future if we base our actions on past practices. We need a new management model, one where we are pushing to seek increasing new knowledge.

We actually are in urgent need of a new management operating model.

A new management model where we are pushing to seek increasing ‘fusion’ but still want degree’s of separation, we are seeking out ‘flows’ through new knowledge to break down barriers that restrict new insights so as to turn these into new value creation, and we are encouraged to seek out and establish a higher ‘fluidity’ in what we do and reduce the rigidity we presently have in place in our current organizations.

There are growing concerns centered around how we need to adapt our management practices to manage in a digital world, we are grappling with the consequences and we need to find new solutions and approaches. We face issues made up of increasing information overload, coming at us at increasing speed and failing in our abilities to fully interpret this. We lack the agility and flexibility to respond to what this all means in both its implications and potential, for sensing and seizing new value creation from understanding this.

We need a new management practice to deal with our digital world. One real need is for increasing knowledge and then being equipped in interpreting this in our learning, daily routines and activities is becoming paramount to break out of a declining performance cycle.

Applying the three horizon lens to develop new management practices

If you apply the three horizon lens we need to construct management and its performance approaches differently you begin to see the pathway for change.

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Is innovation really important to you?

How can we establish Innovation as the vital link to a process of change and strategic direction options? One that lifts the debates of managing today’s business by linking it into the future and then turning this thinking into a series of plausible and coherent set of activities?

Innovation can drive change, change is required.  Without innovation, we progressively die, as we provide no option for change, no prospects of new, different growth. So why does it continually fail to happen?

We innovators certainly need a new model of change, for at least eight important reasons I can think of, that render what we have practiced in the past as obsolete: Continue reading

Taking advantage of emergence for discovery

emergence-and-discoverySo this week my research was moving around issues of complexity within innovation and I came across a great paper, written by Deborah Dougherty “Organizing for innovation in complex innovation systems”

Although she is addressing within this paper the bigger more complex social and economic challenges we are facing in healthcare, alternative energy, water scarcity, climate management, poverty and economic revitalization, she is attempting to reframe these into problem resolutions from breaking down discovery into four distinct channels. I liked this thinking.

The new innovating world we face in the 21st Century

Her opening insight is in the twenty-first century we are all requiring more reliance on social technologies that are designed to allow the different technologies to emerge and be allowed to integrate, due to the diversity and diffusion of knowledge. This is different from past practices found within organizations. Dr Dougherty points out much of what takes place today is still based on nineteenth-century practices where organizations were designed to stabilize, scale up and optimize, mostly internally, the scientific and technological knowledge into large working configurations. Continue reading

Warm and Fuzzy at the Front End of Innovation

Warm and fuzzy inside

Perhaps I have fallen into the very trap I have campaigned about in the past, in recognizing and resolving the disappointing results we achieve from all the work we put into the front end of innovation. The “warm and fuzzy” front end of innovation can make us all a little grumpy.

Let me explain. I recently wrote out a newsletter – termed a thought or two – to my innovation network. This network is split between the advisers and consultants delivering into clients and the clients themselves, that I have a connections into that have built over the years. These are mostly through knowing them, working with them, exchanging or simply connecting in LinkedIn. The subject was the changes occurring at the front end of innovation.

My argument was the results we have obtained from a disconnected set of front end activities was poorer than they should be, and this needs changing. I feel there is a real shift potential happening today through connecting technology and connected solutions to ‘transform’ this front end. My feeling is the front end is often “warm and fuzzy” and it needs to be radically redesigned. I wrote about “hearing all the voices of ideas at the front end and the “two distinct parts of the innovation funnel” building from my original post “the new extended innovation funnel“, written in 2011.

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Gaining idea engagement can be a five step process.

Having conversations 3I have been recently revisiting Everett Rogers work on diffusion and adoptions recently, evaluating if it has the same relevance in my mind in our more connected world, where speed, knowledge and exchanges are measured in micro seconds.

This reminded me of a suggestion I made some time back and I thought I’d ‘air’ this again for engaging with others.

We constantly fall into the trap of not providing our listener enough of a reason to ‘buy into’ our thoughts. We forget to either pitch it to their mental framework or we do not provide a set of compelling arguments that allows our idea a mutual recognition of its value or structure, to take it forward and transform it into something tangible and valuable.

I think using Rogers rate of diffusion principles you can end up offering a fairly powerful positioning statement. Continue reading

Learning favours the brave

Knowledge and learning 4The challenges we are facing today seem to be coming faster at us, more complex to decipher and then re-evaluate how we should respond. To achieve faster response we certainly need to educate the organization more than ever.

We need to absorb more, we need to encourage learning more especially to pursue innovation. We need to actively set up learning ways within our organizations to establish their abilities to recognize the value of new, external information (knowledge), to assimilate it, and apply it to commercial ends.

