To really add value, business rules need to be grounded in the context of the organization expressing them; clearly understood, articulated, and commonly shared.
Rule-breaking or rule-making demands insight, understanding, patience, persistence, and courage, among other things to catalyze innovation and lead business transformation.
A set of fine-tuned rules is to ensure that innovation efforts are focused in the right direction: In an increasingly volatile, uncertain, complex, and ambiguous world, being "unruly" incurs risk, you need to set the updated principles for managing innovation and mitigating risks. In fact, business creativity does require certain rules to help frame, stay focused, make innovation a fair game to invite all great talent in, and guide innovation practices. Otherwise, it could be a lack of focus, decrease the success rate of innovation, or dilute the business value it can achieve. Rules are about safeguarding the status quo. The right set of ‘rules’ is not for limiting your imagination, but for framing the system to identify opportunities and mitigate risks.
Innovation management is not about taking a few unstructured initiatives to implement a few ideas; but needs to set appropriate rules, focusing on managing innovation systematically for reaping profit from implementing prioritized ideas to scaling up their impact. In specific, you do need a certain form of framework, rules, and processes to ensure that you can qualify ideas and direct the right amount of resources, time, talent to the most promising idea based on its incremental or radical nature, and generate winning concepts for structural innovation management on a consistent basis.
One rule of innovation is to break the rules that bind you: As the old saying goes, there is no innovation without disobedience; too rigid rules, will stifle creativity and decelerate the speed of innovation. Breaking the old rules is important for innovation. Rules are more temporal, rules are meant to be broken – the progressive and innovative organizations love breaking old or hidden rules, and build a free environment in which people are encouraged to think differently and solve problems alternatively. Rule-breaking demands fresh insight, cross-disciplinary understanding, courage, patience, persistence, and risk tolerance, among other things to inspire creative wisdom.
There is a paradox in innovation management, because often you need to strike the right balance of standardization and flexibility, process and creativity, etc. Although rules make life easy; they mark between "right" and "wrong", which has limitations in idea generation or innovation implementation. Rules can easily be mapped to processes to control behavior. If you just give a rule, some people follow it blindly - because they were told by an expert, they might be the one who stifles innovation. Great innovators follow or break rules accordingly to unleash their creative potential fluently. Well-refined principles will be still effective when time moves on, but the rules may need to continue to be updated when circumstances change. It is more worried about the rule sets that don't seem to be rooted in any principles. Effective innovation leaders set specific rules in the organization, articulate how they relate back to more universal principles, people will understand the subtleties of how to make them work, follow them to do more with innovation and achieve high performance.
There is time to break old rules, there is time to set new rules: By nature of creativity, it’s about discovering the new way to do things, and it often means to break the old rules or the “old way to do things”; establish new order and optimize processes for generating fresh ideas and catalyzing innovation. There is the time to break down the outdated rules, there is the time to bend the rules, and there is the time to set new rules. On one side, rules and structures provide the “controlling” shell within which innovation teams can communicate and collaborate freely to create transparency. On the other hand, overly rigid rules, too “pushy goals,” “over-control” or micromanagement stifles innovation.
Due to the rapidly changing environment, the outdated rules/processes/technology that many organizations are using to capture innovation value are becoming inefficient in this rapidly changing world with the high degree of digital convenience. Effective innovation management should strike the right balance of breaking outdated rules to allow the new ideas shine and updating innovation rules when necessary for managing innovation as a practice.
The principle-based innovation is not about setting the restricted rules for stifling creativity; but about updating rules accordingly for charting the better future, framing and prioritizing the innovation management effort to amplify its impact. To really add value, business rules need to be grounded in the context of the organization expressing them; clearly understood, articulated, and commonly shared, they are the genetic code of any healthy organization, the compass to navigate business toward the tough journey of innovation for reaching clearly defined vision and producing high performance results cohesively.
A set of fine-tuned rules is to ensure that innovation efforts are focused in the right direction: In an increasingly volatile, uncertain, complex, and ambiguous world, being "unruly" incurs risk, you need to set the updated principles for managing innovation and mitigating risks. In fact, business creativity does require certain rules to help frame, stay focused, make innovation a fair game to invite all great talent in, and guide innovation practices. Otherwise, it could be a lack of focus, decrease the success rate of innovation, or dilute the business value it can achieve. Rules are about safeguarding the status quo. The right set of ‘rules’ is not for limiting your imagination, but for framing the system to identify opportunities and mitigate risks.
Innovation management is not about taking a few unstructured initiatives to implement a few ideas; but needs to set appropriate rules, focusing on managing innovation systematically for reaping profit from implementing prioritized ideas to scaling up their impact. In specific, you do need a certain form of framework, rules, and processes to ensure that you can qualify ideas and direct the right amount of resources, time, talent to the most promising idea based on its incremental or radical nature, and generate winning concepts for structural innovation management on a consistent basis.
One rule of innovation is to break the rules that bind you: As the old saying goes, there is no innovation without disobedience; too rigid rules, will stifle creativity and decelerate the speed of innovation. Breaking the old rules is important for innovation. Rules are more temporal, rules are meant to be broken – the progressive and innovative organizations love breaking old or hidden rules, and build a free environment in which people are encouraged to think differently and solve problems alternatively. Rule-breaking demands fresh insight, cross-disciplinary understanding, courage, patience, persistence, and risk tolerance, among other things to inspire creative wisdom.
There is a paradox in innovation management, because often you need to strike the right balance of standardization and flexibility, process and creativity, etc. Although rules make life easy; they mark between "right" and "wrong", which has limitations in idea generation or innovation implementation. Rules can easily be mapped to processes to control behavior. If you just give a rule, some people follow it blindly - because they were told by an expert, they might be the one who stifles innovation. Great innovators follow or break rules accordingly to unleash their creative potential fluently. Well-refined principles will be still effective when time moves on, but the rules may need to continue to be updated when circumstances change. It is more worried about the rule sets that don't seem to be rooted in any principles. Effective innovation leaders set specific rules in the organization, articulate how they relate back to more universal principles, people will understand the subtleties of how to make them work, follow them to do more with innovation and achieve high performance.
Due to the rapidly changing environment, the outdated rules/processes/technology that many organizations are using to capture innovation value are becoming inefficient in this rapidly changing world with the high degree of digital convenience. Effective innovation management should strike the right balance of breaking outdated rules to allow the new ideas shine and updating innovation rules when necessary for managing innovation as a practice.
The principle-based innovation is not about setting the restricted rules for stifling creativity; but about updating rules accordingly for charting the better future, framing and prioritizing the innovation management effort to amplify its impact. To really add value, business rules need to be grounded in the context of the organization expressing them; clearly understood, articulated, and commonly shared, they are the genetic code of any healthy organization, the compass to navigate business toward the tough journey of innovation for reaching clearly defined vision and producing high performance results cohesively.
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