Achieving a Level of Fluidity

fluidy 8There is this constant set of discussions about changing structures and models to become more adaptive, agile, lean, flexible and fluid; to react and deal with the increasing turbulence occurring all around us.

We all sense this pressing need to react and become more responsive, becoming more adaptive to changing environments and business challenges, that are often unknown, unexpected, or not yet explored or exploited. The question is how much and how far can we go?

Organizations are facing increasing a dilemma in how they organize and manage within their systems and structures.They are being forced to deal in increasingly complexity and environmental turbulence and ‘adapting the appropriate response’ remains increasingly a difficult one to master, within the existing regime they have in place.

On the one hand the value in stability is still essential; working within specific routines and practices gives a clear ‘path dependence.’ This stability allows for efficiencies and effectiveness to be constantly at practice, constantly building the problem-solving processes, to master tasks in complex environments to resolve ‘known’ problems in ‘given’ ways but this relies on this stable flow and that is not the case of much of what we have to handle today.

We are being challenged more and more on this efficiency and effectiveness focus. It is often not working to deliver the results. We are missing a new way of working. Continue reading

Advertisements

Exploring and amplifying innovation

In my innovation travels I’ve always liked to explore much of the less understood sides of innovation. I have set about to try to explain them. I’ve tried to relate them to the aspects of everyday innovation, give those novel and logical frameworks or some method and structures to approach them, so they can be integrated into this work.

Some have worked better than others. I believe we do need to constantly push the boundaries of innovation, experiment and explore to advance the management of innovation and its understanding.

Getting innovation into the organization mainstream

We do need innovation to enter the mainstream of our everyday thinking, to be something we all feel naturally comfortable undertaking, as part of our make-up for our growth or prosperity. Presently those that are not fully picking up on the value of innovation are happily assuming others are fully active and totally switched on to all that makes up innovation potential. We need to get them involved.

Those that have not fully realized they are as essential to contribute to a sustaining future, based on innovation solutions, so that we can collectively tackle growing societal problems. We need to move the ‘many’ from being the problem to being the ‘engaged’ in mapping out the innovating future so innovation can fulfil its latent potential.

Drawing in the vast majority so we all become innovation savvy

We do need our roadmaps, our blueprints of innovation, our common points of understanding. They are essential when we decide to undertake any journey in our lives. If you don’t have the essential of a compass, spare food and drink, warm clothing, good walking or mountain shoes then you should not venture out into the mountains, you give them a certain respect; I think innovation deserves that as well.

If we do not come together and gain a common language for innovation, not as a throw away buzz point, but as a unifying point, we will never be able to teach and transfer innovation to all the others that have not bothered to pick up on understanding the innovation language.

Why is a common language for innovation important?

Innovation has so many pockets of confusion and traps to fall into for adding to our inefficiencies. We still see so much fragmented energy, plenty of differences of approach and potential misunderstandings. It often saps the very juice of innovation. Organizations have plenty of unproductive capital, even when they hack away at all the undergrowth.

Resource allocation required for good innovation remains patchy, under-served and often starved. We all become increasing busy at fixing what we have, trying to understand those hidden costs, spent energies and lost opportunities.

Until we arrive at a more uniformed approach to innovation, improve the management of innovation and its development within our systems, structures and processes, we will stay stuck in constant re-invention and duplication.

Seeking a common language allows us to form ‘stickiness’ in value, it becomes the glue to align the parts that make up innovation and forms the whole we seek. It can offer a different viewpoint on our future, one that challenges us to evolve and explore. It helps provide a sense of community, a common sharing, a common purpose.