Understanding your innovation capabilities to make them more dynamic

The Nine Stages that are 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 … More Understanding your innovation capabilities to make them more dynamic

Achieving agility within your innovation work

How can we map a new pathway for shifting current practices so as to transform them? How can we bring increasing agility into our innovation work, that requires both stable and dynamic moments to deliver better outcomes? Where do we focus, what do we recognize as organization practices, that can begin to transform the organization … More Achieving agility within your innovation work

Moving towards Innovations Capability Coherence

Innovation often fails to align with the strategic needs. This is often not the fault of the innovator happily working away with no specific guidelines, apart from the general remit of “we need to be more innovative”, it lies in the boardroom not communicating the board’s needs clearly enough down the organization. Building up our … More Moving towards Innovations Capability Coherence

Recognizing the different capabilities to develop and grow

A firm’s ordinary capabilities are the ones that enable us to perform efficiently and effectively, those essential routines and practices that often require having a high level of technical need supporting these activities. In contrast, dynamic capabilities are those higher level competencies that determine a firm’s ability to integrate, build, and reconfigure both the resources … More Recognizing the different capabilities to develop and grow

Innovation tension lies in our layers and structures

Reduce the tension in the layers or structures for innovation to emerge. A really hard part of managing in larger organizations is in managing the layers and competing forces. Hierarchy dominates the speed of what we do. Often we forget to reinforce the very design within our organizational structures, we leave role structures incomplete and … More Innovation tension lies in our layers and structures

Organizational legacy so often chokes innovation

    Often organizations are weighed down by legacy; it chokes off innovation and much of the potential creativity. This comes in many forms; in its culture, in its history, its core markets or products, in its systems, structures, and processes built around innovation practice. Today, we are confronted with a very different global marketplace … More Organizational legacy so often chokes innovation

Do you REALLY want to know how to innovate?

Applying a lens of discovery: The basic questions that need to be addressed are: “what are our dynamic capabilities that will deliver innovation impact? More importantly: “which ones should we focus upon to improve our capabilities and competencies over the longer-term? We recognize resources are scarce as our starting point Yet we fail to understand … More Do you REALLY want to know how to innovate?

Shifting our dynamics to innovate within the digital age

There was a report written back in 2013 entitled and under, “The New Normal: Competitive advantage in the digital economy” written for the Big Innovation Centre, an initiative of The Work Foundation and Lancaster University that I would recommend your time to read. I often go back to this as it provides a real source … More Shifting our dynamics to innovate within the digital age

Holding the innovations of the future back

I clearly believe we do need to understand the strategic importance of the make-up of our innovation capital, yet presently nearly all our corporate boards lack any clear line of sight into this. Why? Not understanding what makes up the capital is holding innovation back. We are actually constraining growth through this lack of understanding … More Holding the innovations of the future back

Recognizing the different capabilities to develop and grow

A firm’s ordinary capabilities are the ones that enable us to perform efficiently and effectively, those essential routines and practices that often require having a high level of technical need supporting these activities. In contrast, dynamic capabilities are those higher level competences that determine a firm’s ability to integrate, build, and reconfigure both the resources … More Recognizing the different capabilities to develop and grow

Organizational legacy often chokes innovation

Often organizations are weighed down by legacy; it chokes off innovation and much of the potential creativity. This comes in many forms; in its culture, in its history, its core markets or products, in its systems, structures and processes built around innovation practice. Today, we are confronted with a very different global market place than … More Organizational legacy often chokes innovation

Greater fitness in innovation offers more value creation potential

The greater fitness you achieve equates to more value creation potential. The ability to inter‐couple landscape entities, to constantly combine the different capabilities in different often unique ways and exploit individual interactions alters your dynamics to innovate and does improve repeatable cycle times from this constant recreation potential. The key is to know what these … More Greater fitness in innovation offers more value creation potential