Innovation within the organization needs not just greater recognition of its vital parts, but also of its status as a value enhancing and organizational life-changing event that we need to move towards increasingly in more organized ways. Innovation needs to be recognized as a clear discipline, a new expertise that is as powerful as Marketing became some decades ago.

Seeking out knowledge that feeds our innovations

Knowledge and learning 3The more we embrace change and recognize innovation demands more of our time, the more we seek out knowledge that ‘feeds’ innovation. And the more we ‘push’ for learning, the greater chance we have of thriving in a challenging world.

The expectation ‘bar’ needs to be raised from those practicing innovation, I feel the constant need is for those working within innovation they have this real need to raise their game significantly. Innovation needs organizing but it also needs a better understanding of its contributing parts.

Learning and Education should always start at home.

The earlier we learn, have open interactions and form linkages, the more we will be ready to advance innovation into what it must become: a discipline highly valued for what it contributes with in terms of wealth and growth potential.

We need to find the determination to underpin the capacity for innovation, lying within us all, and that comes from knowledge and education through collaborative learning. So what is your capacity for innovation really like within your organization? Is the learning required for innovation set up in structured ways or left to individual learning and experimentation?

Do either structured or informal ways feed back into the organizational learning system to benefit others? Or is the knowledge gained just left ‘resident’ in the person, not being put to that greater use?

Knowledge exchange is the way forward but we need to avoid the easy paths.

Knowledge and learning 2Organizations need to move well beyond their lazy reliance on best practice comparison and they need to find better ways to explore emerging practices. But that takes many into the realm of increasing uncertainties, and most people and organizations are not trained for this exploration and experimentation.

It is easy to copy but we often fail to recognize all the contextual factors that went into making it that one specific organizations good practice, and I guarantee these are not yours!

Best practice has their comparable uses but it is your focusing on the good and emerging practices within your own organization is the area to focus, for learning and wanting to improve into those that make your practices really work. Then applying, experimenting and learning from novel practices that provide growing confidence in creative thinking.

Also give some thought for next practice, those practices that prompt reinvention. They start such totally fresh thinking, they challenge existing paradigms and move you towards considering new business models.

Organizations constantly anticipate risk by reducing all the variables within risk and play safe with just being incremental. Is that wrong? No, as long as we have our reward systems geared to short-term performance, while we measure leadership success the way we presently do, and the shareholder just expects consistent dividends as their part of the equation and is quickly mobilized to force change if it does not meet this immediate aim, we head down the wrong path.

We are not sustaining our organization and we are not advancing ourselves either, we are destroying much in our current approaches. We do need to focus more on the competence-enhancing not competence-destroying aspects.

We need to re-balance the “risk and opportunity” to push our use of new knowledge into fresh innovation that ‘advances’ on the existing. To recognize the difference we need to encourage knowledge to be ‘freely’ exchanged, and then provide the environment to encourage a re-educating on ‘seeing and exploring’ new possibilities that allow us to grow.

Shifting the knowledge needle takes real commitment

Knowledge and learning 1Can we recognize that choosing the tougher pathway of building our own distinct capabilities, learning block by learning block, is the right one to follow. This allows us to build capacities that are ours, seeking out the knowledge to build the absorptive capacity that acquire, assimilate, transform and exploit, so as to give us greater chances of finding new innovation that is valued and allows us all to grow and gain from this dedicated learning.

I can’t change our prevailing system but I can point to alternatives and suggest we have other options, ones pursued by the few, which are more visionary and brave and often disrupting the accepted. These are building on novel and unique practices, extracted not from others best practices but from emerging practices learn by deliberate design and our own personal experiences, formed within our organizations unique view of the ‘take of and place in’ the world.

Finding our own way relies mostly on us to find the answers. We grow by seeking out knowledge as it feeds our minds to find our unique ways to contribute and share.

Work to be done is innovation’s invisible hand

Back in 1776 Adam Smith in his book “The Wealth of Nations” discussed the concept of the ‘work to be done.’ This has fascinated me for what we need to do for achieving any new innovation, it is the ‘work to be done’ that generates and pushes boundaries beyond the existing.  This ‘classic’ book has become regarded as the one that described the birth of modern capitalism as well as economics.

Adam Smith also introduced the concept of ‘the Invisible Hand as a core part of his thesis, that man’s natural tendency toward self-interest – in modern terms, looking out for No.1 – results in prosperity, not just for the individual but for society.  ‘The invisible hand’ is essential for free markets and capitalism, through how it generates wealth in competition for scarce resources. By maximizing their own interest as the direct intention, this ‘invisible hand’ also stimulates those around you and in the society you belong. As you seek to leverage your own assets, you are promoting society as a whole. Today this can be more by design, or through an unintended consequence of how knowledge flows.

Arguably the ‘invisible hand’ can today be seen as realizing all our potential, individual and collective, exploiting all available existing assets for benefit and gain. We call these our tangible and intangible assets.  Often overlooked, or under-appreciated are those more intangible assets, that can significantly differentiate, are surely today’s ‘invisible hand?’ Continue reading