The Interplay in 3 Essential Change Points for Innovation

June 20, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Fresh thinking, Improve Collaboration & Communication, innovation execution delivery, Integrated Innovation Thinking, Molecules, Shifting dynamics in innovation, Tackling innovation2 Comments
The Critical Interplay 2There is always a certain impact that innovation brings, it should change habits, alter perceptions, improve our lives or alter the way we work and think.

Each change brought about by innovation does have different impact effects upon three important market constituents: customers, the markets and the industries themselves but also and often totally under-appreciated, internally on the innovator driving the change.

We need to understand the broader scope of our innovation

Until we understand the scope and impact of innovation we can’t fully grasp the nature and amount of change that innovation can unleash. It can alter businesses, shift markets and challenge customers to move away from their existing thinking into adopt this new product or service.

The Interplay Surrounding Innovation

June 17, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, Improve Collaboration & Communication, Integrated Innovation Thinking, Shifting dynamics in innovation, Tackling innovation3 Comments

The Interplay Surrounding InnovationInnovation should be the primary source of real change. Often when exciting new innovations occur they have the power to significantly change our habits, and choice of product, preferences and ways we set about our daily lives.

Yet why is it we often ignore the power of change when we design innovation?

We often fail to fully appreciate the changes that are occurring from the innovation we produce, it often seems an afterthought, there is this lead and lag effect and needs, firstly recognition and then addressing in how we manage innovation going forward.

In a recent series introduced initially and given a feature of the week prime spot on www.innovationexcellence.com on June 7, 2015, we discussed the importance of the emerging interplays.

This series will be re-produced here as it is an important concept to consider all the aspects within any innovation interplay.

The emerging concept of “interplays”

The "C" change within innovation

June 12, 2015Posted inAchieving innovation engagement, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, Improve Collaboration & Communication, Innovation strategy, Molecules, Shifting dynamics in innovation, Tackling innovation

Change and InnovationWe all want innovation but often we take a ‘selected’ focus on the changes we are bringing about.

It is either in the external market place in new products, services and even new business models, yet we often ignore the amount of change we should be considering within our own organization.

As we ‘learn’ to innovate we ourselves change but often we are poor at recognizing these changes and the greater impact this might have on on all that is around us.

We miss opportunities to alter our processes, systems, structures or methods. We often fail to ‘advance’ in all the positive change innovation can bring.

We tend to ignore the change part of innovation
I believe we need to rethink this and evaluate the significant changes that should be taking place within our internal organizations as we expand our innovation activities.

The ongoing challenge is making change our constant

June 7, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Shifting dynamics in innovation, Tackling innovation, Uncategorized

Change is a constant 2Thinking about the managing of change has been occupying my mind in recent weeks. It will continue into the next few weeks as Jeffrey Phillips of OVO Innovation and I have co-authored a White Paper called “the critical interplay among innovation, business models and change” as it rolls out.

In this we provide a foundation document that highlights the important interplay between innovation, business models and change. To launch this, we have kicked off our thinking with a feature of the week on Innovation Excellence introducing the themes that have multiple interplays we often fail to exploit when it comes to innovation.

The opening post is entitled “the interplay surrounding innovation”. Please take a read

Our opening argument revolves around the recognition of change as part of an interplay

We argue that we are failing to manage the different and multiple interplays that are constantly taking place when innovation occurs. We are often ignoring them and failing to extract the best or optimal value out of the innovation we are introducing. The change effect is often being ignored.

Innovation needs different time and thinking horizons

June 1, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, Improve Collaboration & Communication, innovation execution delivery, Shifting dynamics in innovation, Uncategorized4 Comments

Time and thinking 1We often constrain our innovation because we ‘shoehorn’ any conceptual thinking into a given time, usually the yearly budgetary plan.

This shoehorning often dominates the actions decided and can exercise a large influence in this constraining of ideas to realization.

We should make the case that different types of innovation operate and evolve over different time horizons and need thinking through differently.

We have three emerging horizons that need different treatments for innovation.

Art and Science Combines for Innovation

May 28, 2015Posted inMolecules
Art and Science
Image source: www.business2community.com

So do Art and Science combine for innovation?

First of all, what we do does come from us as humans, in our actions and needs,these are also the starting point for innovation, pushing for something new; it is linked to experiences and questioning, seeking out and wanting to explore “all things possible”.

