Redesigning the organizations middle for a new innovation shape.

August 15, 2014Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Antibodies, Leading innovation, Shifting dynamics in innovation, Tackling innovation
managers-choiceLet’s admit it, our middle management needs a radical makeover, a new fitness regime to make us far more innovation fit.
Most organizations do need to change their middle management structures as they are far from that necessary ‘fitness for 21st-century purpose’ in a constantly changing, challenging, more open innovating world.
The general argument goes and I relate to this, that the middle manager is so pressured to focus on the delivery of short-term results that all their efforts are centred far more on delivering ‘just’ an effective organization.
An organization that focuses on driving out any excess or leeway, reducing the variations, constantly dampening down potential risk and uncertainty.
Today much of this being ‘efficient and effective is in direct conflict with what innovation requires. A space for ‘cutting’ some slack, seeking differences, exploring what variances can provide, and encouraging a certain risk and uncertainty to allow for fresh thinking to emerge that leads to better things within the organization.
Yet the middle manager’s obsession with constantly chasing efficiencies alone, there is little ‘slack’ for innovation and new learning. Their measurement is often based on this efficiency and effectiveness emphasis and not on generating innovation.

Seeking the middle management’s innovation perspective

August 20, 2013Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Foster Performance, gaining innovation momentum, Improve Collaboration & Communication, Innovation strategy, Leading innovation, Shifting dynamics in innovation, Tackling innovation

It is often claimed that the middle manager seems to the ones holding back innovation. I tend to subscribe to this as well although I feel the circumstances and ‘blame’ might lie elsewhere, more than likely further up the organization. Irrespective of where the culpability lies we do need to change this perception through altering the current dynamics.

The general argument goes that the middle manager is so pressured to focus on the delivery of short-term results that all their efforts are centred far more on delivering ‘just’ an effective organization, that drives out any excess or leeway, reduces variation, constantly dampening down potential risk and uncertainty that is in direct conflict with what innovation required.

By the middle managers obsession with constantly chasing efficiencies alone, there is little ‘slack’ for innovation and new learning. Their measurement is often based on this efficiency and effectiveness emphasis and not on generating innovation.