We were not born as risk-takers but we can develop it through our own growing self-actualization, creativity, a pursuit for growth and enjoying that feeling of being stretched.
Well some of us do, but sadly most tend to become risk-avoiding because of the environment they are in or been associated with for long periods, where avoidance rubs off, it seeps into the soul.
Many enjoy being simply ‘passive’, avoiding anything that smacks of being ‘proactive’; it is safer to be ‘reactive’. Innovation and heaven can equally wait.
Putting it simply most people and organizations are just afraid to take risks and this fear takes over and drives their choices. Innovation is certainly something that suffers from this fear of risk. Organizations miss critical opportunities, individuals fail to speak out and argue for a given change or innovative idea. We can simply stop growing, to want to become something more, we take the easy option, we avoid risk.
I often think of the parable of “The Elephant and the Blind Men” when I get into discussions about measuring innovation. What are truths, what are the fallacies? The parable implies that one’s often subjective experience can be true on your need, but not necessarily the other persons view of their understanding of value.
You get, as the end result, a failure to account for other ‘beliefs’ or capture the real value and miss providing broader motivations to encourage the innovation elephant along.
Establishing the right metrics that motivate and yield the result you are looking for is sometimes a tough challenge. You should always start with the bigger picture, organizational needs and then design the metrics and cascade these throughout the organization.
A week can feel like a long time, actually this present week has got condensed from six months of investigating, exploring and debating but even now it is only the beginning, that public ‘coming out’ of a new framework for innovation. It is what happens after this first exposure, that we will this find its value and contribution and that does depends on a lot of factors, mostly in other people’s hands. Those that will recognize a clear value to help them and their organizations should welcome this, we hope.
So what am I talking about?
The development of an emerging framework, which we call the Executive Innovation Work Mat, is where we are suggesting, lies the responsibility of the CEO or senior executive, to construct and enact. Executives need to fill a leadership gap found in innovation, and define a robust innovation framework. They can deliver the missing innovation alignment part by engaging and providing this leadership required in innovation that is often missing. What these contain are outlined in our framework that we have exposed this week in a series of seven blogs. Just click on the link above for the foundation article.
There is a movement detected in the innovation air!