The powerful combination of designing and providing something that pushes our existing knowledge, our boundaries, understanding or expectations and capturing it in thought, in explanation or detailing out the discovery makes up the art and science of innovation.

We just need to find even-better and consistent ways to combine them continuously.

Science chases progress, Art really does not. Art just looks to make a change, sometimes evolving, sometimes in powerful new ways and it does this from the evolving multiple perspectives and studies of much that is existing, both physical and within the mind to express this to others.

Sometimes, Science is often constrained by a far too linear approach and this needs somehow change where we need to think in less rigid, structured ways today.

The challenge for the CIO is the fusion of business and IT.

May 19, 2015Posted inAdvancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, gaining innovation momentum, Innovation strategy, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation
Field guide Practicial IT Deloittes 1
Taken from the Field Guide for Practical IT by Deloittes

In the past twelve months or even more, I think there have been some exceptional reports and thinking coming out of Deliotte’s group   on business issues

These have been from their dedicated practice centers, their University Press and the Deliotte Consulting LLP, mainly from the US practice.

I would regard their thought leadership as close to the top or even at the very top of any of the big consulting firms.

I’ve certainly gained some richer understanding as I am sure many others have and for me Deloitte deserve significant praise for investing in their thought leadership thinking.

Delivering the innovation core: building capability, capacity and competency.

May 14, 2015Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Fresh thinking, Integrated Innovation Thinking, Shifting dynamics in innovation2 Comments

Building capabilities 4Each organization needs to understand its strategic resources to build continuously innovation, so as to sustain and grow the organization; otherwise, it will eventually die, starved of what is vital to sustaining itself.

The resources provide the lungs that give oxygen; they need to constantly be nurtured, too breathe and pump new life into the existing.

For innovation the same applies, we need to consistently build our innovative resources, they give delivery of the healthy living cells to promote and sustain us in new value potential.

The problem is we often are not very good at maintaining our resources and innovation activity. We just simply do not sustain our efforts, we tend to allow them to drift along or become lopsided from one individual team’s efforts, while the others simply ‘wallow’

Disruption, Destruction, Digital Our Way of Future Life?

Disruption, Destruction, Digital Our Way of Future Life?

May 9, 2015Posted inAchieving innovation engagement, Advancing innovation, Antibodies, Building Innovation Capability, Fresh thinking, gaining innovation momentum, Interests, Leading innovation, Shifting dynamics in innovation, Tackling innovation3 Comments

disrupt gaping voidI wanted to depart from just focusing on extolling innovation within this post – a sort of sound off, of sorts, it is a real need to look to the future.

It seems in all I keep reading that we are being extorted to disrupt our enterprises before someone else does.

The constant threat of both those known to us and those unknown competitors who can simply raise money based on a disruptive concept, provide a different business model and then attack tomorrow. It is not a comfortable feeling is it?

We are told It is in our ‘complacency’ that we are losing our competitive advantages, even face extinction from those that attack and tear down, replacing it with something different and supposedly better. Did we really need it?

Can we learn to adapt as fast as all that is seemingly coming toward us?

There is so much disruptive power being harnessed that we are all facing an exponentially more complex and challenging environment. Why is there seemingly this determination to tear down many parts of the fabric of our society by challenging institutions, businesses and government structures?

The Connected Art of Selling Outcome-Based Solutions

May 7, 2015Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Fresh thinking, innovation execution delivery, Leading innovation, Shifting dynamics in innovation, Tackling innovation1 Comment

Outcomes ROI neededThe typical linear and often siloed mindset that we have for much of our innovation thinking within our business organizations has to rapidly fall away.

We are in the ‘cusp’ of a fundamental change that technology, platforms and connected ecosystems will bring into the mix for connecting and collaborating in dramatically different ways than in the past.

One of the implications will be our need in measuring the metrics within companies. The measurement of inputs, throughout and outputs need to become far more focused on delivering speed and scale potential as the critical points. We are far more needing to focus on the outcomes as our primary point of measurement.

This is a further post on discussing outcomes as the focal point of our innovation measurements, following my recent one of “Shifting to Ultimate Outcomes”

Recognizing the emergence of the outcome economy

The outcome economy which is emerging has many implications within it and how we measure and value these will become increasingly important. Companies will need better data to calculate costs, evaluate its potential value and will be modelling far more the risks and tracking the factors required to deliver within any outcome-based value promised.