The collaborative work that Jeffrey Philips and I undertook has been a significant contributing factor, and I owe him a big thank you for being such a great collaborating partner.

Also during the year I have tried to keep a consistent update on the flow of this work through this blog: paul4innovating.com and wanted to keep publishing selected aspects in association with the recognized leaders in innovation knowledge.

I often like to think out loud and it is specifically motivating when others respond positively to what I’m thinking – thanks for that, it is motivating and encouraging.

You may not know but I work through two organizational structures, firstly www.agilityinnovation.com that is 100% focused on innovation and also www.hocaconsulting.com that works on subjects important to growing organization’s capability in today’s world but keeping innovation central to the framing solutions.

These combine and underpin my advisory, coaching and consulting work. These need more shaping but do have all the essential content, perhaps too much!
Recently I was outlining my thoughts on 2013 here and here

For me, last year the most important piece of work was around the Executive Innovation Work Mat. This was conceived and designed by Jeffrey and myself in 2012, to help assess the strengths and gaps that exist in an organizations innovation management process, and to deliver a formal “workout” methodology for those that holding senior positions. who are the biggest influences for innovation to be successful or not.

This work mat approach allows them, through its engagement process, to recognize their roles and all the necessary links within innovation they need to influence and think through.

This work mat provides the essential framing desired around innovation articulated by the senior team, so it then can be used as the mechanism to discuss and communicate this throughout the organization, so they can gather around it and relate their contributions into the innovation need.

The work mat forms a crucial part of the strategic innovation framework that becomes essential to understanding and then building a sustaining set of innovation competencies and capabilities, so as to deliver innovation required and aligned to the organizations strategy.

This work mat can then be used as the communicating framework to ‘cascade’ throughout the organization, with the aim to achieve engagement and be used as the founding ‘mechanism’ to align innovation activities to the strategic intent.

The concept of a Work mat is to ‘wrestle’ over it, to debate and then deliver a formal workout methodology that provides the essential framing desired to be understood throughout the organization to align the innovation activities as much as possible to the strategic direction and goals.

It provides the basis for a well-articulated innovation framework for the organization to work from.

Going beyond the Work Mat

Beyond the Executive Innovation Work Mat, I have equally been working on offering a cascading set of frameworks to help innovation executives and teams throughout their organizations to build the methods and structures for strong innovation functions and processes, understandings of cultures, environment and methods.

These are expressly established around strong innovation governance, a clarification and set of approaches to establishing different environment and cultural make ups, mostly through focusing on a fairly broad selection of capability and competency approaches, tools and methodologies.

I do believe the make-up of innovation services that are needed to be offered by external solution providers has to be broad ranging and robust. The range and scope can often be highly dependent on the level of executive understanding associated with innovation and the conditions imposed or set.

You can, as the external facilitator, be highly involved or fairly hands off, more a guide and mentor but this is determined through the conducting of a variety of assessments and audits, drawing down on different training programs and workshops and selecting within a toolbox the different methods and practices to satisfy the inquiring mind, rightly so.

I find a mix of advising, coaching and consulting as a real help. In initial discussions you can define the executive team’s role and create an environment where innovation can be sustained in taking this approach but it is demanding on everyone’s time in these early ‘storming and forming’ discussions.

Researching different aspects to underpin innovation  becomes critical, it provides the position and does validate each of the essential components that make up any approach to innovation. Within the frameworks Jeffrey and I developed it was absolutely necessary .

From this work you can provide a structured and measured process of the transfer of knowledge that can be assimilated and embedded, and then adapted to the unique circumstances you find in each organization. It all adds up to a lot of dedicated work but I believe worthwhile.

Exploring the Innovation Reference Framework

One layer further that Jeffrey and I went was within developing and structuring a comprehensive framework. This was through the application of our Innovation Reference Framework, which defines the different cascading activities toward building a robust innovation capability or discipline. It examines four key “layers” of innovation – strategy, people, process and types and delves into each one in considerable detail.

This Innovation Reference Framework is designed to ‘map’ back into this Senior Executive Innovation Work Mat to underpin it, with a set of robust approaches to structuring innovation, that enable innovation to be greatly enhanced and linked throughout the organization.

This offers a very useful way into establishing a common language and  you can see through the different modules within the  Innovation Reference Framework a clear understanding  of the essential of innovation. This provides a meeting point for organizational understanding, often missing due to this lack of structure taken here.

This can be viewed at:  http://cirf.pbwiki.com.

