Foster Performance - Innovation Thinking and Resources

Many organizations are trapped in an innovation vortex also

By @paul4innovating January 8, 2014Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, innovation execution delivery, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Polar vortex and innovation vortex are both deep freezes

America is presently trapped in their “polar vortex” We are reading reports telling us that temperature records were shattered across the United States on Tuesday as the polar vortex continued to take hold, with all 50 states experiencing freezing temperatures at some point in the day.

As I’m sure many experiencing this extreme weather that is giving us this polar vortex most have become aware of what is causing it. It is a circulating pattern of strong winds flowing around a low-pressure system, which normally sits over the Arctic during winter. It is not a single storm.

These winds tend to keep the bitter cold air locked in the Arctic regions of the Northern Hemisphere. However, when the vortex breaks down or splits into two, the vortex becomes distorted and dips much further, allowing this to spill farther southward than you would normally find it, sending this very cold air further south.

For many organizations, they are also presently trapped in an innovation vortex.

Heading for 2014, will innovation change?

By @paul4innovating December 1, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, gaining innovation momentum, Leading innovation, Shifting dynamics in innovation, Tackling innovation

So we are heading into 2014. We are in the final month’s countdown before it arrives and it is that time to think about what 2014 is going to do and be, for us working within the innovation space.

Is Innovation finally moving beyond the previous constraints and boundaries we have been recently applying? As organizations really start to ‘ramp up’ their efforts for growth what will this mean?

Today and in the future we certainly know that innovation is about open, inclusive, full of exploration and harmonization to extract the best results across all that are engaged within their organizations. Getting engagement up in organizations is going to be top of the agenda and innovation can be a significant contributor.

We seem to have really grasped and recognized the combination-effect that comes from the myriad of different linkages that is propelling innovation activity and bringing increasing confidence within the boardroom. Innovation is within all our grasps, if we really want to grab hold of it.

Let’s look at some of the possible top-level trends I think we might see in 2014

Shifting attitudes, think responsibly.

By @paul4innovating November 19, 2013Achieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Improve Collaboration & Communication, Leading innovation, Shifting dynamics in innovation, Tackling innovation

How do we engage within our own internal organizational communities to shifting attitudes and think in different, more responsible ways? How do we communicate our sense of purpose to the outside world? How do we integrate all the activities we are (or should be) undertaking as responsible leaders?

Are we working towards understanding the material sustainability issues better and linking them to financial drivers and where we fit within these complex issues?

There is such an increasing need to develop or simply updating our business language to build stronger cases for change, improvement and broader community engagement but these still seem to be missing.

How are organizations aligning their organizations not just with their own strategies but those in the wider world that contribute into a more sustaining future? We are needing to answer a fair few of these questions in my opinion.

The lack of engagement, of common understanding

The transforming tide in digital for innovation.

By @paul4innovating November 6, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Can you imagine the CEO sitting opposite the consultant, explaining the organization’s present difficulties to regain growth.

They explain no matter what they are doing through the existing practices and the assorted business approaches they have taken for many years, they still seem to be ‘treading water’ or even losing ground. They are beginning to worry seriously about their future.

The consultant has heard this already so many time before across many worried organizations. He looks right into the CEO’s eyes and (sort of) snarls back: “You can run but you can’t hide”. This was a famous quote attributed to Joe Louis before one of his boxing fights back in 1946.That might get a CEO’s attention! We are in a digital transformation evolution.

Innovation being served up with a growing angst, anxiety and Kiasu

By @paul4innovating October 18, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, gaining innovation momentum, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Time, we are told, can be our best friend or equally our worst enemy, it does give us all a constant, certain anxiety and growing angst.

This week time showed its bad side to me, actually it might have been doing this for some weeks when I stop and think about it.

When you feel the pressures of time, you seem like you are “fighting the clock”, it just seems to heap more pressure on you and that need to break out, that spark of creativity, seems to have been buried under an avalanche of what keeps coming into you. The acceleration of what keeps landing on your desk, crying out to be read, answered or translated into something more.

Of course, most of us are that rational type and we tell ourselves most of this is self-imposed or is it? I think most of this is externally-imposed. I blame the advancement of our social tools and all the multitudes of opinions, thoughts, suggestions that are ‘spewing’ forth in streams and becoming so overwhelming you begin to go ‘stir’ crazy. I equally blame myself for getting so hooked.

Addressing the problem

This is not simply a time problem, it is deeper than this. It is actually tickling away at fear, it is giving a growing intense feeling of apprehension, anxiety and inner turmoil. I think I’ve been suffering this for some time. I’ve got FoMO thanks to all these social platforms I feel I need to connect into.

Beyond the previous boundaries of innovation long gone

By @paul4innovating October 1, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Polymers, Shifting dynamics in innovation, Tackling innovation

Innovation is increasingly moving beyond the previous boundaries of just being left to each organizations scientists or marketing departments, those days are seemingly long gone.

