The Nine Steps needed for developing an understanding of your innovation capabilities to make them more dynamic.
This is my adopted approach to work through this in a systematic way.
No question, this is designed to make sure those involved take their time working through the different levels of understanding needed. A journey where you ‘transform’ your innovation capabilities is likely to be realistically over twelve months or more. So much does get in the way to deflect you, to block you, to divert you. This is the nature of organizations, any approach to making ‘transformational’ change, and this is what this is, needs to go at the right speed and deal with the obstacles and constraints in thoughtful, well designed and clear ways.
Why is this potentially a long journey?
Well to appreciate what you require you must firstly need to understand not only what you have but what it currently provides.
Then you need to construct a clear strategic position of where you want to go in your innovation activities and these are totally different and unique to each organization.
Any journey like this needs to be well thought through, considered for all its implications and potential impact and disruption to what is existing.
It is a journey you have to want to travel and your fitness levels need to be progressively built up.
So these steps may have ‘individual wrinkles’ to them but most probably follow the same innovation discovery pathway.
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
2. The Fuel of Innovation Performance – the dynamics of innovation
- A sharper, clearer focus on innovation resources to meet 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
3. Getting even more specific – quantification and qualification
- Recognizing 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
- Recognizing resources can come beyond the firm and bringing these in successfully. Managing within a more open environment.
- Achieving mutual dependencies to support; recognizing the hindering ones
- Being aware of the impact of different scenarios in the management of innovation
4. Building the Innovation Fitness Machine – reinforcing feedback, identifying needs
- Recognizing 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
- 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 road blocks – 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 recognizing 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
- Recognizing the value of hidden innovation and spotting its occurrence
7. Entering into Competitive Battle – the Dynamics of Rivalry, the Uniqueness of You
- Recognizing, developing, capturing, transforming, avoiding and out – manoeuvring
- 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 team to organizational learning in measured steps
- Recognizing the role of leadership, achieving strategic alignment and working on broadening out innovation competence at different organizational 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 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 fitness landscape
As you can see this is applying a very comprehensive approach, a fairly ‘intensive’ one. This might alter individually after some clear piloting, learning and experimentation undertaken. Building innovation capabilities takes time; they are complex, highly structured and multi-dimensional. Any structured approach to tackling innovation takes time and considerable commitment.
Looking for a clear end result
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 sustaining into 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.
No journey is without pitfalls.
Finding the dynamic capabilities of innovation that ‘fit’ with the strategic needs of each organization will be different based on their own respective challenges and position. We need to stop simply copying others and create our own ‘dynamics’ to strengthen our own unique advantage points for sustaining our future. Do you want to become innovation fit?