The Orchestrator needs to orchestrate your innovation capabilities.
13/06/2016 Leave a comment
Building on those that give the necessary dynamic result you are looking for; to purposefully build what is needed to deliver the required result.
I have reconfigured my thinking around what will influence the evolution leading from building ‘just’ internal innovation capabilities to a whole ‘network effect’ from these.
This work just gets more exciting as it evolves.
It relies on how you purposefully build and construct these capabilities and competencies. The orchestration is fundamentally dynamic, full of uncertainties but the need is still to connect the parts to deliver the right result. We need to orchestrate, to build and then conduct and deliver the right results, to the innovation goals we seek.
I was recently reading (again) some work undertaken to frame the need for asset orchestration, in different research by Sirmon et al during 2007 and 2008, that focused on the different actions of the manager, or asset orchestrator. They suggest there are three primary stages of structuring, bundling and leveraging resources for the purpose of creating new value for customers and gaining competitive advantages, however, temporary in today’s world. It is why this needs to be dynamic, ever evolving, to keep orchestrating your assets continually.
These three primary stages can be broken down
The outcomes of the research suggest there are three primary stages of structuring, bundling and leveraging resources for the purpose of creating new value for customers and gaining competitive advantages, however, temporary in today’s world. It is why this needs to be dynamic, ever-evolving, to keep orchestrating your assets continually. These three primary stages can be broken down:
It is why this needs to be dynamic, ever evolving, to keep orchestrating your assets continually. These three primary stages can be broken down and applied to our need to build a real innovation fitness into our innovation capabilities:
- Structuring involves acquiring, accumulating and divesting resources to form the organisations resource portfolio.
- Bundling of integrating resources to form capabilities, that can stabilise or provide incremental improvements to existing capabilities, or that enrich and extend existing current capabilities and thirdly, pioneer, which creates new capabilities.
- Leveraging involves a sequence of processes to exploit the organisations capabilities to take advantage of specific market opportunities. This includes mobilising, offering a clear plan or vision of needed capabilities, coordinating for ways to integrate these necessary capabilities and finally, deploying to achieve a resource advantage (or gain) that promotes market opportunities and instil more entrepreneurial strategies to exploit new resource configurations
We are all facing these needs for greater asset synchronisation or orchestration.
We need to learn also that innovation needs this growing orchestration, due to this increasing move from firm-centric to network-centric innovation. In my understanding of an orchestrator, they need to manage the tempo, knowing where and when to cue in the different players (learning) and to inject the intensity into the performance.
We are dealing with managing the tempo, interpreting the different passages and movements as interactions become distinct, providing fresh value to build upon.
We need to learn to identify, assimilate and exploit far more than ever, the value of knowing your innovation fitness, your dynamics and the terrain you wish to traverse in new innovation activity becomes even more critical. To create and to extract does clearly need to understand the what, why, where, when and how it needs to go about this.
Explore this site to learn more on building the dynamics into your innovation capabilities as I continue to work on building this into a solid methodology and solution-set.