To build a pathway in order to enable more dynamic innovation capabilities one needs to go through Nine Stages.

These nine stages are, in my opinion, needed for developing an understanding of your innovation capabilities, so as to make them more dynamic and, as a result, to be at the top of your innovation game.

This “step process,” I believe, gets you to the point of understanding what innovation capabilities are a better ‘fit’ for the purpose, to deliver on your innovation needs on a consistent, repeatable, and evolving basis.

Building innovation capabilities take time; they are complex, highly structured, and multi-dimensional. Any structured approach to tackling innovation takes time and considerable commitment. Any learning involves sensing, seizing, and then transforming.

We are searching for what makes up the present system and what needs to be part of the future to create a ‘best’ innovation capability environment that is sustainable in the longer-term. Those that can be continually ‘orchestrated’ and constantly adapted to meet the strategic need.

We are striving towards a true ‘innovation coherency premium’ in design, knowing what makes up your core dynamic components. The outcomes are to know where to invest, what to dampen down and what aspects can evolve naturally and be ‘taken along’ – as you focus upon the ones that are more dynamic and relevant to your innovation needs.

Each stage needs questioning and then answering to create specific phases of the journey. Ask yourself the following questions by creating a checklist to start building your own dynamic innovation capability and to understand your innovation fitness and landscape. 

1.Getting Started – understanding the needs & imperatives of innovation fitness

• Why we must travel this critical path for Innovation.
• The meaning of dynamic capabilities and innovation fitness landscapes
• Merging the theory with practical reality to produce new outcomes and positive results.
• Focusing on resources and performance – why is this important.
• The problem is knowing what we have and what we really need and seeing the differences

2.The Fuel of Innovation Performance – the dynamics of innovation

• A sharper, clearer focus on innovation resources to meet the strategic need.
• What is known about resources to sustain, enhance performance?
• Knowing and aligning your strategic criteria – for sound innovation approaches
• Getting innovation within the right context of your business
• Moving your resources in the right direction takes courage and decisive leadership.

3.Getting Even More Specific – quantification and qualification

• Recognising the building of scale, change rates, and dynamics that happen over time and why we need to constantly build our innovation capabilities.
• Developing the resources to meet the need – structured, focused, clarified by bringing out the necessary discussion.
• An illustrative scenario for a directional innovation fitness landscape map
• Recognising that resources can stretch beyond the firm and then bringing these in successfully, in gradual steps. Managing within a more open environment.
• Achieving mutual dependencies to support; recognising the hindering ones
• Being aware of the impact of different scenarios in the management of innovation allows for designing a flexible response capability.

4.Building the Innovation Fitness Machine – reinforcing feedback, identifying needs

• Recognising the current status, spotting emerging patterns, seeing spaces and gaps, and identifying solutions.
• Beginning the ‘adaptive walk’ to get to higher fitness points needed to compete.
• Clarifying the complementary resources, looking to embed new routines quickly, and set up follow through approaches.
• Introducing natural tensions into the system to trigger ‘step change.’
• Resource dependence climate, culture, diversity, intensity, and uniqueness
• Reinforcing feedback – watching for dangers, managing the machine capacity, removing the brakes selectively
• Shifting your resources need not deplete or force other people to compete for them – working through the tensions within teams and silos.
• Matching resource dynamics with the innovation value chain & life cycle stages helps maintain momentum.
• Simulation modelling the ‘what ifs’ and ‘why.’

5.The Strategic Architecture – designing the system to perform as needed

• The step process for designing and executing the architecture design
• Diagnosing performance challenges and roadblocks – resolving, moving on
• Lining up the solutions is not a linear process and needs careful management
• Addressing the effects of intangibles in the Strategic Architecture.

