Finding a new innovating core opener march 2015

Putting what into the Core? Part of a recent presentation by setting the opening ‘assumption’ of “what is missing” in our business needs March 2015

What is missing at the Core in most businesses today? Innovation still sits for many organizations outside of the core. That is so wrong! As it is not within the ERP, it often struggles to find its natural home- it seems ‘excluded’ from the main stream. it operates often in discreet, stand alone processes, creating ‘islands’ of personal knowledge that fails to connect into the host of possibilities available. It conflicts with the majority of those “efficiency and effectiveness” systems- a language of ‘command and control’. It does not coax, nurture, encourage or foster

A pressing need, no actually it is a growing imperative…. innovation must come into the core- we must ‘form’ around it

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Papering over the cracks is simply delivering only “average” innovation performance………..is this good enough?

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So what is holding innovation back to deliver on its promise? Innovation is the “growth life blood” of an organization. So why is it stuck in just the incremental mode? Innovation needs greater visibility to give renewed confidence to the CEO and other board members. To grow, we need to innovate but this brings increased risk- how can this be handled differently?

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The Innovators New Dilemma – Reinventing the Core Facing the massive changes taking place in our ‘Social World’ that is eating many simply away. We need to start again!

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The Innovation Machine is not ‘fit’ for the technology purpose ahead

The meshing of the digital with the physical cannot remain a stand alone for innovation to work, it needs urgently bringing fully into the core of the business But what does that mean or what needs to happen?

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There is a time in each of our lives when opportunity comes knocking, are we ready to make the changes (within our mind-set?)

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A Real Force That Really Matters : Innovation The popular view today is that sustainable competitive advantage is dead. Today our advantage is only “transient” With innovation being a primary driver of growth, there is a new beginning of unprecedented change, technology is fuelling this. This is a huge shift. It is those that interlink in ecosystems and how this ‘outside’ knowledge is consumed and the use of the technologies available to turn into new innovation growth.

Are you……

The actual new foundation of innovation will be highly dependent on computing power, data storage and networking capabilities, as part of a new innovating delivery model. Innovation is in urgent need for a new engagement model, a new thinking around Enterprise Innovation Processes.

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Shifting to a more transient world, constantly adaptive with new rules in new times…….. Tackling the need of a fluid, agile and adaptive innovation need

Innovation will require a new, more ‘fluid core’ as change accelerates, competition continues to intensify and the race to connect everything and everyone through the ‘Internet of Things’ will require agile, adaptable infrastructure and a new service mindset.

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Connecting the dots through knowledge, experience, networks and being central to the different communities to connect innovation.

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Your world cannot stay in the ‘here and know’ it needs to build and explore on a experimental, rapidly learning, insightful learning curve. We are not thinking beyond the “here and now” We are limiting our future horizons

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Starting the innovation journey

A few opening ideas….

Starting with some innovation management capabilities that would relate strongly across the organization that can be taught for gaining more alignment and growing sense of individual purpose and identification: 1.

Get to understand the research, strategic alignment and road mapping to teach all to become more robust in monitoring trends, scouting solutions, enabling innovation strategy and updating constantly with your business colleagues ‘feeding the roadmap for growth.

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Rapid prototyping and pilot experimentation should be a standard innovation capability, how can you reduce the evaluation steps and make these more agile?

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You need to test different solutions in collaborative ways and make quick decisions about their relative value in ease of use, Loosen the controlling mentality

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Setting about basic ‘voice of customer’ collection and other forms of end user interactions that enable connections to be made that ‘feed into’ creative solutions that meet real business and customer needs

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Focus on implementation and adoption as highly supportive to encouraging changes that are dynamic, fluid, agile and….responsive. How do we build this culture in? © 2015 Paul Hobcraft for Agility Innovation All rights reserved.

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