Renewing Innovation through the Social Innovation Agenda

July 22, 2011Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Molecules, Shifting dynamics in innovation, Tackling innovation

The challenges are growing in their social dimension across Europe, the United States and a host of other countries, both developed and developing, that are needing new fresh responses.

Social demands will inevitably increase as nations are being confronted with budgetary constraints, increased deficits and mounting debts to resolve.

Social needs will become more pressing and innovation, social innovation, will increasingly explore opportunities to extract ‘more from less.

Innovation can play an increasing part in resolving social challenges that are increasingly confronting us.

Starting a new movement on social innovation in Europe

Recently I became a member of www.socialinnovationeurope.eu . I certainly feel this is going to offer something exciting and vibrant. It is a growing community of thinkers, creators and innovators with the knowledge and skills to change the way we face Europe’s most pressing issues.

Contributors to the site will take a strong hand in shaping the direction of social innovation across Europe, breaking down silos and raising a unified voice. I need to find my own part in this, as there are multiple ways for contribution, which I’m still presently figuring out.

Learning to absorb new knowledge for innovation

July 12, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Polymers, Shifting dynamics in innovation, Tackling innovation

In a blog I wrote in November last year entitled “Moving-towards-a-more-distributed-innovation-model”( http://bit.ly/b38ixv)  I outlined some thoughts on the flow of knowledge in a distributed innovation model and discussed the Absorptive Capacities more from an internal organizational perspective.

Increasingly we are looking outside for new knowledge that needs internally managing.

As organizations seek increasingly outside their own walls, the appreciation of how they are managing knowledge, learning and interpreting this is becoming a critical aspect of open innovation to be successful.

There is a growing need to absorb, integrate and apply this in new and novel ways for accelerating innovation performance.

The more we seek, the more the knowledge increases in complexity as markets are rapidly changing. The more we are relying on knowledge flowing into the organization the more we have to strengthen our inter-dependence and collaboration efforts to extract the knowledge we are acquiring for it potential value.

Are organizations recognizing the value of structuring their knowledge flows? Do they have the right learning mechanisms to accelerate and exploit new potentials from this knowledge?

Organizations tend to be set up for incremental learning.

The importance of managing our intangible capital is the key for today’s innovating business.

July 11, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation, Uncategorized

Today, we are valuing organizations in completely different ways than some years back as intangible capital grows in importance. In the past we were valuing organizations purely on their tangible assets, the ‘hard’ (easier to) quantify assets, shown on the balance sheets as the basis for the value of the organization.

Today that is not the case; it is more the off-balance-sheet bound up in networks, relationships, connections and the ability to manage the fluidity that is occurring constantly around us, and the organization’s ability to respond appropriately in seeking out improved, new value through better innovative offerings.

Intangibles are providing the new value system equation to focus upon

The forming of new structures- the business innovation ecosystem

July 5, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, gaining innovation momentum, Innovation Ecosystems, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation, Uncategorized

At present we are seemingly in a state of flux, we are learning to move from linear innovation models into more dynamic ones that are increasingly forming around innovation ecosystems to provide for new collaborative structures.

Our whole understanding of innovation is changing; we are evaluating and changing our existing focus from closed (internal orientation) into open (external orientation) thinking for accelerating and improving our innovation performances.

Regretfully we are not yet fully equipped to manage within these new innovation ecosystems. We need to give the factors an increasing focus and lead into a better emerging theory of leading or good practice.

Measuring innovation in different ways is becoming important

Innovation is swimming in uncertain waters

June 20, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Innovation is very often swimming in uncertain waters that rise and fall just like the waves in a sea: they are choppy, demanding and exhausting to fight against.

As uncertainty constantly arises as we discover more, and expend more energy, the very nature of our original starting point set down in a well-thought-out, and well-crafted strategy actually begins to suddenly have a realization that needs a radical change in direction..

Then we are left with more ‘open-ended’ questions than answers. Welcome to real innovation where faith and belief play an important part.