6.The Hard Face of Soft(er) Factors – the hidden power of intangible resources

• Clarifying the impact of the intangibles and recognising that time, climate, and conditions are significant contributors to innovation activities.
• The different rivalry types: internal and external, inter-department, inter projects, and working through resolutions to these.
• Reflecting feelings and expectations, addressing all the different needs
• Measuring the tougher parts of intellectual capital
• The real value of your intangible resources
• Recognising the value of hidden innovation and spotting its occurrence

7.Entering into Competitive Battle – the dynamics of rivalry, the uniqueness of you

• Recognising, developing, capturing, transforming, avoiding, and outmanoeuvring
• Your point of choosing what, where, how, and when to compete.
• Building capabilities that are unique to you and hard to replicate
• Building sustainability into the innovation equation as ongoing
• Extending the turf, exploiting the situation, pushing beyond, seeking partners.

8.Building and Testing Capabilities to Perform

• Measuring capabilities through different fitness levels and scale
• Learning to build capabilities as ‘ongoing’ and evolving for changing needs
• Re-Structuring the process for dealing with the dynamics of change
• Knowing the points of impact on performance to enable recognition and reality
• Managing innovation performance progressively across the spectrum of business need through testing and extending capability learning.
• Building from personal to the team, to organisational learning, in measured steps
• Recognising the role of leadership, achieving strategic alignment, and working on broadening out innovation competence at different organisational levels.

9.Keeping the Innovation Fitness Wheels Turning, keeping your eyes on the road

• Resolution of conflicting goals, control, and structure
• Dissecting conflicting positions, resolving the impasse
• Knowing the limits of human engagement
• Goals, controls, and measurements can dominate and strangle
• Keeping the measurements simple and clear
• Managing innovation as a critical strategic resource
• Merging the results into a greater alignment to strategy and approaches

The end result is looking to generate your innovation fitness landscape. If you need any coaching help, advice, or mentoring through this process, just get in touch with me here. 

The post A pathway towards building your dynamic innovation capabilities first appeared on Building Your Innovation & Ecosystem Intelligence.

I’d suggest this might be a great starting point. Considering the intractable in anything is hard. To recognize these firstly is terrific, as they are tough to manage but phenomenal if you can surface them.

Then having the capability of knowing how to set about tackling these, drawing in a growing consensus that these are the real blocks to the team becoming truly innovative.

If you could ask a series of question that might help unlock innovation blockages it would make such a difference to our innovation performance and engagement. I think this might need a good external facilitator as my recommendation, one who has deep innovation knowledge and expertise, able to manage the ‘dynamics’ within the room.

These are shaped as discussions to raise, explore and extract views and then to be pulled together into a collective position, that gives strength and identification to resolving issues surrounding innovation. Surfacing differences, finding common ground and developing a ‘collective’ way forward makes a significant contribution to building a common language and a common sense of identity. It underpins innovation engagement. It gives confidence to any innovation undertaking.

• Addressing the issue of unfamiliar responsibilities – new and different ways of working, of understanding, of allowing innovation to take hold and flourish is often demanding on those to find those new ways of responding, to leading, to encouraging others. It becomes even harder when innovation is often added to increase a person’s responsibilities. This different way of thinking needs surfacing. Many holding leadership positions in our organizations are uncomfortable with innovation, it is too intangible,  it often seems to ‘sit’ outside the normal processes and structures. It is full of risk and uncertainty. It is raising the unfamiliar, yet it should become a great place to start this dialogue to bring innovation inside, in all that we do. Innovation needs to become a real consistent in all our thinking as it can advance our thinking beyond the “norm”

• Innovation demands new directions – making significant changes to the way the organization is run is very challenging, potentially disrupting and needs thinking through at the top-level well. To ‘hone’ an organization into a lean efficient and effective ‘machine’ is one thing, to allow diversity and conflicting signals to pervade and challenge this is extremely uncomfortable territory, so ring fencing often seems to this keep it at bay! Is this the right solution, are we facing different times to manage our organizations in 20th-century practices? If we are needing to become the 21st century in our thinking and practices how do we open up the dialogue Where does agility, flexibility, adaptive and exploratory come into our thinking, into our systems, into our culture?

