Exploring Dynamics Within Innovation Landscapes
How do we show the real difference that innovation can provide?
I believe we have eight needs to achieve.
Each of us will arrive at our own personal understanding of what this “all means”.
Innovation is about achieving difference so if we all arrived at the same point of understanding then we actually are defeating ourselves from the very beginning
So what are these eight ‘triggering’ points? Briefly:
Within our present business, we are being many ‘transforming’ questions around technology. For instance, the cloud asks a lot of questions for us to determine and decide what ‘resides’ where, what stays inside, what can be dispersed out. Decisions we make will alter our performance ability and how we compete, how we connect and interact.
Are we smarter, can we download the software seamlessly, can we determine what data stays where? What is valuable, what is not, can we layer on increasingly complexity but at the same time strip away unnecessary activities or analytics?
Each of us is making tough technology-related decisions that will determine our abilities to evolve or simply fade away due to this set of evolutionary questions we are all facing.
Achieving innovation fitness is a journey- to get there we often have to manage the switchbacks as we build our capabilities and capacities to innovate.
The shifts taking place around innovation have been significant in their impact
There is a lot changing in and around innovation, are we accounting for it as much as we should?
The shifts taking place around innovation are been hugely shaped in how digital transformation continues to grow in its importance. How it is influencing much that is surrounding innovation, as it continues to disrupt in faster, demanding ways, where it deconstructs.
It is forcing us to reconstruct our innovative thinking, so as to gain from all this transformation occurring all around us.
Often we are guilty and ignore many of the constants that are required to be overcome in our innovation organizations. We need to ‘set in place’ many aspects of innovation to work. I call these those anchor points, otherwise, we often are simply increasing the layering on, more and more, not giving enough emphasis on how to integrate these into a newly emerging practice of innovation that builds on a solid foundation. Let’s reflect on the changes occurring innovation.
The basics of innovation still form around building the engagement, leadership, and involvement, in constructing a culture, the climate and environment needed, so as to allow innovation to evolve and thrive. Then there is that need for constant investment in people, in our networks and relationships, that all need to come together. These are the foundation to build innovation capacities.
Today most executives seem to be time-starved. They are constantly reacting to daily events, for fix focusing and fixing short-term performance. This applies to the top executive down to the most junior.
It just seems to me they simply don’t have this luxury to think.
Technology is rapidly taking over this thinking role. We are being deluged by social media that constantly become smarter on your clicks to give you the information to help you in your daily lives.
Yet it is not helping us to really think, we often are simply not connecting the dots, we are chasing the moving dots.
We are caught in two states- a need for stability and a need for fluidity. We need to be adaptive, agile and responsive. Often we are trapped in the oncoming ‘headlights’ like a deer caught out crossing the road at night. The deer momentarily ‘freezes’ and we seem so often to be equally caught in this dilemma in our innovation’s creation capabilities
Today our organizations are still far too rigid, they are not adaptive or agile enough to really exploit innovation to the full, they are not responsive to the changes occurring constantly in fluid and dynamic markets.
We stay trapped in the established way of thinking. Organization’s struggle with this organizational constraint imposed by the singular, or dominating pursuit of efficiency and effectiveness at the cost of ‘fluidity.’
We so often struggle to articulate our innovation activity and they can’t project our plans into the future inconsistent and coherent ways. If this rings true of the innovation activity in your organization, then it is in danger of being seen as isolated, one-off events, that fail to link to your organizational strategy.
Furthermore, you’ll be missing out, or not capitalizing on emerging trends and insights where fresh growth opportunities reside.
To become increasingly alert to social shaping, as well as emerging technology and discoveries that might lead to new horizons, we need to connect our ‘today’ with ‘possibilities’ in the future.
“Let’s return knowledge back to knowledge!” “Let’s return value back to knowledge” This held my attention.
So now I want to draw this to your attention, the underlying story. I was recently invited to join the Future Shapers as a contributor and I was delighted to be accepted as a future shapers contributor. this is my profile link.
There are some strong reasons to add my voice to this group so I wanted to share this with you here on my main posting site
Normally I would not try to merge my posting site with others unless I have some growing level of involvement, contribution or strong identification with. Well, this is one of those but I first wanted to wait before I publicize it here, as the official launch of a funding project kicked off late last week in Madrid,(link) that radically gives it a really different meaning, one to draw to your attention as it is radically different.
So let me explain why, so I have provided the outlines of the story below in their words
