Innovation ecosystem or the methodological environment should cover the whole innovation process, including methods that cover the process from idea generation to commercialization.
Innovation and alignment: Innovation as a management process can be viewed as consisting of many different stages and harnessed by cross functional collaboration and various alignments such as resource, process or talent alignment. Alignment is about arrangement, alliance, integration, collaboration, harmony, etc.. Those organizations that have a more mature strategic alignment outperform their competitors and tend to be more responsive to the business dynamic.
An organization can make a smooth alignment across the organizational hierarchy by enhancing interpersonal communication, value analytics, governance, approach a flow zone when people are ready to move to a fluid structure, and take innovative initiatives. Alignment goes beyond conformity and order taking, focusing on cross boundary alliance and collaboration. The digital leaders are eager to set stages for driving a frictionless, immersive, and relentless digital transformation.
Innovation and commitment: Innovation overall has a very lower success rate. Before the ideation, companies need to discover insights. After ideation, companies need to filter, prototype and validate their ideas. In every stage, leadership commitment and employee engagement are crucial to innovation success. In the creative workplace, the creative change was seen as an all-win proposition because it was valued by top management and that commitment permeated the organization. Redefining, reinventing, and re-innovating one’s commitment to creativity is key.
In reality, there was a general perception that despite the recognition by most in the organization that an innovative approach was needed to solve either existing or emerging problems, only some of top management appeared to be truly committed, and few incentives were given for taking calculated risks to manage innovation. Logically, prior to making a commitment and suggesting an innovative approach, top management teams should mentally review the pros and cons, potential cause and effect to issues that need to be taken care of, short and long-term financial implications and the overall impact on the company. Executive team members need to have an unwavering commitment to innovation management. In some situations, it will also be necessary to remove 'the old way of doing things' in order to make leapfrog progress.
A holistic sustainability strategy can be used to drive innovation efforts in the development of innovation competency to ensure the long-term economic success of the enterprise. The key elements in innovation management include people, strategy, process, tool, and culture, missing any one of them will severely impact the sustainability of intentional innovation management effort. How an organization orchestrates to generate ideas, manages the activities, measures the results, etc, is determined by how that organization has decided to craft the innovation effort and build innovation as differentiated capability.
Becoming a truly innovative company is difficult, due to the risks involved and management skills needed. Digital innovation shouldn’t be just serendipity, that the best point of view is to see innovation as a differentiated competency to deliver business value. Innovation ecosystem or the methodological environment should cover the whole innovation process, including methods that cover the process from idea generation to commercialization.
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