• Inherited problems always surface – addressing countless and inherent problems is messy and requires dedicated resolution. Changing the culture to become more innovative can be a massive step in structure, organization, and policies. How do we manage such a revolution, what is needed, what is a culture and environment for innovation anyway? How do we manage our legacy, what should stay, what can go? How do we set about this?

• Problems within the organization’s makeup – inadequate experience and resistance to change, often surface when a person is not equipped to deal with it. Installing innovation capacity, capabilities and competencies needs figuring out. How long does this take, where can we turn too? How do we relate change to its positive contribution to the future and can innovation lead that change?

• High stakes of innovation – demanding ‘breakthrough innovation’ makes everyone feel increasingly vulnerable, increasingly visible and it is for leadership to take ownership and real responsibility to manage this demand and shape the risk and set of fears against the gain and return. They need to be ready to ‘positively react and encourage’ both in supporting winning solutions and extracting positive learning from failures. Can you run breakthroughs alongside incremental innovation activities, what is really different in how can we manage these?

• Scope and scale of innovation – Managing in scale and scope is demanding and requires well thought through systems and processes. To scope, innovation needs robust business case approaches, its flexibility in its management and then to scale this up requires well-established approaches and clear commitments to its engagement and execution. Are we really good at seizing ‘breaking’ opportunities and quickly scaling these up? Can we learn new approaches to this? How do we approach the issues of scale, scope, and speed for innovation?

• External pressures multiply – everyone has an opinion outside the organization, let alone inside. Balancing these different interfaces and the pressures from these as you explore innovation needs managing well. Avoid that trait of just keeping piling on the raising of expectations and then failing to back this up, by demonstrating progress or ensuring you are not actively working on this alignment. What does it take for the ability to deliver on the promise? What can we learn by listening to those outside, what can we take inside and apply, have we our core beliefs to check these opinions against to stay firm upon or adapt by these new insights?

• Influencing without full authority – key activities within innovation usually demand that you become reliant on others. You need to spend (seemingly) inordinate time explaining and gaining others to make their ‘buy-in’ and find ways for them to find their own identification with concepts. So by ‘growing identification’, you are able to move emerging innovation concepts along the pipeline. You also so often need to find often imaginative ways of attracting across the resources needed. This is especially hard for senior managers to adapt too, the need to attract across, instead of simply expect, demand and just take, today people want to be attracted and expect to learn from the experience and exposure. How can we learn new ways or different ways where collaboration becomes the norm and we can learn to borrow and exchange resources across functions more freely and then let them go to move on to the next challenge where their talent is most needed? To let go and watch talent soar.

• Work more with a listening and feedback culture – this can be totally different from the way business has been conducted up to today, through a more hierarchical structure. Flattening organizations to allow greater two-way flow sucks up time; it simply undoes or unpicks ‘command and control’ over time. It takes time to establish and gain confidence and momentum. You need to allow more for debate, it shifts and alters the hierarchy and structures and that is a big step into an unknown, yet it is necessary for organizational change, to allow innovation to truly flourish on a more sustainable basis. What needs to be put in place to listen and respond to our organizations and customers’ needs? How can the relationships within the organization re-calibrate and mutually respect each other’s position?

• The need to develop work group diversity – innovation asks for more diversity in opinion, it draws out more in thinking, in discipline, in alternative approaches and solution. This often leaves senior executives feeling they are less in control, reliant on other and that can feel scary and surface their own insecurities, buried increasingly as they moved up the organization and took on responsibility and accountability. It challenges often their very notion of management as they have known and experienced it. Innovation in its management does certainly challenge many past notions of managing, such as for productivity, yield and simply, extraction. How can we encourage a greater diversity of thought, of working, of judging performance that would help our organization’s absorption of different knowledge and approaches occurring all around us? How can we exploit and explore and know when to apply the differences in our thinking

To summarize

Each of these ten innovation challenges needs to be surfaced at the right time, usually as early as you can to provide a person handling innovation to gain the best and strongest foothold of their understanding.