I do think this framework provides a reasonable, thoughtful approach to developing a robust innovation capability and ensures your team considers all the relevant aspects of an innovation discipline.

As organizations continue to turn more towards innovation to regain their growth and provide a more sustaining future the ability to ‘frame’ innovation in its entirety becomes critical.

Clearly building competencies and capabilities requires expertise, time and commitment. Having access into a toolkit of innovation solutions, along with access to a deep knowledge base, combined with cross industry experience does certainly offer a broad understanding of all the essential aspects needed for successful innovation, so it can fit together, but in each organizations unique way.

Innovation is presently gaining greater senior executive attention.
Organizations are beginning to engage in new, often different but exciting experiments to reinvent the way they firstly conceptualize then translate to see how they fit to create the future. There is growing recognition that the old business-as-usual approaches have not produced the desired results or has simply run their course in alternative productivity and efficiency approaches.

Innovation is at a point where it is becoming embedded as a transformation method for its sustaining value and potential for discovering and exploiting new growth. Many are being forced beyond taking just the incremental route within innovation.

Innovation is increasingly recognized as essential to establish in more formal, structured ways as it is the catalyst to provide both the broadest possible relevance to all our futures and the ability to manage the parts that we can specifically impact.

Impact comes from more breakthrough, disruptive and distinctive innovation and this needs careful managing and senior managers specific focus. I’m trying to be the equipment source and translation point for this.

Entering 2013 ready to do battle

I enter 2013 knowing it is going to be an extremely demanding year, to compete for attention, for funds, for gaining access and people’s time is not going to be easy.

Having the structure, processes and understanding of innovation to the level I have will help me justify and hopefully get me through the door but business development is never easy, is it?

The post Innovation and the Deepening Linkage first appeared on Building Your Innovation & Ecosystem Intelligence.

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.

Taking this one step further and linking it.

I have repeatedly suggested innovation needs to be dynamic, where you need to understand your fitness landscape (see blog http://bit.ly/bxTeYO and http://bit.ly/e7M62A) that relate on this ground breaking concept.

A sustainable innovative organization needs to be extremely fluid and “organic” in the way it treats innovation to foster constant creativity that is vital for the success of its future growth and wealth creation. Some thoughts:

1. It has to work out ways to create value, Besides encouraging ideas that can come from anywhere, inside and outside the organization it has to invest in its cultivation process, as ideas have to add value, they have to connect to the strategic need of the business
2. Innovation is a Dynamic process: Innovation for the company is as “oxygen”, it is the lifeblood and this has to be delivered constantly to all cells and bodies,  not just for survival but for obtaining fitness and then begins to achieve this sustaining itself as part of a natural routine.
3. Innovation is part of the recognition that business is not as usual, or achieved by approaching challenges in the marketplace through past tried and tested ways. We need to think differently to thrive let alone survive. Perspectives have to be broadened out and challenged more. The organization needs to invest in its people constantly to ensure the possibility of achieving a healthier future. We need improved capabilities.
4. We need inclusive thinking both internally and connecting externally. Many are realizing the incredible benefits of moving more towards insight-driven innovation that promotes, stimulates and drives the innovation process. I’ve commented on a few of these previously.
5. Insightful-driven innovation comes from opening up to diverse views, internally and externally, and we need to ‘push’ closer to the edge of possibilities. To do this we need our people to be confident to translate what they pick up as often a ‘faint signal’ and translate this into actions and opportunities to explore within the innovation process with increasing confidence and all the best possible support.
6. To encourage this we need sustaining and clear leadership. People want to be inspired, to understand a vision and to feel they are very much part of the future. We all seek identification. Executing through a framework of activities that promote learning, improve competencies, promote latent energies and provide the intensity of purpose are all far more exciting to be part of than the many remote leadership models we often see today who lack responsiveness and empathy.
7. To achieve this new sustaining point, we need to measure innovation, not as a ‘nice to have but as an ‘essential to have’, a core aspect of employment. To achieve this we need to build around a ‘given’ framework, one that multiplies and leads to sustaining competitive advantage by adding II + EE + MLC + OC + RNE to equal = SCA.

The suggested organizing SCA framework has a number of sub-components that make up each of its parts.

I am certainly happy to expand on this through my practice on innovation.

You have the contact details if you are interested. We do need to move beyond the present, more static confines of innovation.

The post Sustaining is Pivotal to Making Innovation Progress first appeared on Building Your Innovation & Ecosystem Intelligence.