GE and its Global Innovation Barometer 2016

 GE Innovation Barometer 2016I always look particularly forward to this report as it provides a range of insights that are shaping our world and how innovation is adapting and altering this.

Now the report in its fifth edition, it is now spanning 23 countries where the opinions of senior innovation executives or the equivalent are sought out, covering 2,748 executives, with 1,915 being in the C-Suite.

This year the barometer decided to explore the perceptions of the (informed) public for their thoughts on innovation’s growing impact and in particular, the future of work and they interviewed 1,346 to gain some useful insights and pointers that separate business and the citizen in their understandings.

The report covers a significant amount of areas across innovation. Here I wanted to pull out just a couple that initially caught my eye. I might add to this in further posts.

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The essential innovation vision

In a recent leadership study on innovation by Capgemini Consulting, one of the studies top line concerns was the lack of a well-articulated innovation strategy, and then beyond this, a lack of organizational understanding of the linkages required.

It is amazing how many organizations lack a clear innovation vision and an explicit set of statements from the Chief Executive or their designated C-Level Officer on innovation.

One great visual paints a thousand words

This visual I came across some years back, and for me, it is outstanding in providing the feedback loops that go into developing the right innovation vision. To get to a definitive end point of having an innovation vision you are faced with some complex challenges. These are well shown here. Each influences the other and constantly loop back, making hopefully an improving vision success.

The critical feedback needs for constructing an innovation vision

The different challenges seen in this terrific depiction, provide the sort of dialogue and efforts that needs to go into ‘crafting’ the innovation vision. It is hard, thoughtful work. Lets look at each of these a little more.

The Time Challenge

We get caught in annual planning cycles that often leave little time for ‘considered’ opinion and debate. The annual plans all come in a deluge and this is plainly wrong. Creating a vision needs a lot of time to consider all the aspects. The ‘time gap’ seriously impacts the visions success and clarity of purpose

The Diversity Challenge

Not only within the same board room do you have a diversity of opinion, you have that up and down any organization. Getting the views first out in the open, then managing the conflicting aspects and dealing with the ‘polarization effects’ all is difficult. This is where a dedicated focus, a Chief Innovation Officer, can really make a difference. To get people to talk about the vision, what it should stand for, what needs to happen leads eventually to a greater clarity.

The Relationship Challenge

Managing the relationships both within and outside the organization when it comes to the right thinking on innovation is hard, converting doubters, drawing out differences, improving the quality of any conversations around innovation (ideally with facts not conjecture) and raising the enthusiasm to engage is crucial to moving towards the right vision

The Vision Cap Challenge

There is a reality to what and where you are and the perceived gap that need addressing honestly. This  is something we tend to be very poor at, is, holding a ‘creative’ tension that can stimulate and create a vibrant and exciting innovation vision. We try to dampen the divergence in opinions far too early so we can (quickly) got to convergence. This ‘keenness’ to take away the ‘creative’ tension tends to replace it with potential set of ‘destructive’ ones and this often creates much of the beginnings of the barriers to innovation. People resent not being well listened too or allowed time to develop their arguments.

The Vision and its Success

If you get people to ‘freely’ talk about innovation, its importance, its impact and can ‘paint’ the future in broad brush strokes, they achieve a growing clarity and enthusiasm and that often missing critical component a sense of shared identity.

Innovation is complex; it deals with formal and informal mechanisms. There is an awful lot to constructing a solid innovation vision but believe me, it is even harder to understand the right components that make up the innovation strategy, so it does eventually become a well-articulated innovation strategy. More on this to come at a later date.