We do need to understand Dynamics Capabilities and the organizations fitness to innovate.
Firm resources are scarce; we still don’t understand the ‘dynamics’ of innovation, the interdependency of the parts, this framework I’m presently working upon sets out to achieve this. Which parts have greater impact, which are not so important? Innovation is still not treated company-wide in a holistic way as recognition of the dependencies is poorly understood.
This is what I want to change. What and where do you place your resources to gain greater impact? What is important to recognize as needing additional ‘weight and focus’, what capability and competencies need to have a stronger emphasis and why? How can we identify these, make the innovation process more dynamic yet these embed constantly as routines? What would happen if we ignore certain innovation aspects, what would give greater impact to our business?
Why each company needs to know its Fitness Landscapes
The pressing need for a firm is to integrate, build and reconfigure internal and external competencies and capabilities to address rapidly changing environments and it is the ability to achieve new, more innovative forms in rapid changing market conditions that will emerge as the winners of the innovation race.
This calls for more ‘dynamic capability” to be achieved. The basic question that needs to be addressed is “what are our dynamic capabilities?” More importantly “which critical ones should we focus upon to improve our capabilities and competences to innovate?” Fitness landscapes provide the understanding of the existing position and then point to where to place your resource so as to improve your innovative capacity through understanding the dynamics of ALL the parts and selecting the ones that are the critically important ones for the organization to achieve their goals.
