The Orchestrator needs to orchestrate your innovation capabilities.

Orchestration visual To deliver innovation, sustaining innovation, it needs to be built on dynamic skills, then you have to learn how you can orchestrate the capabilities you have, with those you have to bring in.

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.

Read more of this post

Advertisements

The dynamic points of innovation understanding

Fitness Landscape 1 Sewall WrightHave you ever studied a map in a hilly or mountainous terrain? When you are studying the terrain, you have to survey the landscape and then decide how to cross. You need to be aware of what to avoid and what will help you map out a successful pathway. You need to optimize, evaluate and determine your best options.

Determining future innovation outcomes requires a greater understanding of what capabilities are more useful to develop, those that offer a more dynamic capacity. Do you know yours?

Can you separate these from the many you have that fail to give innovation impact?

We never start from a blank innovation canvas.

None of us has a ‘blank’ innovation canvas, we have developed a present position; one that is built on a legacy of past work and from our needs built up from our innovation activity, also in the past. As these develop we make choices, we sometimes become locked into certain structures, systems and processes, so we find it often highly difficult on how we are going to change, to move from one position to a different one – traversing the landscape to achieve better solutions to meet different goals that meet the present or future needs. Read more of this post

Holding the innovations of the future back

Lifting the innovation capitalI 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 as it makes us all cautious of the future.

If we don’t fully understand the make-up of all our capital should we invest or divert resources to delivering on it? I think it is high time we did.

So what makes up our innovation capital and why is it important to know?

Should we care, does it matter? I would argue it does, increasingly so. Within the innovation capital lies the future of the organization and holds one of the real golden keys to the sustaining performance of the company, or not.

Read more of this post

Building bridges between stocks and flows

Lavertezzo ponte dei saltiI really enjoyed this thinking about stocks and flows that are necessary.

Let me share the part that works really well for me. This relates to approaching social media but it equally applies to building innovation capital, it is recognizing and then building the stock and the flows around innovation.

Robin Sloan does a brilliant job of explaining this:

“One of the biggest takeaways was the concept of stock and flow. Do you know about this? Couldn’t be simpler, and really, it’s not even that much of an a-ha.

There are two kinds of quantities in the world. Stock is a static value: money in the bank, or trees in the forest. Flow is a rate of change: fifteen dollars an hour, or three thousand toothpicks a day. Easy – too easy.

Read more of this post

Combining four foundation pillars.

wealth

We need to think about recognizing the ‘combining effects’ of four foundation pillars; of value creation (vc), business models (bm), intellectual capital assets (ica) and innovation capital (ic). It is the dynamics within the multiple combinations that will generate the future wealth creation we need.

We are in need of having a better understanding of the integrated value focal points of these four pillars combining, they need connecting so we can build the supporting structures and place the roof of need, our wealth creating one, to give us a new potential of harnessing our innate abilities to be creative. These four pillars offer perhaps a new core, a new transforming power, they make our activities connected and dynamic.

Read more of this post

Struggling with counting ALL the sums of our capital

Recognizing the different capitals

Organizations have been focused for far too long around the importance of financial capital. It determines and drives organizations destinies. We are caught in a constant focus upon our achieving a return on our (financial) capital as our measuring criteria. Organizations strive for improving their ROCE, RONA, IRR,  EVA and a host of other financial measures.

As Clayton Christensen has been arguing the agenda of organizations begins and ends with the “search for numbers”. I think there is a time for changing this, we need to search for the knowledge that makes-up eventually the numbers.

There has been a distant voice for some time putting forward the need to appreciate and value the other capitals sitting within organizations. Much of the discussions have been housed under the term “intellectual capital” which denotes the sum of knowledge made up and contributed by our human assets, our organizational structures and our relationships that are developed.

These are the ‘capitals’ that transform into economic value through organization action. It is the financial capital that simply finances this.

Read more of this post

The world is working within increased complexity, are you?

IFD DNAThe 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 consistent responses to instability in the most effective ways, to keep adapting to the consistent market challenges,and in so doing profiting from meeting that latest challenge or disruptive opportunity.

The problem is you simply can’t manage this smoothly, it will be highly disruptive as the organization re-equips themselves and learns, often in the hardest way possible, through failure, through experimentation, through risk-taking . Innovation is increasingly seen as the pathway forward in capturing growth and grabbing any advantage, even if these are increasingly transient. Yet as we look towards building our innovation capabilities we need to work in totally different ways and see ‘things’ in new ways.

Innovation in itself is also a force of instability and we need to find ways to embrace much of its uncertainties by understanding its dynamics. We need to have a major shift in our organizational thinking, needed to find the appropriate new balance within those dual ‘tensions’ of ‘stability’ through efficiency, with its opposite, ‘change’ driven by innovation. It is these dynamic forces within the world we work that require us to respond by building that capacity for managing those ‘dynamic’ innovation capabilities, that today’s markets are requiring and organizations are needing to master.

Read more of this post

%d bloggers like this: