Innovation management approach has become an art out of necessity to address critical issues, clarify strategies, and ensure people in it can prosper and thrive to unleash creative potential.
Forward-thinking organizations are eager to build a creative workplace, but being innovative is the state of mind and in the business scope, a collaborative effort, to make a significant difference in the overall levels of achieving high performing business results and unlocking the full business potential.
Intricacies and interdependencies: With today’s high velocity and frequent digital disruptions, enterprises today are inherently and intensely complex, diverse, and ambiguous with unpredictable outcomes as the complexity of aggregate layers of every internal system is a burden that often causes conflicts. To keep idea flow and business fluidity, contemporary businesses are not the "closed system" but the dynamic digital ecosystem which is complex, interrelated, and interconnected, full of opportunities and risks. Thus, they have to gain a greater awareness of the intricacies and interdependencies of organizational systems, processes, people dynamics, technology, resource allocation, technological touch, and economies of scale, etc, to initiate the ecosystem innovation effort and generate systemic business value in a structural way.
Running a business is an iterative problem-solving continuum; and solving problems innovatively needs cross-functional collaboration and organizational level synchronization. There are no unsolvable problems, but there are complex problems that are those you cannot solve with given resources, knowledge and capabilities you have at your disposal at the time the problem arises. To dig through, multi-dimension and complexity are two key factors in the intrigues of large problems which many organizations across the vertical sectors are facing today. Thus, it’s a strategic imperative to applying a system's lens and creative touchpoint to be aware of business intricacies and understand how the various factors affect the business system, and then, manage the complex system and the people of the complex system by eliminating unnecessary complexity to build a balanced innovation portfolio with the right mix of incremental and radical innovation, and maintaining the right level of digital balance.
Interface and interaction: In the face of vast areas of unknowns, effective business leaders understand that a system is a necessary precondition for an effective intervention, leverage a scientific innovation management framework to threshold all critical factors, develop an interface and interaction associated with complex systems, engenders new perspectives or actions as part of the process of creating a cross-disciplined innovation approach. Methodologically, the solution to breaking down silo is to apply bigger thinking, to implement an effective innovation strategy, craft better integral processes, and harness mass innovation systematically.
Running a cohesive innovative organization requires cross-functional communication and interdisciplinary knowledge sharing. Interaction and collaboration is at its essence, the intellectual harmony between humans. Collaboration in the business requires a much higher degree of innovative thinking than the competition and winning. Organizational leaders need to take a holistic look at the variety of business relationships and interconnectivity, emphasize communication, participation, relationships, collaboration. To connect the wider dots for sparking innovation, organizations today need to encourage knowledge exchange cross-functionally. It starts to leverage powerful technology tools to boost social engagement, inspire creativity and foster innovation. People can understand new topics and get access to knowledge effortlessly, with abilities to interact with the expanded digital ecosystem seamlessly. So collectively, the organization can thrive via unleashing their potential and bring higher than expected results.
Integration and Interconnectivity: There is abundant information permeated everywhere and silo spreading in the different layers of the organization. In many organizations that get stuck at the lower level of business maturities, the overly rigid hierarchy and functional gaps create bottlenecks that prevent information flow, stifle innovation and slow down business speed. To run a company as a holistic whole to harness innovation, you have to consolidate, integrate and optimize. The purpose of integration is to enforce collaboration and unification in order to create business synergy and catalyze business growth continually. It’s important to enforce integration and interconnection of the across organizational, industrial, national and international business, social and political systems to achieve common purposes and co-solving thorny problems innovatively. By doing so, you are creating a case where you force an organizational alignment to the integration, and you develop the urge to push the organization up to the next level of business growth cycle.
Integration is key to ensure that the application ecosystem offers real value and also is necessary for future agility with a compelling story. For the large enterprises where integration of legacy systems was found to be not cost effective. It takes cohesive collaboration for business as a whole, with an ability for applications to integrate with each other and enable workflows between them as part of a business process value chain, to aligns the different parts of the ecosystem to adopt more points of integration, with layered and loosely coupled modular capabilities to build differentiated innovation competencies.
Unlike the traditional organizations often being perceived as mechanical systems keep spinning; digital organizations are the living things that keep growing and evolving. The interconnected systematic innovation management approach has become an art out of necessity to address critical issues, clarify strategies, and ensure people in it can prosper and thrive to unleash creative potential. The real challenge is to understand where and how you can and should improve to get the biggest innovation effect, focus on creating strategic synergies, and scale-up across the digital ecosystem to generate systemic value and make a leapfrog of societal progress.
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