Drawing out the different voices within the three horizon methodology for Innovation

Three Growth HorizonsWe so often struggle to articulate our innovation activity and then can’t seemingly project our plans into the future in consistent and coherent ways. We often lack the framing necessary.

If this rings true of the innovation activity in your organization, then it is in danger of being seen as isolated, one-off events, that fail to link to your organizational strategy. Furthermore you’ll be missing out, or not capitalizing on emerging trends and insights where fresh growth opportunities reside.

I so often come back to the messages we need to learn, which centers around the three horizon methodology.

I just wish this framework would be adopted far more within organizations. wanting to build a sustaining dialogue around innovation, it can be such a powerful enabler.

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Are you engaging with all the different voices around you?

How do we manage future discussions

Having different perspectives and voices will enhance your innovation activities, they provide diversity, stimulus and greater options for you to consider the future innovation journey. How do we set about engaging with all these different voices surrounding innovation?

Have you ever worked with the three horizon framework?

It is really useful for managing your innovation activities, drawing out the often conflicting voices within the organization on how to take innovation forward. The approach can unlock you from just being caught in the present, to one of envisaging a future that then allows you to begin to build different capabilities, competencies and capacities.

Find out more here and here and here on the three horizons or within this blog site put “three horizon approach ” into the search box. You will find  I have provided a considerable overview in different posts thoughts on the 3H thinking and why I place such value in it for innovation’s evolution.

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Questioning internally those many product failures

product-failure

There is a variety of different views on our product failure rates. According to some, the failure rate for new products launched for instance in the grocery sector is 70 to 80 percent in the US. For smaller US food businesses launching new products, the success rate is even lower around 11 percent. These are really high failure rates but is this a myth or reality? How does your organization evaluate product failures? Do you really want to talk about them?

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Traversing different horizons for transformative innovation

Irrespective of the organization, we all struggle with transformational innovation. So often we are simply comfortable in our ‘business as usual’. We gear performance to the short-term, we put the emphasis on the current fiscal year, and we support the core business in numerous ways, usually with lots and lots of incremental innovation, so the results are realizable in this year.

We are sometimes comfortable or confident enough to move into adjacent areas, to expand and feed off the core but these are less than transformational in most cases. This space is the one we are the most comfortable to work within, this is the horizon one of the three horizon model approach outlined to manage innovation across a more balanced portfolio of investment.

In summary, the three horizon model for innovation is actually a reasonably simple idea: with Horizon One (h1) being the current business focus, Horizon Two (h2) being more the related emerging business opportunities and Horizon Three (h3) being those that are moving towards a completely new business that can have the potential to disrupt the existing one.

The complexity lies underneath this simple idea, you need to manage these different horizons with completely different mindsets. You need clear well-structured ways to extract the real return from managing a comprehensive innovation portfolio based on knowledge, experience, intelligence but exploring plenty of the unknowns about the future and openness to get you there, as ready as you can be . Its necessary today.

The seeds of destruction lie in horizon one

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Mapping innovation across the three horizons

One of my most exciting areas within my innovation activities is applying the three horizon methodology, for working through the ‘appropriate’ lenses for different innovations and their future management. Let me outline the rationale for adopting this within your organization.

Clarifying our options requires multiple thinking horizons

For me, the three horizons have great value to map different thinking and possible innovation options over changing horizons. You can frame innovation in alternative ways by using this approach. Innovation has multiple evolution points and working with this framework allows you to significantly improve innovations contribution.

It goes well beyond the present value of ‘just’ fitting your existing innovation portfolio and directional management into a one dimensional, viewed in the present, framework. You can see opportunities completely differently beyond the existing mindset and activities, it takes innovation from tactical to strategic, to foresight in your evaluations.

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Preparing the secret sauce for innovation delivery.

The secret sauce required for innovation delivery sometimes can be hard to itemize but knowing the ingredients and constantly improving on them wil make your ‘sauce’ stand out from others.  For many it seems, execution or final delivery of the innovation is simply not given enough attention inside many organizations and that needs to certainly change and not just left to chance or delegated out as the less important stage.

For me, clarifying and committing resources on the innovation delivery part is a critical task to get right. I’ve discussed that elsewhere, but if your final delivery is wrong then all your preparation and effort simply ‘goes out the window.’

It is like a restaurant kitchen- correct delivery of the item makes or breaks all the hard work beforehand and if the final garnish or sauces are wrongly executed, the meal itself fails and it leaves the customer dissatisfied, irrespective of the original efforts put in. Continue reading