There often seems to be constantly arising critical unknowns and sometimes all you are left with as your innovation emerges is just actually and simply a new starting point.

A new starting point as the concept is so different to cause you to rethink dramatically. Innovation and its journey of discovery take you into so many new areas you never expected when you first thought of the idea or concept.

What do you do? Do you abandon this or press on? What helps us maintain a commitment and a course?

Appropriate Innovation Makes Good Sense.

June 17, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Innovation should always deliver on a specific purpose or promise, often it simply doesn’t. It needs to be suitable to our needs; it needs to resolve a given job-to-be done.

In the developed world we are consistently over-delivering innovation for many and there is a given cost to that, which we all pay for even though we often don’t really need it in the first place.

Take, for example, the software provided by Microsoft for its windows application, in its office versions, they all are over-specified for our personal needs.

The majority of these ‘sit’ on our computers taking up space and never used. This continued requirement which we are forced to constantly upgrade requires us to seek more computing power yet it is really inappropriate for most people’s needs.

Is innovation today expected as the panacea to solve all our problems?

June 16, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, gaining innovation momentum, Innovation strategy, Leading innovation, Shifting dynamics in innovation, Tackling innovation

I am getting increasingly disturbed., this week two people I know and respect have been talking about the innovation effect. Is innovation the business process re-engineering of our decade; is it part of a bubble like the dot.com boom.

Is innovation simply a fad and fashionable to talk up when we are in the present economic uncertainties? Is innovation durable or will executives move on to new ‘feeding grounds’ as they smell that possible wind of change?  Yes, possibly, I hope not. Innovation is still a very fertile feeding ground.

Innovation is meant to be the catalyst of fresh jobs, new growth and leading us all out to the promise land of wealth and security. Can we place such a burden on the slim shoulders of innovation?

Politicians here in Europe and America are using the past tool kit of tried and tested methods to kick start their economies, restructure the mountains of debt we have accumulated and generally stimulate growth.

Our economies remains stuck, entrenched and resistant, even some are about to possibly plunge even further back.  So it becomes “time for playing the innovation card”.

The Challenges of Real Change Required by Innovation Consultants

June 6, 2011Posted inAdvancing innovation, amplifying the innovation signal, Building Innovation Capability, Improve Collaboration & Communication, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Recently I was reminded of an article by Daniel Krauss, writing on the Forrester blog site (http://blogs.forrester.com) about the “Path to Revolution In Management Consulting” which lead me to reply to his question of “what constitutes a management consulting firm 2.0?”

I’ve adapted my view here to reflect where it becomes even more relevant to the innovation consulting companies that I feel are in general struggling in today’s environment, for multiple reasons.

The challenge today lies for many in that they are not providing real consulting value to clients, and unless this will change it will continue to erode the client’s confidence in these service providers.

Sustaining is Pivotal to Making Innovation Progress

June 1, 2011Posted 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

The greater challenge today with innovation is to build a more sustainable framework for innovation to be consistent, like a beating heart, day in and day out and pivotal to that is having a strong innovating driving framework.

The struggle is what constitutes the right areas to frame and build innovation capability upon? I argued last year in one of my previous blogs there was a formula. If you go to “A Formula for Sustaining Competitive Advantage through Innovation” at   http://bit.ly/95kCI1 it introduces this.

Now we need to align this further.

My arguments for a common collaborative framework for innovation management

May 9, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, gaining innovation momentum, innovation execution delivery, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Following the release on Monday, April 25, where we published a Collaborative Innovation Reference Model by Jeffrey Phillips of OVO Innovation and myself, Paul Hobcraft of Agility Innovation, I would like to put forward some further opening arguments for proposing the broad adoption of a common framework for the innovation management process.

You can read more about its background here and you are welcome to participate.

Why innovation does need a common reference point?
When you don’t have a common approach to something, in this case the management of innovation, you can have considerable pockets of inefficiency and a high level of ineffectiveness to deal with.