Just begin to work through these ‘thoughts’ to begin to evaluate the value of knowing your innovation fitness so as to find out what makes up your distinct dynamic capabilities:

• By firstly mapping out your innovation capabilities to the task at hand enables you to understand and relate to what is needed – we call that the context for innovation.

• Innovation Fitness Landscapes helps in this task by identifying the opportunity spaces on where you need to focus your efforts‐ and apply the appropriate resources to navigate the terrain or challenges you are facing.

• The greater understanding of the ‘fitness points needed’ can transform your innovation landscape potential, or in business parlance, achieve your goal.

• Achieving this fitness accelerates your opportunities into final tangible outcomes. Here is a little bit of the theory:  you look for those critical factors that will give higher value potential or ‘peaks’ that are more valuable to your needs.

• The more ‘rugged’ the landscape, the tougher the innovation challenge, can also determines the greater fitness for the rate of innovation needed.

• The height of the peaks in these landscapes, the greater value placed upon them, illustrates how intense the innovation challenge is, and the number of critical peaks shows how diverse its potentially is to then provide the appropriate resources.

• The ability to identifying the emerging patterns provides the need to act and invest, making adaptive even exploratory walks to provide the appropriate resources needed.

• Understanding these will enable you  to move you to the higher fitness points where innovation viability is enhanced and needed to be so as to resolve the challenges faced.

• You need to experiment, to take these exploratory ‘walk’s to realize the potential and learn how to scale accordingly.

All I’m doing here is prompting you to ask questions. We can discuss ways to tackle and resolve the questions this can arise and apply solutions to build your distinct innovation capabilities to offer you a more sustaining innovation future. Intersted?

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Three simple rules have great intent.

Possible a starting point is through three simple rules I came across, but presently I can’t find the reference source on this regretfully. These seem to me to have a powerful intent:

1. Mapping organizational and project innovation processes in the context of a shared responsibility for innovation relies on the rule of taking full responsibility that allows all “to see” the space of innovation that exists.

2. Generalizing organizational and project knowledge in the context where knowledge is a central task relies on the rule of supporting routines for getting to that space and for keeping it open for all to share and explore:.

• -This helps people be collectively conscious of what they know and how they know it, build up and having expertise in are all dynamic routine activities to become competent experts or are clear on where to go to find out where it resides.

• – It also fosters respect for knowing and leaning from what others know and contributes to a growing improved skill set far more geared towards understanding higher-level conceptual frameworks

3. Spiraling across cycles of adaptation in a context of constantly looking for new opportunities relies on the rule for constantly searching for new opportunities that creates an organization in which people are used to innovation that becomes a second nature– “the chaos is that we are constantly innovating”. Also the rule provides people with vital resource of having ways to deal with inevitable surprises of innovation.

We need to find ways to combined general knowledge for wide awareness of available options, and specialized knowledge for assessing the systemic impact of specific options. We need to move towards the development of “T-Shaped skills” being available constantly, to apply to different problems. Choice can stay fluid and it gradually ‘firms up’ to allow greater exploration and evaluation, as we ‘master’ knowledge and progressively experiment.

The ability to innovate is in the people, it is not in a procedures. Our pressing need is to structure innovation activity into everyday work, to make it dynamic in capability and become the new routine work.  I feel these three simple rules just seem to make such good sense as a starting point for making innovation part of every persons working day. Do you?

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