The Case for Re-engineering Your Innovation Process (part two)

June 15, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, gaining innovation momentum, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

There are a host of reasons ‘renewal’ might be needed to be explored as part of a more radical redesign of your innovation system.

Today, when markets are especially tough, looking long and hard at what you have and jettisoning what you don’t need becomes essential to reposition yourself as leaner and more flexible, far more agile.

Looking to be capable in incremental innovation is simply not enough, we need to be at the same time achieving more distinctive and breakthrough innovation.

This is the higher demand point that is expected from the innovation system within organizations,  and regretfully this is not happening as much as it should.

There are many pressing needs why organizations have to ‘shape up’ and make some adjustments to their innovation activities.

One of these is simply don’t ignore the need for looking to explore a re-engineering of the innovation process. It can really make a lasting difference to the fortunes of the organization.

Herein this second part of the case for re-engineering are some thoughts to offer and support this call for a more in-depth look at redesigning your innovation process.

The Case for Re-engineering Your Innovation Process (part one)

June 14, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, Fresh thinking, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

Real innovation is slowly grinding to a halt in many organizations. If the top leadership are not totally engaged in driving innovation it struggles, it grows in complexity; it gets bogged down in the internal politics of self-preservation and delivers only a ‘watered down’ end result, seen far too often to be a lasting sustaining solution, which it is plainly not.

When are we going to recognize that innovation, as we have it organized within many organizations today, is failing to deliver on its promise of providing the growth expected and so often talked about by the CEO?

Larger organizations, let’s face it,  are so caught up in the incremental trap. Risk mitigation rules at every level of the management of innovation, as it ‘churns’ slowly through the complex innovation process, built up over the years.

If an organization is totally happy with spending all its knowledge and internal resource on providing incremental products to its customers and gets away with it, then fair enough but does it have to be so?

Building for the Innovation Business Case

November 28, 2010Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Fresh thinking, gaining innovation momentum, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Making the Business CaseOne of the toughest aspects within Innovation is making the Business Case.

Much of the information is imperfect, the returns are often fuzzy and unclear in the early stages and the doubters line up ready to block and deter new ideas from entering the commercialization process.

Justifying new innovation can be often really hard to make for others.

How can you reduce down many of these uncertainties?

Often what is missing is ensuring the innovation business case takes a clear methodical approach and builds the arguments up in a sound structured way.

Far too many cases are based on emotion and gut feel. Some of these clearly work but an awful lot get lost along the way, especially in the more structured organisation.

So often good ideas are ‘killed’ because the Business Case was not as well thought through as possible. It simply became the necessary chore at the end of a set of events that were in themselves a mountain to climb.

It is putting together the best possible business case is the last nine yards, sometimes the hardest to achieve but the accumulation of all your efforts rest on this document in many cases.