The Innovating Era: Creative Destruction or Destructive Creation?

March 1, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Creative Destruction
We have been entering some perilous times recently and I can’t imagine when Joseph Schumpeter outlined his groundbreaking efforts for explaining “creative destruction” he or anyone else, could imagine this being flipped around to what we are facing more today, in a more innovative era, that of “destructive creation”.

Schumpeter saw “creative destruction” as the renewing, through new innovation, society’s dynamics that would lead to higher levels of economic development and welfare.

At the same time recognizing that this destroyed a few of the incumbents to the benefit of many more newcomers and increasing value creation for broader society.

Today it seems we are caught in the reverse of this- the process of “destructive creation”- where it benefits a few rather than the many. This sets out often to destroy or greatly diminish the usage value of existing products and services before it is optimal to actually do so, and in the process incurring often significant costs not taken into account at the time.

These unforeseen issues have consequences that negatively affect parts of society not foreseen or contemplated at the time.

Innovation has layers that shear against each other.

February 21, 2012Posted inAchieving innovation engagement, Advancing innovation, Antibodies, Building Innovation Capability, Foster Performance, Fresh thinking, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

“Slow constrains quick, slow controls quick”
There is so much built in tension, bias, barriers, mindsets, mental model conflicts, and all types of friction seemingly going on around us, you must sometimes think all our organizations can only be totally dysfunctional.

The Scream by Edvard Munch for Dysfunctional Organizations

Has anyone not come across some or all of these?

Dysfunctional leadership symptoms and those typical warning signs of dictatorial leadership, no feedback on performance, personal agendas, more ‘political’ compensation than ‘performance related ones, inefficient use of resources, empire-building practices, unequal workload distribution, too much management, fragmented organization efforts.

There is simply just too much talk, ineffective and incessant meetings, a lack of collaboration across departments, ‘selective’ low productivity when you are working way beyond the normal, feeling in a constant crisis mode, watching a morale deterioration take place before your eyes, the backstabbing, starving projects of essential resources and finally, working in highly stressful workplaces.

A pretty depressing list isn’t it? I’m sure you can think of a few more besides.

Finding space for growing innovation

February 16, 2012Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Fresh thinking, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Polymers, Shifting dynamics in innovation, Tackling innovation

Making innovation a constant daily task for everyone in finding time and space to become involved in, is certainly a real problem for many organizations.

Innovation does not sit comfortably alongside efficiency or effectiveness as it requires a much looser structure. It constantly ‘flies’ in direct conflict too much for many within organizations to create resistance and adoption.

Innovation is looking to increase variability, nearly everything else in the organization is the exact opposite. How do we address this resistance and make innovation part of the daily working routines?

Where can we start?
We have to open up our thinking to a number of “possible paths” to allow it to flow. I believe innovation should not be highly structured; it should be more loosely structured to allow the possibility.

For a start individuals and organizations needs to explore multiple ways to learn and find the right pathway for innovative learning as they progress.

This needs a more ‘dynamic social fabric’ to allow it to flow, it needs organizational encouragement. It needs mutual adaption and mutual adjustment. The understanding of the absorptive capacity framework I’ve outlined before helps structure this.

Three simple rules have great intent.

The Real Need Is Achieving Innovation Fitness

February 14, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

So how do we achieve a greater innovation fitness?

This begins to show you the way www.innovationfitnessdynamics.com is new and perhaps your possible innovative workout gym.

Firstly stop and survey our world from a new advantage point

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 endpoint of your travels.

The distance you have to travel towards that much-needed innovation understanding, that is made up of so many different dynamics that make you and your organization that much fitter to compete in today’s challenging world seems really far off, or actually is it?

Exhilaration can quickly turn to reality.

Clearly, while you are on top of this mountain you feel exhilarated to have even got up to this point. To even get there you have already made a decision that you and your organization need to become more innovative.

One that needs to look beyond what you have, to what is possible, you are curious to explore this further, you have to, innovation is a strategic imperative for, adding value, growth and improved wealth creation.

You have innovative choices

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.

Innovation jobs-to-be-done

January 24, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

I tend to not like offering up checklists as blog posts, you know those one hundred and one ideas for this or that, although I have to admit I like collecting them as a kick-starting resource. Today I decided to change my mind, Why?

Well, I think those of us involved in innovation need to keep reminding ourselves to not just work on the day’s problem that is in front of us but to ‘move along all the others, so this is my innovation jobs-to-be-done list that clients and consultants need to work upon.

Also, these do build towards a possible Chief  Innovation Officer’s agenda and content.

A reminder of what we need to keep tackling and consciously working on.

What do you think?

Those disruptive moments when you simply need to let go

January 23, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, gaining innovation momentum, Improve Collaboration & Communication, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Emotional attachment prompts some incredibly strong bonds, a host of clear affections and different reactions when it comes to our favourite brands or products but then something disruptive happens and these bonds are broken.

When something suddenly ‘disrupts’ this, it triggers a set of mixed emotions that shakes you and stirs up different feelings that take some time to re-order in your mind.

I try to seek understanding and then simply have to let go, even when they so often stare me in the face. Sometimes you still don’t want to finally let go until you are ‘hit’ by such a disruptive event.

The recent Kodak moment is one of those

One of those has happened to me with the filing of bankruptcy protection under Chapter 11 for Kodak.

For so many people those “Kodak moments” make up such incredibly important parts of our lives. Stuffed under the beds, in boxes, in cupboards are those images of youth, family, important occasions and holidays that sit happily in the back of our minds waiting to be prompted by those images captured with the help of Kodak.

Hindsight and that regrettable smugness, that seems to always emerge.

Shoring up the fragile innovation system, call GE

January 18, 2012Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Fresh thinking, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Well, the World Economic forum’s annual meeting is beckoning later this month. During the period of 25th to 29th January, the WEF attempts to engage business, political, academic and other leaders of society to shape global, regional and industry agendas.( http://www.weforum.org/)

Just released on 18th January is the GE Global Innovation Barometer with the results of its second annual review on innovation. Here is the source site to check out and explore your own needs: http://www.ge.com/innovationbarometer/

The aim of the release is to use this and have this available for the meeting in Davos as well as shape GE’s innovation agenda going forward. For the Davos meeting, let’s hope our leaders have the time and inclination to review its content.

No doubt GE will be there and if  Beth Comstock is going as the senior vice president and chief marketing officer of GE I’m sure she will be leading the “innovation does matter” charge.