Technology and engagement | Paul4innovating Innovation Views

The critical interplay among innovation, business models and change

The critical interplay among innovation, business models and change

Jeffrey Phillips and I have collaborated over a number of years and I have always felt these have been highly productive, original in thinking and truly valuable.

One such collaboration was around the interplay of innovation with business models and change.

I wanted to extract part of this white paper”Critical Interplay Innovation Business Models Change 6-2“(goes to PDF), in this post, as it offers all involved in innovation a structure to break down innovation into its different models of application. It describes some important observations we often forget when innovating.

Confronting Your Darwin Effect through Innovation

Confronting Your Darwin Effect through innovation

It is so hard to let go! It is so often harder to carry on, but determination prevails!

I have been working away, call it my labour of love, with plenty of frustrating moments but have “pushed on” through sheer determination, on my thinking through the ‘harnessing’ of the dynamics within innovation.

The journey has forced me into terrain that presented diverse challenges to achieve fresh insights and traversed many a rugged landscape to get closer to my goal of offering organizations their innovation fitness and future landscape design, one designed to alter their present capabilities and capacity to innovate radically. Continue reading “Confronting Your Darwin Effect through Innovation”

Building the use of the innovation work mat as a compelling business case

The Executive Innovation Work Mat as a compelling business case

After a series of conversations around the Executive Innovation work mat, Jeffrey Phillips and I decided there was a need to add one more to the series, one that makes the business case for the work mat, one that is more from the leaders perspective.

In this video conversation of around 13 minutes, we explore why the leadership of organizations needs to get deeply involved in the innovation activity.

The reason top leadership needs to be fully involved

How many of our organizations are not looking to search for new ways for organic growth, improve their profit margins and create differentiation? This makes innovation central to this CORE need.

Continue reading “Building the use of the innovation work mat as a compelling business case”

Providing the glue in the common language, communications, and context needed for successful innovation

The Tower Of Babel by Pieter Bruegel the Elder (1563)

Central to any organizational innovation building, the enormous value of having a consistent common language is paramount; it is essential to gain identification and understanding that all can relate to; it provides the backbone to a clear, united “sense of purpose”.

Building upon this common language gives a greater chance of effective communication to place the innovation activities into their appropriate context.

In the fifth of a series, I am working with Jeffrey Phillips, a long-term collaborator on “all things concerning innovation” we have been discussing the different domains of the Executive Innovation Work Mat we propose as a framework to provide a great chance to bring all the various aspects of innovation together.

We explore why each factor is essential to innovation in the videos we’ve created. These have covered

Continue reading “Providing the glue in the common language, communications, and context needed for successful innovation”

Balancing Function, Design, Process and Structure for Creative Tension

In the fourth conversation between Jeffrey Phillips and myself, around parts of the Executive Innovation Work Mat, we took on several different issues around the design, function, structure and process needs for innovation.

The conversation lasted nineteen minutes, and for some reason, I lost sound briefly at my end a few times, which was a pity. So I hope I can help fill those gaps and explore the what, why and how of having a dynamic functioning design and structured process to meet today’s demanding and highly energetic world of constant change.

This specific conversation (LINK here) is about 19 minutes. It is all about the fit of innovation and the tensions between the design, function, structure, and process needs to manage innovation management. We relate this specifically within our Executive Innovation Work Mat.

It is always our intention to offer some different thrôughts about the balancing of function, design, process, and structure and giving it equally the creative dynamic attention it needs Continue reading “Balancing Function, Design, Process and Structure for Creative Tension”

Why we should focus on Innovation Governance

I am working with Jeffrey Phillips, a long-term collaborator on “all things concerning innovation.” We have just had our third short conversation of a five-part series on Innovation Governance.

This specific conversation is all about the fit of innovation governance within our Executive Innovation Work Mat. This is the link on Innovation Governance to the conversation, just under 14 minutes to listen to. Hope it gives a different set of insights to this area of innovation alignment.

