'Innovation Agility' enables people to see and solve problems in flexible and adaptive ways.
Innovation is neither a serendipity nor a rigid process or discipline, there is no such universal way to do innovation as well. It’s always about connecting, questioning and collaborating. It’s the certain mix of something old and new, being prepared to change what you are doing. So what’re further aspects of innovation agility?
Continuous Adaptability: In order to build a creative workplace and workforce, innovation leaders need to realize that continuous adaptability is necessary in a continuously changing world. Innovation management process needs to be nimble, not rigid: acknowledge the idea, provide some starter resources, flesh out an idea on technologies/complexity, develop it into a more solid form. Nurture this culture and its output before stress testing immature ideas. Businesses need to determine where best to focus their innovation activities. From a business perspective, 'anything new to your business' is an effective definition to encourage both large and small ideas and ideas that are new and 'copied with pride' from others. If it brings increased value to the business, then that's what's important, not semantics. Establishing sustained and institutional-level innovation is the goal.
Setting the central part of innovation: The central point of innovation provides the clear lenses to "Keep the end in mind" by clarifying overloaded information. Start by defining an ideal target, also break down the large problems to the smaller pieces. There's a way to make real change less disruptive; starting from defining an ideal target -- which all can possibly agree about, and looking at the present situation just in terms of how to pursue that target and overcoming constraints. An overload of information makes creative efforts more complex. Information is, of course, useful as a creative resource, but it all needs processing. Disruption is a necessary, but clearly not a sufficient condition for innovation. The solution for many complex / thorny problems is looking for necessary conditions, and starting with breakdown them to smaller pieces and implementing them (hoping that the rest will possibly come by itself). It's a bet, but a sensible one. A balance is required. Selling disruption can't be done on the basis of fear - even though there's more than enough to be fearful of; it has to be sold on the basis that it's the only means to achieve comparatively certain superior growth.
Hyperconnectivity: One of the important characteristics of the digital age is hyperconnectivity. It can foster dot connection capacity of digital innovation. In other words, try to digitally connect key resources and assets in the context of the idea reach innovation hubs and clusters across the digital ecosystem. In doing so, you can create the shared context for learning and co-creating. That, in turn, will further fuel more collaboration in innovative initiatives and projects to their environments. Most often, innovation is a multi-disciplinary effort, thus, the most productive innovation teams should embrace multiple disciplines, close cognitive gaps, connect more dots to yield better ideas and competitive advantage.
'Innovation Agility' enables people to see and solve problems in flexible and adaptive ways. Innovation agility is a critical digital capability to manage innovation life cycle with speed, it’s about to get all the way around the world, to capture all relevant information, to see from different angles, and to apply collective wisdom. It is about incorporating entrepreneurial and startup principles, with a focus on reducing risk adversity to add value to the quality of people’s lives.
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