Today and in the future, innovation is about open, inclusive, full of exploration and harmonization to extract the best results.

According to a recent PwC report, optimism has dramatically been raised around innovation, so much so the vast majority within the survey of 1,757 c-suite or executives respondents believe their aggressive growth plans will be driven by organic growth (93%) and not by previous means of M&A activity.

They are talking more radical and breakthrough innovation. BCG in its 2013 report on most innovative companies is equally far more bullish on innovation.

Failing to explain innovation capital

By @paul4innovating September 18, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, Fresh thinking, innovation execution delivery, Integrated Innovation Thinking, Shifting dynamics in innovation, Tackling innovation

Last week I made a complete ‘hash’ of explaining innovation capital. I made a set of basic mistakes in my preparation and my delivery. I allowed for little discussion and debate and I just ‘blasted’ on regardless. I’ve been standing in the innovation ‘sins’ corner most of this week.

I can honestly say I don’t feel so good about this failure at the moment and I thought a more public ‘confession’ was in order. I will also let the ones that suffered from this also know how I feel.I made such a simple set of basic mistakes. I’m still asking myself why and have been slowly working through it to get to the bottom of my ‘aberration’ moment. Let me share some of this with you as learning from failure is as important as celebrating success.

The story could easily go……”well it was simply one of those days…to much coffee beforehand, being distracted by other issues……” No, those should simply not happen. Somehow I forgot some basics and then some more but I’m certainly never too old to (re)learn and own up to this.

Let me explain, I was asked my opinion in a thirty minute exchange on innovation capital. It was not my finest thirty minutes.

Seeking the middle management’s innovation perspective

By @paul4innovating August 20, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, gaining innovation momentum, Improve Collaboration & Communication, Innovation strategy, Leading innovation, Shifting dynamics in innovation, Tackling innovation

It is often claimed that the middle manager seems to the ones holding back innovation. I tend to subscribe to this as well although I feel the circumstances and ‘blame’ might lie elsewhere, more than likely further up the organization. Irrespective of where the culpability lies we do need to change this perception through altering the current dynamics.

The general argument goes that the middle manager is so pressured to focus on the delivery of short-term results that all their efforts are centred far more on delivering ‘just’ an effective organization, that drives out any excess or leeway, reduces variation, constantly dampening down potential risk and uncertainty that is in direct conflict with what innovation required.

By the middle managers obsession with constantly chasing efficiencies alone, there is little ‘slack’ for innovation and new learning. Their measurement is often based on this efficiency and effectiveness emphasis and not on generating innovation.

Work to be done is innovations invisible hand

By @paul4innovating August 1, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, gaining innovation momentum, Innovation Ecosystems, innovation execution delivery, Interests, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Back in 1776 Adam Smith in his book “The Wealth of Nations” discussed the concept of the work to be done and this applies so much to innovations need of where to focus our future efforts.

This has fascinated me for what we need to do for achieving any new innovation, it is the ‘work to be done’ that generates and pushes boundaries beyond the existing. This ‘classic’ book has become regarded as the one that described the birth of modern capitalism as well as economics.

Adam Smith also introduced the concept of ‘the Invisible Hand’ as a core part of his thesis, that man’s natural tendency toward self-interest – in modern terms, looking out for No.1 – results in prosperity, not just for the individual but for society. ‘The invisible hand’ is essential for free markets and capitalism, through how it generates wealth in competition for scarce resources.

By maximizing their own interest as the direct intention, this ‘invisible hand’ also stimulates those around you and in the society you belong. As you seek to leverage your own assets, you are promoting society as a whole. Today this can be more by design, or through an unintended consequence of how knowledge flows.

Arguably the ‘invisible hand’ can today be seen as realizing all our potential, individual and collective, exploiting all available existing assets for benefit and gain. We call these our tangible and intangible assets. Often overlooked, or under-appreciated are those more intangible assets, that can significantly differentiate, are surely today’s ‘invisible hand?’

Framing innovation around four management dimensions

By @paul4innovating July 17, 2013Achieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, Improve Collaboration & Communication, innovation execution delivery, Molecules, Shifting dynamics in innovation, Tackling innovation

Julian Birkinshaw, the London Business School Professor for Strategy and Entrepreneurship wrote in his book “Reinvention Management” about the failure of management. He is a strong advocate of reinventing and broadening out the awareness and need for a more disciplined and up to date practice of management

Working through a kind of contingency theory of management

Julian points out different situations demand different kinds of management. To be effective, a manager needs to adapt to the demands of the situation. Managerial behaviour is mapped on four dimensions: bureaucracy-to-emergence, hierarchy-to-collective wisdom, alignment-to-obliquity, and extrinsic-to-intrinsic motivation.

The principles of emergence, collective wisdom, obliquity and intrinsic are newer ways of thinking about management. I must say I like these as I do his framework as a really good way to think about the approach we need to explore that fits with the strategy and the way we want to develop a business and its environment.

Innovation needs to exploit all the ‘opposing’ principles across the four dimensions