Recognizing different innovating capabilities to develop and grow

January 22, 2020Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Molecules, Shifting dynamics in innovation2 Comments

IFD Complexity WebA firm’s ordinary capabilities are the ones that enable us to perform efficiently and effectively, those essential routines and practices that often require having a high level of technical need supporting these activities.

In contrast, dynamic capabilities are those higher-level competencies that determine a firm’s ability to integrate, build, and reconfigure both the resources and skills to possibly shape, they have the power to transform, and then be deployed to meet rapidly changing business environments, to take advantage of these changing conditions. We need to seek out the dynamic ones and nurture these as they give us the real ability to grow and build our new capacity.

Recognizing the importance of Dynamic Capabilities

Dynamic capabilities are about selecting the right things to do and getting them done, while ordinary skills are about doing something right. The former implicates dynamic efficiency, the latter static efficiency.

Cracking the complexity code

January 19, 2020Posted inAdvancing innovation, Building Innovation Capability, Innovation strategy

Cracking the complexity code of organizationsThere was a good article within the McKinsey Quarterly published way back in 2007 entitled “Cracking the complexity code,” written by three authors Suzanne Heywood, Jessica Spungin, and David Turnbull. It still has a lot of relevancy in my mind today.

They lead this article with “one view of complexity that holds that it is largely a bad thing- that simplification generally creates value by removing unnecessary costs.” Yes, we all yearn for a more simplified life, structure, organization, approach to systems or just reducing complexity in our daily lives to find time for what we view as improving its ‘quality.’

Within the article, they argue there are two types of complexity – institutional and individual.

The former concerns itself with the interactions within the organization; the latter is the way individuals or managers deal personally with complexity.

Dynamics within the system are always dominated by the slow components.

January 16, 2020Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Molecules, Shifting dynamics in innovation

The worrying thing is within any dynamics within the system they are dominated by the slow components, and the rapid components simply have to follow along.  Look at how larger organizations operate when they are discovering and learning. It seems to take for ever.

They will often wait while one part of the organization is reluctant to make a decision, even when their part of the ‘collective’ decision is not one that has real implications, it is that ‘they’ expect to be within the decision loop and will undermine any deicsion they were not partly too. So many ‘breaking opportunities’ get caught out in the lack of dynamics or that real energy and purpose to decide. It goes into a perpetual loop.The opportunity becomes a struggle to execute upon.

“Slow constrains quick, slow controls quick”.

The only way to ensure speeding up is to be more coherent on the purpose, clarify the bounds and governing principles that need to be enacted and expect delivery on a clear, set timing. If one part simply ‘sits and waits’ what chance do you have of injecting something that might have a real impact, it gets reduced down, it gets pushed back, to a point where an original idea is unrecognizable when it finally emerges.

Organizations suffer constantly from unhealthy Innovation tension

January 9, 2020Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, gaining innovation momentum, Polymers, Shifting dynamics in innovation

How often do you feel the tensions surrounding innovation?  A tough part of managing within larger organizations is in reducing the layers and competing forces, the underlying tensions that innovation (uncertainty) brings out?

Hierarchy so often dominates or dictates the speed of what we do. That is so often set in weird logic and a shrug of the shoulders.

Confronted by the need for gathering facts, innovation often struggles as much of this takes significant time and is often outside the organization’s present understanding.

It is in the pursuit of logic, and often this lacks real (hardened) facts that hold innovation back, as it runs on a very different ‘timeline’ too much of our everyday organization processes or approaches.

In this post, I aim to tackle the question of “Reducing the tension in the layers or structures for innovation.” It follows on from a recent post I wrote on “peeling away the layers of your innovation reality.”

This is a more extended read than usual, about eight to ten minutes, so be ready for that, please.

Peeling away the layers of your innovation reality

January 6, 2020Posted inAchieving innovation engagement, Building Innovation Capability, Polymers, Shifting dynamics in innovation1 Comment

So do we have a clear understanding of where we are in our current innovation capabilities?

We have to establish a way to map our ‘terrain of innovation reality’ is not just how we are performing but what lost opportunities have slipped through. Why well simply because we lacked the awareness to seize on these opportunities when we first spotted them.

We have significant gaps in our innovation capabilities and competencies. Have you ever really audited them? Taken them through a structured examination?