Each one of these ‘intractable’ points can individually block innovation from advancing – we must find ways to bring them out, to surface opinions and find common solutions to resolving them. We need to build these into a common understanding to move innovation forward.

To send out a compelling message into our organizations we are wanting to tackle these intractable barriers, so as to give innovation its rightful place within all our thinking and activities. That we want to ’embrace’ it, as it far too important for our growth and future sustainability makes everyone want to become more innovative as they can see change taking place, as the organization begins to break down the barriers.

The post Surfacing the real barriers to innovation. first appeared on Building Your Innovation & Ecosystem Intelligence.

A Question:

Getting to a root cause of innovation blockage
So what does block innovation? Arguably there are plenty of things up and down organizations: a lack of resources, an overcrowded portfolio of ideas, a lack of dedicated people, treating innovation as a one-off, keeping it isolated and apart from mainstream activities.

The list could go on and on, no question but to seek out a meaningful exchange of minds let me offer these outlined below as ones to tackle. Get a discussion going on all of these needs ‘being selective’, raised at separate times and then integrated into a collective ‘declaration of innovation intent’ going forward.

Let’s take a different perspective.

If you could ask a series of questions that might help unlock innovation blockages it would make such a difference to our innovation performance and engagement. I think this might need a good external facilitator as my recommendation, one who has deep innovation knowledge and expertise, able to manage the ‘dynamics’ within the room.

What would happen if you could get the leadership in a room together to discuss innovation which would allow innovation dialogues to emerge? Perhaps allowing those conversations that begin to build a common understanding, a common language for innovation? Your aim is to seek out those diverse, different views for the challenges that lie within innovation and your job is to draw these out. It is not easy yet the rewards could be huge.

Gaining a working consensus to share across the organization so these blockages can be openly discussed and in time-resolved would make for a very powerful advancement on all those fragmented, unstructured and personal opinions that have been allowed to ‘form’ as there was no structured dialogue. Here, again are my ten intractable challenges to resolve

The ten innovation intractable challenges – surfacing real barriers to innovation.

I’d suggest these might be a great starting point, tough to manage but phenomenal if you can surface them, provide a growing consensus to cluster around that results in providing a clearer leadership dialogue or guidance to how they see innovation.

These are shaped as discussions to raise, explore and extract views and then to be pulled together into a collective position, that gives strength and identification to resolving issues surrounding innovation. Surfacing differences, finding common ground and developing a ‘collective’ way forward make a significant contribution to building a common language and common sense of identity. It underpins innovation engagement. It gives confidence to any innovation undertaking.

• Addressing the issue of unfamiliar responsibilities – new and different ways of working, understanding, of allowing innovation to take hold and flourish is often demanding on those to find those new ways of responding, leading, to encouraging others. It becomes even harder when innovation is often added to increasing a person’s responsibilities. This different way of thinking needs surfacing. Many holding leadership positions in our organizations are uncomfortable with innovation, it is too intangible, it was not something they worked upon, and it often seems to ‘sit’ outside the normal processes and structures. It is full of risk and uncertainty. It is raising the unfamiliar yet it should become a great place to start this dialogue to bring innovation inside what we do, as a consistent.

• Innovation demands new directions – making significant changes to the way the organization is run is very challenging, potentially disrupting and needs thinking through at the top-level well. To ‘hone’ an organization into a lean efficient and effective ‘machine’ is one thing, to allow diversity and conflicting signals to pervade and challenge this is an extremely uncomfortable territory, so ring-fencing often seems to keep it at bay! Is this the right solution, are we facing different times to manage our organizations in 20th-century practices? If we are needing to become the 21st century in our thinking and practices how do we open up the dialogue Where do agility, flexibility, adaptive and exploratory come into our thinking, into our systems, into our culture?

