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

The world is working within increased complexity, are you?

The challenges of managing in today’s worlds are tough, very tough and demanding. It is so volatile, potentially disruptive and full of risk. Organizations are simply struggling to shed their clothes in the 20th century and find a way to smoothly manage to become more adaptable and agile in form. They are adjusting to offer … More The world is working within increased complexity, are you?

Putting some dynamic tension into the system

          There is a growing need for having some dynamic tensions within the organization’s system; these helps generate the better conditions for innovation to thrive. We are learning more on the better tools, techniques and approaches available for putting the learning tensions into our work, making them more dynamic, linked and … More Putting some dynamic tension into the system

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

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

Putting some dynamic tension into the system

          There is a growing need for having some dynamic tensions within the organization’s system; these helps generate the better conditions for innovation to thrive. We are learning more on the better tools, techniques and approaches available for putting the learning tensions into our work, making them more dynamic, linked and … More Putting some dynamic tension into the system

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

The world is working within increased complexity, are you?

The challenges of managing in today’s worlds are tough, very tough and demanding. It is so volatile, potentially disruptive and full of risk. Organizations are simply struggling to shed their clothes of the 20th century and find a way to smoothly manage into becoming more adaptable and agile in form. They are adjusting to offer … More The world is working within increased complexity, are you?

Understanding the value creation potential of fitness landscapes

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 Understanding the value creation potential of fitness landscapes

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

Moving along the path to innovation fitness

Here, we are searching for the dynamics within the innovation system, that once recognized, can be constructed for a more dynamic innovation fitness solution. We are looking to improve the innovation performance engine within organizations. These dynamics are made up of the capabilities and competencies that reveal and clarify what is required as the relevant … More Moving along the path to innovation fitness

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.