All organizations talk about innovation, but so what?

February 13, 2012Posted inOutcomes & Expectancies, System Solution models, The Big Challenges

IFD Blah Blah

All organizations talk about innovation and its growing importance but few succeed in actually doing it on a repeatable scale. So what does inhibit innovation? What would drive innovation success? What aspects of innovation are critical to have so innovative growth can be achieved?

Where should a company place its emphasis to gain both an improving impact on its performance and strengthen its innovation capabilities? There are countless questions that need asking but more importantly answering.

Innovation is complex and demanding

The difficulty for many is that innovation is a complex process that has many intangibles within the total mix to manage. Management today is far happier managing the ‘harder’ aspects of business, the more established, the more traditional ones that can be managed in efficient and effective ways to reduce complexity.

Our Challenge is the need to build diverse innovation capability

February 13, 2012Posted inCapabilities and Capacities, Outcomes & Expectancies, System Solution models

IFD Diversity

Knowing what are the critical factors and there dependences for sustaining innovation success is vital to understand so an organization can place the appropriate resources behind them. The question is, which are critical, which naturally occur when others begin to be put into place, which seem to have limited or no real effect on changing the dynamics of innovation?

Knowing these and having these clearer shown as a ‘return on impact/investment’ (ROII) has real business value. Today, we lack a clear system model that brings the critical innovation factors out and gives them their appropriate values, and then can equally provide the ability to model different future states and conceive future scenarios through different impact-investments.

So what are the challenges of the knowledge-driven economy that innovation needs to drive?

Moving Up the Path Towards Innovation Fitness

February 13, 2012Posted inCapabilities and Capacities, Dynamic capabilities, Fitness Landscaping Regimes, The Big Challenges

So how do we become innovation fit?

IFD Mountain View

Can you imagine standing on top of a mountain, looking out across a vast expanse of nothing but mountains and valleys stretching out before you. If you squint hard enough you can just make out that somewhere in the hazy distance, the end point of your travels, towards that much needed innovation understanding, made up of many different dynamics that make you and your organization that much fitter to compete in today’s challenging world.

Clearly while you are on top of this mountain you feel exhilarated to have even got up to this point. To even get to this point you have already made a decision that you and your organization would become an innovation one and needs to look beyond what you have to what is possible.

A recognition that innovation is a complex adaptive system

February 9, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Maybe I’m taking on more than I can chew here but I’m going to attempt to explain why innovation can be so complex and requires an adaptive system.

I apologise if it does not work for you, or you simply just give up on this but I am going to try to explain innovation as a complex adaptive system.

Why- I like the pain involved!  I’m certainly not in any shape or form an expert or even that much of a student of complex systems, and what it fully consists of, but I do need to explore this more, and a little shared pain helps in this as I go.

This issue is one that I consistently come across many references to innovation being a complex system. The trouble is I’ve never been fully clear on what determines the make up a complex system for innovation. I’m not sure anyone does for complex systems either!

So my aim here is to establish a direct and clear set of links across innovation and complexity without it involving me in ploughing through incredibly ‘dense’ academic papers on this subject.

Shifting paradigms, refreezing the organization for innovation

February 6, 2012Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Improve Collaboration & Communication, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

I would like to continue on “unfreezing the middle” for innovation to really take hold and have a greater momentum in organizations, we often have to unfreeze them.  Largely it is about our ability to unlock those ‘frozen innovation moments or the assets associated with them.’

To radically redesign the approach to innovation that today is constantly occurring in ‘discreet parcels’ of innovation activity within organizations. It is this ‘selective’ approach I certainly believe needs changing.

To achieve this I believe the middle manager in organizations needs to make some significant changes within their perspectives of ‘how’ innovation must fit within the design of their organization.

This will allow them to achieve a fundamentally different organizational state than many seemingly need but perhaps are stuck with existing designs at present.

Perhaps they are not seeing a different perscribed pathway to take- the innovation pathway suggested here http://bit.ly/dnCj1m and built upon here http://bit.ly/ikgR4f can serve as thoughts

Innovation in organizations does need fresh perspectives.

Jeffrey Phillips argues in his recent blog that “middle managers need new perspectives, new skills and new directions”. “We need to unfreeze the middle so the rest of the organization can adapt and change. Only then can innovation become what is needed it to be”- taken from his blog: “From smooth and steady to rough and ready”.  (http://bit.ly/OVsuX)

The question is how to unfreeze what we do today and relearn?

Unfreezing the middle, seeing a different innovating prospective

February 3, 2012Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Fresh thinking, Improve Collaboration & Communication, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

This past week we had a #innochat tweet session(www.innochat.com) around Jeffrey Phillip’s book “Relentless Innovation”( http://amzn.to/xXoHof ).

The chat was framed around a set of questions here (http://bit.ly/Awvh5E ) but basically the premise of Jeffrey’s thinking was “can it be possible to shift from business as usual (BAU) to innovation business as usual”?

He suggests that one of the most significant challenges for innovation is the fact that many firms have spent years, if not decades, creating business models and operating processes that are exceptionally efficient and effective but neglect the essential part that innovation plays.

Equally the middle manager is so focused on the delivery of short term results through effective organization and pursuing efficiencies they have little ‘slack’ within the system to learn and build innovation into it.

I would possibly argue the very people that we are expecting to manage the ‘dynamics’ within organizations, the Middle Managers, are seeking the very opposite- doing everything possible to keep it as stable and consistent as it can be.

So how can this change?

Your dominating innovation design is?

February 1, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Each organization seems to favour one design approach over another when it comes to how they innovate. It favours either the more comfortable repeatable zones or is determined to push the boundaries out on its innovation activities.

We often talk about simply incremental and radical, yet we do have other choices such as a more ‘distinctive’ design or one that sets out to be ‘disruptive’.

Let me offer this for thinking through on your fits on the innovation path you want to take and ‘flag’ some areas you need to consider. Each degree of innovation (or type) has considerable organization design issues to think through.