• Inherited problems always surface – addressing countless and inherent problems is messy and requires dedicated resolution. Changing a culture to become more innovative can be a massive step in structure, organization and policies. How do we manage such a revolution, what is needed, and what is a culture and environment for innovation anyway? How do we manage our legacy, what should stay, and what can go? How do we set about this?

• Problems within the organizations make up – of inadequate experience and resistance to change especially surface when a person is not equipped to deal with it. Installing innovation capacity, capabilities and competencies need figuring out. How long does this take, and where can we turn to? How do we relate the change to its positive contribution to the future and can innovation lead that change?

• High stakes of innovation – demanding ‘breakthrough innovation’ makes everyone feel increasingly vulnerable and increasingly visible and it is for leadership to take ownership and real responsibility to manage this demand and shape the risk and set off fears against the gain and return. They need to be ready to ‘positively react and encourage’ both in supporting winning solutions and extracting positive learning from failures. Can you run breakthroughs alongside incremental innovation activities, what is really different in how can we manage these?

• Scope and scale of innovation – Managing scale and scope is demanding and requires well thought through systems and processes. To scope innovation needs robust business case approaches, its flexibility in its management and then to scale this up requires well-established approaches and clear commitments to its engagement and execution. Are we really good at seizing ‘breaking’ opportunities and quickly scaling these up? Can we learn new approaches to this? How do we approach to scale, scope and speed for innovation?

• External pressures multiply – everyone has an opinion outside the organization, let alone inside. Balancing these different interfaces and the pressures from these as you explore innovation needs managing well. Avoid that trait of just keeping piling on the raising of expectations and then failing to back this up, by demonstrating progress or ensuring you are not actively working on this alignment. What does it take for the ability to deliver on the promise? What can we learn by listening to those outside, what can we take inside and apply, have we our core beliefs to check these opinions against to stay firm upon or adapt to these new insights?

• Influencing without full authority – key activities within innovation usually demand that you become reliant on others. You need to spend (seemingly) inordinate time explaining and gaining others to make their ‘buy in’ and find ways for them to find their own identification with concepts. So by ‘growing identification’, you are able to move emerging innovation concepts along the pipeline.
• You also so often need to find often imaginative ways of attracting across the resources needed. This is especially hard for senior managers to adapt to, the need to attract across, instead of simply expect, demand and just take, today people want to be attracted and expect to learn from the experience and exposure. How can we learn new ways or different ways where collaboration becomes the norm and we can learn to borrow and exchange resources across functions more freely and then let them go to move on to the next challenge where their talent is most needed? To let go and watch talent soar.

• Work more with a listening and feedback culture – this can be totally different from the way business has been conducted up to today, through a more hierarchical structure. Flattening organizations to allow greater two-way flow sucks up time; it simply undoes or unpicks ‘command and control’ over time. It takes time to establish and gain confidence and momentum.
• You need to allow more for debate, it shifts and alters the hierarchy and structures and that is a big step into an unknown, yet it is necessary for organisational change, to allow innovation to truly flourish on a more sustainable basis. What needs to be put into place to listen and respond to our organization’s and customers’ needs? How can the relationships within the organization re-calibrate and mutually respect each other’s position?

• The need to develop workgroup diversity – innovation asks for more diversity in opinion, it draws out more in thinking, in discipline, in alternative approaches and solutions. This often leaves senior executives feeling they are less in control, reliant on others and that can feel scary and surface their own insecurities, buried increasingly as they moved up the organization and took on responsibility and accountability.
• It challenges often their very notion of management as they have known and experienced it. Innovation in its management does certainly challenge many past notions of managing, such as productivity, yield and simple extraction. How can we encourage a greater diversity of thought, of working, of judging performance that would help our organization’s absorption of different knowledge and approaches occurring all around us? How can we exploit and explore and know when to apply the differences in our thinking

To summarize

Each of these ten innovation challenges needs to be surfaced at the right time, usually as early as you can to provide a person handling innovation to gain the best and strongest foothold of their understanding..