The value of fitness landscapes as part of your innovation awareness

I’d like you to work through these ‘thoughts’ to begin to evaluate the value of knowing your innovation fitness and what makes up your distinct dynamic capabilities: By firstly mapping out your innovation capabilities to the task at hand enables you to understand and relate to what is needed – we call that the context for … More The value of fitness landscapes as part of your innovation awareness

Innovation tension lies in our layers and structures

Reduce the tension in the layers or structures for innovation to emerge. A really hard part of managing in larger organizations is in managing the layers and competing forces. Hierarchy dominates the speed of what we do. Often we forget to reinforce the very design within our organizational structures, we leave role structures incomplete and … More Innovation tension lies in our layers and structures

Today organizations essential design is for openness, agility and flexibility

There is a need in any framework design for building a new integrated innovation network that it needs to have openness, agility and flexibility purposefully built into it. It is more than likely that in the past design, the legacy within existing systems needs radically dismantling and redesigning to reflect the multitude of changes happening. … More Today organizations essential design is for openness, agility and flexibility

Nine steps leading to understanding your dynamic innovation capabilities

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 … More Nine steps leading to understanding your dynamic innovation capabilities

Continuing the Innovation Journey- connecting the points

I’m constantly learning, reading, absorbing and interpreting what I understand and then attempting to provide my thoughts to others, those willing to listen about innovation! Innovation capability building is my 100% focus from my work point of view. I’m comfortable in much of the understanding of what makes up innovation, totally restless in so much … More Continuing the Innovation Journey- connecting the points

Layers that shear against each other are full of tension.

“Slow constrains quick, slow controls quick” There is so much built in tension, bias, barriers, mindsets, mental model conflicts, and all types of friction seemingly going on around us, you must sometimes think all our organizations can only be totally dysfunctional. The Scream by Edvard Munch for Dysfunctional Organizations Has anyone not come across some … More Layers that shear against each other are full of tension.

The Really Pressing Need of Innovation

Let me firstly outline the REAL challenge I see with innovation. Knowing what are the critical factors and their dependences for sustaining innovation success is vital to understand so that an organization can place the appropriate resources behind them. The questions are: which are critical, which naturally occur when others begin to be put into … More The Really Pressing Need of Innovation

Achieving Business Relevance

The real need is for improving the business relevance of anything that is new. To quantify this, in general this should include to enhance, reduce, eliminate or improve: Increasing flexibility and efficiency. Managing knowledge effectively through the adaptive capacity framework. Increasing productivity and reducing time to market. Facilitating teamwork. Enabling on-line gathering of marketing information … More Achieving Business Relevance

Opening Outline of Dynamic Capabilities

Introduction to dynamic capabilities The study of dynamic capabilities, the organization’s capacity to change its operations and adapt them to the environmental requirements, has taken centre stage in the debate on strategic management as well as organization theory (Teece, Pisano and Shuen 1997, Eisenhardt and Martin 2000, Zollo and Winter 2002, Winter 2003) in recent … More Opening Outline of Dynamic Capabilities

Knowing your innovation fitness is critical

Each organization needs to know its Innovation Fitness Landscape- why? There is a pressing need for a firm is to consistently build and reconfigure internal and external competencies and capabilities to address rapidly changing environments. It is the mastering of this ability to achieve new, more innovative forms in rapid changing market conditions that will … More Knowing your innovation fitness is critical

An opening CSF for innovation

A brief overview of critical success factors for innovation to check against. The organization: structure of innovation processes to be explicit by treating innovation as a systematic process and continued ongoing process Keep innovation separate from daily work routine, remove barriers, give accoutability Set ambitious goals and a vision and combine these with small attainable … More An opening CSF for innovation

The Vital Attributes for an Innovation Organization

Understanding what is needed for innovation- unlocking the mysteries * Innovation organizations tend to be more decentralized, more informal, minimally stratified or layered and more generalist than specialized. * They have cultures that value independent thinking, risk taking and ongoing learning. * They are tolerant of failure and they value diversity. * Open communication is … More The Vital Attributes for an Innovation Organization