Here I am suggesting that there are ten intractable challenges that need breaking down and addressing to allow innovation to begin to really take hold
I’d suggest this might be a great starting point. Considering the intractable in anything is hard. To recognize these firstly is terrific, as they are tough to manage but phenomenal if you can surface them.
Then having the capability of knowing how to set about tackling these, drawing in a growing consensus that these are the real blocks to the team becoming truly innovative.
If you could ask a series of question that might help unlock innovation blockages it would make such a difference to our innovation performance and engagement. I think this might need a good external facilitator as my recommendation, one who has deep innovation knowledge and expertise, able to manage the ‘dynamics’ within the room.
These are shaped as discussions to raise, explore and extract views and then to be pulled together into a collective position, that gives strength and identification to resolving issues surrounding innovation. Surfacing differences, finding common ground and developing a ‘collective’ way forward makes a significant contribution to building a common language and a common sense of identity. It underpins innovation engagement. It gives confidence to any innovation undertaking. Continue reading
Although this seems to be expensive to undertake, one-on-one coaching offers a lasting value to connect innovation far more deeply in the way a person and their organization ‘sees it’. It provides the place of context, meaning and content if facilitated well.
The importance, like all behavioral change coaching, is to create a safe but challenging environment so the recipient can take risks and learn. You as the coach find the balance between challenging through inquiry and supporting different thinking to draw out possibilities to gain new understanding from.
All the work is usually based on the recipient’s agenda, through a set of opening discussions you need to balance both personal learning’s with organizational needs. These need consistent clarification and re-calibrating as you go. Continue reading
We need to know how to unlock the real value of innovation both personally and within the organization, we work for. If we do not fully understand where the innovation capital comes from, how new capital and stock can be provided, innovation will remain tentative, always stuttering along. It will lack that essential organization innovation rhythm, stay disconnected for many and will be frustrating your own evolution in understanding.
I would like to lay out some thoughts on why we should be considering a curation platform for innovation and the value it can bring to a broader innovation community.
These are some opening thoughts that I felt needed to just “hang out there” and see where they take me and clearly, you as a reader.
The issue I am reflecting upon is our growing concern that we all are living in a world heading towards digital overload, with the risk of it simply overwhelming us, perhaps we are becoming more isolated and detached within this.
We can’t simply rely on focusing around ‘all things’ digital, we need people to bring the insights and their experience together for the eventual innovation solutions. We need to provide a curators platform for innovation, to make all the essential connections. Continue reading
Innovation can be fairly complex in what needs to be pulled together, as often it ‘flies’ in contradiction to the normal organizations ways and wishes to work in structured, efficient ways. Innovation can often be rather chaotic and discovery driven.
One of the useful ideas of using an external resource is to put additional coordinates into your innovation world, they see contradictions in a different way and can assist in working through the conflicting signals, so as to help align innovation in helpful and thoughtful ways. Certainly the innovators role is not an easy one inside the structured world of larger business entities.
I like practical advice with evidence, it helps bridge misunderstanding. This can come through a variety of methods: benchmarking, validating, frameworks and interpreting how innovation can fit with your current or future needs. Often the outside advice can place innovation into a greater context that can accelerate the outcomes you need to gain understanding and achieve increasing identification. Continue reading
If you don’t have time, how can you learn? We are in need increasingly, of faster understanding, to quickly learn or resolve an immediate need, or we have this determination or essential requirement within our innovation role to deepen our knowledge and understanding of innovation. These are usually split into two parts, called are “micro or macro learning opportunities”.
The value of having an innovation guide, mentor or coach helps you accelerate through both these needs and learning opportunities. I see four points of value, my value proposition, if you like, for you to achieve personal innovation growth: Continue reading
Formalizing a new Innovation learning-as-a-service is complicated, far more than I originally thought. Still, a certain course has been set and it is now working through much of its structure, learning much myself on the way to fit this within the innovation puzzle we all have.
When I was thinking through this concept I fell back onto one of my most valuable techniques to work through, clustering a set of questions and capturing all the different thinking through the use of Mind Mapping techniques. Such a valuable tool.
A selection of maps that included: what a curator can do in innovation, of painting a picture of a strong advocacy practice, of working through a guiding approach, the need to reflect on the whole facilitation process, etc., and each brainstorm takes a time to work through, build and formalize. The end result becomes a much richer landscape of what I can offer and what equally might be needed. Continue reading
My mind has been swirling around the significant changes taking place around learning. Not just in the time we have available, suggested recently as 25 minutes per week to stop and learn but in the variety of ways we can learn. Clearly, many of these are digital to construct, so as to apply the more modern design process that works for each of us individually, at our time of need.
I have been struck by the emphasis on personal learning and development. We still get very caught up in the need for scale yet it is the ability and flexibility to design these to our individual pathway that becomes “the order of the day”. The constant struggle is for each of us in simply stopping to focus, finding the time and the last thing you can afford to do, is take an ad-hoc approach to this, it needs a structured design.
This is where external facilitation might help Continue reading