Each one of these ‘intractable’ points can individually block innovation from advancing – we must find ways to bring them out, to surface opinions and find common solutions to resolving them. We need to build these into a common understanding to move innovation forward.

To send out a compelling message into our organizations we are wanting to tackle these intractable, so as to give innovation its rightful place within all our thinking and activities, to ’embrace’ it as it is far too important for our growth and future sustainability. None of us individually has the total answers but together we can find them.

Finding that right moment is not easy to draw these out but it is certainly necessary, otherwise those (often) hidden barriers never come to the surface and get resolved, leaving innovation trapped unable to release its true voice and significant worth and value to the organization’s fortunes.

The best way to ‘kick start’ this off is to bring in an experienced facilitator of innovation and let them probe, prompt and push to find the emerging answers to these often intractable challenges. To confront these challenges, you can unlock them and make them building blocks and not barriers to greater innovation.

** The original list of the ten innovation intractable’s has been adapted from “creating learning experiences without changing jobs” by Cynthia McCauley at the CCL in 2006. I’ve applied it in my way of surfacing these innovation issues and I believe many people’s personal concerns at the executive and senior organization levels that need their resolution and discussion to become more confident in innovation and its management.

The post Coaching helps overcome the ten innovation intractables first appeared on Building Your Innovation & Ecosystem Intelligence.

Equally in having external support when someone is either stepping up in the organization or making a significant change in their responsibilities has recognised value to that person and to the organization to manage the transition.

There is significant value in employing an innovation coach in my opinion, let me explain why here.

The growth of the innovation coach
I predict innovation coaching will grow in its recognition, value and importance in the future. Why?

There is a growing sense of urgency around the need for innovation to solve our growth problems. This quest for seeking out growth and new opportunities continues to raise innovation consciousness.

We all are aware that part of the barriers to better innovation adoption come from our existing and constrained mental models, so when you introduce the need for greater innovation you introduce multiplicity- you get challenged more, and your current framework of ‘business as usual’ gets disturbed significantly.

What is called for increasingly is a far more open mind that allows for opening up and gaining greater connectivity on a host of different levels.

The more we connect, the more we see innovation potential.
Having available an experienced innovation coach can be supportive, and informative and provide a greater understanding of how innovation ‘all fits together’ and where it can fit (or not) within what you currently do.

The end result is shifting the thinking, merging what you have with what you have been introduced to so as to deepen the essential understanding of all that makes up innovation.

Any innovation approach I suggest does follow ‘classic’ coaching steps or phases.

Coaching for behavioural change needs to be brought down to the personal level- the recipient needs to relate, let new information pass through his knowledge lens and see the new fits for himself.

What simply does not work is if this was seen to be imposed- they will eventually be discarded and then a person simply reverts back. The person needs to go through four stages of personal awareness.

You go through four stages

1. Unconscious Incompetence– this is often a self-reflection stage where the coach and the person receiving the coaching simply reflect and draw out areas of incomplete knowledge. You raise them from being unconsciously there.
2. Conscious Incompetence– From these reflections, you gain insights, you begin to explore tested tools and techniques, you begin to frame new references that are relevant, you begin to explore and experiment. You are looking for growing confirmation that it has value.
3. Conscious Competence– As you begin to ‘grasp’ differences this enables the exchanges between coach and person being coached to look at the alternatives with growing confidence and some ‘matching’ begins to occur. These new conscious understandings begin to become relevant and within the discussions, you can see an emerging path for action beginning to emerge.
4. Unconscious competence– the final part where the impact of what has been learnt, understood, investigated and explored has a real personal impact. It seeps into the make-up of the person and changes their ‘going forward’ behaviour. These see different patterns, they comprehend innovation meaning differently than their original perspective and these ‘new’ competencies enter and become more automatic, unconsciously simply occurring, as the way to manage innovation going forward as the value ‘gels’.

