Bringing my thinking and solutions to your problems
The innovation accelerators model – I often am coming back to this as the formula for building intensity into your innovation activity.
I have been arguing that you can have a unique model for some time. I think the way I have it structured is it is a formula for an innovation acceleration model.
I think it is worth working through, it seems to move with the times of what we need to focus upon.
Continue reading “Innovation Formula- Intensity and Purpose”
So my further part of how we need to set about and differentiate ourselves
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 Part one is here:
Exploring the second four below ( the first four are here ) Continue reading “Differentiating Yourself in Innovation Part Two”
So my further part of how we need to set about and differentiate ourselves
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 Part one is here:
Exploring the second four below ( the first four are here ) Continue reading “Differentiating Yourself Part Two”
When did we lose the appetite for risk? Innovation is suffering badly from our present risk adverse approach. Risk-taking has become threatening, we are all ‘fixated’ on covering all the downsides of risk, looking more at the possibilities of loss and less so at all the possibilities of success
So, we end up with “mediocre work within a mediocre company” yet it was not previously like that. Risk aversion had become dominating and the organization’s leadership was signaling “they were really more comfortable being ordinary”.
How does that square off with “we want to be highly innovative, it is important to us, our growth and delivering ongoing value to our shareholders and to our customers depends on us being innovative”.
It is our non-physical assets that drive innovation, these make up our knowledge-based capital. The economic value of managing our knowledge capital offers the Enterprise the opportunity to transform themselves and perform at higher levels of awareness.
It is becoming critical to understand our sources of knowledge, it gives us the unique capital that differentiates one Enterprise from another. The intangibles today are up to 80% of the value assigned to the (market value) worth. Managing these intangibles is critical to our future. Yet, we still have a very poor grasp of how to capture these and drive this knowledge capital. That needs to change.
It is the Knowledge and Innovation combined that make the firm competitive. There is this positive correlation between these two.
One amplifies the other, one deepens the other in the connected understanding. The basis for this comes from both human and artificial intelligence. As we learn to capture from both we build our capital base and strengthen our future potential. We make ourselves more sustainable as well as increasingly adaptive.
The greater the stock of knowledge understanding will increase the potential flows of innovation.
I wrote this about “stocks and flows“, it is worth a read in relating to the position of knowledge and innovation
It is funny but that often-used phrase “what goes around, comes around” seems appropriate here.
I was catching up with my often collaborator and sparring partner on “all things innovating” Jeffrey Phillips recently, and within our conversation, some of our discussions sort of triggered a reflection back to some fundamental work we undertook some years back.
In revisiting it, I felt it does stand the test of time and does seem to make this “come around” seem true. Let me provide a quick introduction along with some brief explanations : Continue reading “What goes around, comes around, in Innovation”
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: Continue reading “Differentiating Yourself in Innovation Part One”
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: Continue reading “Differentiating Yourself Part One”
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.