If you would like to listen to the two previous conversations then these are here in the links that take you to youtube.com The first was setting the scene for these conversations on the “fundamental building blocks for innovation success” (LINK) and then the second into “the essential alignment of innovation to strategy” (LINK).

I have written supporting posts to these conversations, more to flesh out a number of different pointers to add more value and awareness of the importance of having a clear integrated solution for innovation in the solution we offer, the Executive Innovation Work Mat. Continue reading “Why we should focus on Innovation Governance”

Innovations linkages to Strategy is vitally important

I have just finished the second of a planned series with one of my favourite long-term collaborators Jeffrey Phillips.

The link to this conversation is here, it is just over 15 minutes long. as a conversation between us, where we emphasise the important linkage between innovation and strategy. You might believe this is a no-brainer but you would be really surprised that this ‘tight’ linkage is often lacking.

Our first conversation called the Fundamental building blocks for innovation success (13 minutes), links here, introduces the series and the areas of our focus. I wrote a post supporting this “Getting back to the future about innovation”

All of these short conversations are drawing out the value of having an integrated approach through the Executive Innovation Work Mat, our central theme of the series and solution to integrating innovation.

In this latest conversation, Jeffrey and I argue most problems or disappointment with many innovation efforts within a business can be attributed to a lack of alignment to the organization’s strategy, resulting in poor growth and impact from innovations contribution.

We need to resolve that issue within any innovation activity, it needs a “tight” linkage to strategy. Continue reading “Innovations linkages to Strategy is vitally important”

Getting back to the Future about Innovation

Paul Hobcraft and Jeffrey Phillips in conversations around innovation

I have just finished the first of a planned series with one of my favourite long-term collaborators Jeffrey Phillips.

Here is the link to the recording. In this series, planned to be only of 10 to 15-minute conversations, we are picking up on many of the fundamental building blocks of innovation.

Jeffery and I go back within the innovation space a long way. We have actively collaborated and designed tools and frameworks over the years that we believe had some of our insights “baked” into them to offer valuable reference points to help us all work through connecting innovation in hopefully better ways.

We have often got into frequent discussions between us on the basics for innovation, those that we deem as central or the core. We will attempt to focus on one of these in each short video produced.

We started with Divergence and Convergence as our framing part Continue reading “Getting back to the Future about Innovation”

Technology, inspiration and connected innovation

Visual from Siemens Digital Industries SPS Event November 2021 The recognizing of digital threads are connected to the new drivers.

I have been virtually attending the Siemens SPS Event this week taking technology, inspiration and connected innovation to a new level. Siemens does do these events well. I have been associated with Siemens for nearly four years in an external influencer group, #SIEx. This association provides me with a significant focus on what they are doing in a rapidly changing market for mobility, smart infrastructures for cities and grids, and their digital industries business.

The evolution (perhaps transformation) of Siemens in these last few years has been a significant one. Siemens has separated or spun-off companies, such as Siemens Healthineers and Siemens Energy, and reorganizing the remaining core businesses around these three core areas of mobility, smart infrastructure and digital industries.

The SPS Event Continue reading “Technology, inspiration and connected innovation”

Thinking about scalable engagement

I wrote a piece sometime back on “people don’t buy the product they buy meaning” and was prompted on this again fairly recently around the need for engagement in all we do.

See http://tinyurl.com/chvu2la for this.

It is funny how this triggered a series of different thoughts which I’m going to try to explain here as I struggle with some disconnects on where we are going on engagement.

I first start out with engagement

There is an awful lot of disruption occurring all around us. Old behaviours, many well-established ones that we were somehow seemingly comfortable with, are being suddenly replaced.

We are being pushed far more today to search for achieving a greater personal meaning through a different set of connections, more remote, arguably more empowering and get offered in this deal the technology to make this happen, with ease and convenience in its place. What are we losing in this grand deal?

These shifts are changing our behaviours, they are seriously challenging many of our (past) accepted practices, because as we suddenly feel more in charge, to do the things we want to do, simply when we want to do them, we depend less on others. Continue reading “Thinking about scalable engagement”