The whole process can take time

This is partly the time available not just for the one-on-one sessions but the work that does need to occur in the in-between meetings. It could also take a few sessions, focused on specific areas before you pass from one state to another.

It needs significant investigation and work from both the coach and the recipient but increasingly more from the recipient as the understanding expands.

Current roadblocks can be deep

Innovation is sometimes just ‘skin deep’ but as you peel away that top layer you get revealed many aspects of personal bias or general ‘accepted’ perceptions. These could include an often surprising (to the individual) lack of their openness, and how he or his organization is so risk-averse.

As you explore the way innovation is currently conducted it never surprises me to talk of ‘just’ a top-down culture imposing innovation on the company and its employees and why this has never been effectively challenged.

Often you draw out that level of conservatism within innovation activity that is so often tucked under the coat of incremental only and the ‘why’ and the ‘what’ can change have never been fully considered.

Sometimes certain individuals can feel suddenly ‘empowered’ as the innovation champion can be seen by others that they are simply showing off and resisting any advances, believing that person’s knowledge is no different from their own, so they quietly resist- that needs addressing.

Then you can come across that ‘superior’ person who has become the ‘stage gate’ decider irrespective of knowledge.

Each of these all can come through to others as lacking reputation and not as respected for their innovation knowledge as they need to be. Coaching can change all awareness.

A structured approach is valuable

Going through a structured coaching programme for innovation can offset often these hidden barriers as well as bridge countless other unknowns. Working in a safe environment with a knowledgeable innovation coach can clearly help.

Sometimes the individual involved in that ‘rush’ of offloads, all their concerns may come out in a rush. Or often and more than likely, each layer of enquiry needs to be peeled away in gentle probing or sometimes by exploring different challenges of ‘what if?’.

That is determined by the skill of the coach as well as the willingness of the recipient to explore sometimes aspects that are at a real personal level of thinking. Each needs to trust the other.

Getting into a comfortable relationship between the coach and the person ‘looking for change’ takes time and chemistry. The higher up an organization, the more managing often sensitive discussions can become tricky.

Innovation Coaching has real value

Although this seems to be expensive to undertake, one-on-one coaching offers a lasting value to connect innovation far more deeply in the way a person and their organization ‘sees it’.

The importance, like all behavioural change coaching, is to create a safe but challenging environment so the recipient can take risks and learn. You as the coach find the balance between challenging through enquiry and supporting different thinking to draw out possibilities to gain new understanding from.

All the work is usually based on the recipient’s agenda, through a set of opening discussions you need to balance both personal learnings with organizational needs. These need consistent clarification and recalibrating as you go.

The coach’s role is to facilitate and collaborate.

You need to take care not to act like ‘the expert’ imposing a given view but you can explore options that the recipient draws their own conclusions and value from.

Avoid imposing and provide different thinking and perspectives so it becomes a facilitated debate that the recipient draws into.

Coaching is made up of a series of interactions

The ability to create meaningful interactions that connect people with ideas allows them to clarify and connect on the more important principles and critical issues surrounding innovation.

Having a real passion and depth of innovation knowledge becomes critical to navigate this often tricky road to discovery.

The value of a coach is he/she is both a catalyst and facilitator of individual development. The value is in looking to improve innovation performance within that person’s understanding so there is a distinct ROII (return on innovation investment).

Pause, learn and then move on with new innovation purpose and knowledge

Helping executives to first pause, then take stock of the significance of various innovation transitions, and help then determine the best way to proceed is invaluable.

Of course, this support is determined by the commitment, engagement, the given skills and scope as well as the person’s real interests in wanting to have a greater understanding of innovation.

It all requires available time.

Innovation coaching has a valuable contribution to make, in the right hands and with the right person.

It has a significant personal investment on all sides involved to achieve clarity, insight and returns for innovation to flourish so others can equally benefit.

There is great benefit from this more intensive approach and emerging internal expertise that will eventually come from within.

The post The value of having an innovation coach. first appeared on Building Your Innovation & Ecosystem Intelligence.