Moving towards a more distributed innovation model

November 15, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, innovation execution delivery, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

How are we going to really unlock the true potential of frontline managers, middle managers and the whole workforce for ‘seeing’ and engaging for their contribution to innovation?

Far too many organizations still don’t provide the opportunity for everyone to contribute to innovation. I think as open innovation moves from the labs and research centres then OI will be one of the ways for a shift in thinking to take place, not just with the outside world but within the inside organization for a number of reasons.

Critical needs of open innovation are the trust, the behaviors and the relationships that need to be at the forefront of thinking when you engage in more opening up to fresh avenues of innovation thinking. I think this changing mindset of how to manage within will permeate throughout the organization more and more as these (often dormant but available) skills get put into practice more.

We struggle to get rid of the ‘command and control’ approach to encourage more distributed sharing and exchanges to reflect the need today of being more agile and fluid in how we meet rapidly changing market conditions and counter threats or seize breaking opportunities.

How can we influence leadership in everyday contexts?

Thinking over dynamic capabilities for innovation success

November 9, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, gaining innovation momentum, Shifting dynamics in innovation, Tackling innovation
The innovation fitness dynamics for innovating capabilities

As someone who runs a small, independent consulting and research business that is 100% focused on innovation, the focus has to be on capabilities so  I am always grateful for the continued involvement of the bigger consulting companies in producing sound, relevant and topical research issues on innovation and the building out greater, well-researched understanding.

Large consulting organizations ‘stoke the innovation fire within’, they confirm what you felt you knew but needed it to be validated. These great sources include McKinsey, Bain & Co, Booz & Co, Monitor, BCG, ADL and to a lesser degree Accenture for innovation research.

There are others but the ability to have access to C-Level thinking is this groups real strength and so they come more immediate to mind.

The emphasis is on distinct capabilities for innovation success.

Taking on the world; innovation as unfettered, different and holistic

November 7, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, gaining innovation momentum, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Taking a little more time out to delve into the excellent articles provided by Europe’s top innovation on-line magazine, http://www.innovationmanagement.se one article caught my eye.

It compelled me to comment upon as it relates to Singapore which is dear to my heart. This was about the Singapore Management University (http://www.smu.edu.sg) and the new Presidents vision of its future place.
Inter-disciplinary research for equipping students for comprehensive solutions

Professor Arnoud De Meyer, the new president, recently made his inaugural address laying out the future of SMU. He stated “Inter-disciplinary research and teaching will be key to producing graduates who can give comprehensive solutions for a changing society”.

Making untested hypotheses compatible to Business model innovation success

October 29, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

An email from Business model innovation hub (http://bit.ly/bnTd6G) landed on my laptop that stopped me to think a little harder on the whole momentum of Business model innovation. It summarized the ‘breaking’ collaborative work going on between Alexander Osterwalder, Steve Blank, Alan Smith and Bob Dorf.

This is around untested hypotheses coming out of new business models, that need a better structured and systematic way of exploring these to test assumptions, as early as possible within the lifetime of the model.


A breaking collaboration that seems really valuable

Steve Blank has summarized this first step in the collaboration in an entry on his site www.steveblank.com under http://bit.ly/9cElPf. He stopped me in my tracks (well briefly) with the statement that the “Business model canvas was at the end of the day a tool for brainstorming hypotheses without a formal way of testing them”- “a static planning tool”- the very thing I thought the canvas was taking us away from.

Shifting to the 21st Century Business models

October 25, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, Improve Collaboration & Communication, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Gary Hamel is amazing, he is constantly thinking about the future and lays out how to get there; he has been doing this repeatedly for years, this time it is discussing the innovation drags we presently have and how they are holding back the 21st Century business models.

One quote of his seems to hit home for me especially “The real brake on innovation is the drag of old mental models. Long-serving executives often have a big chunk of their emotional capital invested in the existing strategy”

A real big challenge is changing old mindsets but how?

Today, the value of Business model innovation seems to be a critical part of breaking out of the old and finding new avenues to growth and prosperity.

The trouble today is the existing mindset of the manager is often the major block to challenging the existing business model and working towards a real change.

This lack of realisation is increasingly allowing the young usurper, the entrepreneur, into seizing the opportunities and seizes the initiatives of the very growth needed by existing businesses.

Research, platforms and collaboration for Business Models

October 17, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, innovation execution delivery, Leading innovation, Shifting dynamics in innovation, Tackling innovation

My last week was spent in the UK and it was a fascinating trip when it came to advancing my thinking on innovation. Innovating through new Business Models was constantly being discussed in the meetings, workshops and the conference I attended. It is becoming a lightening rod for growth and change.

Let me try and bring together this ‘convergence’ that is going on through the different dialogues I had, that in my opinion is bringing together the strands of research and collaborative activity needed for accelerating Business model innovation.

Firstly Technology Strategy Board’s Innovate 10 conference & networking event

I attended the Technology Strategy Boards (http://www.innovateuk.org/) Innovate 10 conference. Innovate 10 is a leading networking, conference and exhibition event for businesses to meet other businesses, government and academia with the aim of making innovation happen – creating opportunity and growth for the future.

Business model innovation can really help Venture Capital assessment

September 27, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Fresh thinking, Innovation strategy, Leading innovation, Shifting dynamics in innovation, Tackling innovation

I believe the Business model canvas, presented by Alexander Osterwalder & Yves Pigneur in their book “Business Model Generation”, holds a very powerful way for Venture Capital to use in their assessments of promising ventures they are considering for investment.

Traditional pitches to VC’s are loaded with financial numbers, providing crisp, well written business plans pitched by teams oozing with optimism but much of this is still highly intangible in reality. There is often a decision made on the people’s chemistry more than anything else.

There is nothing wrong with that if you are the lucky ones, but tough on the countless thousands that face rejection after rejection for their ideas to attract the necessary funding needed to move their business forward.

Where the Business model canvas can fit in the VC pitch.