Innovation is an exceptional, exclusive, and realistic idea that separates you from others without a second thought.
Innovation is all about doing things better, differentiating yourself from competitions, innovating an organization requires an in-depth understanding of broad vision of business transformation, underlying business elements, invisible business culture and interdisciplinary talented leaders and professionals.
Innovation & association: We get innumerable thoughts every moment, they pass consciously or unconsciously, and sometimes, those thoughts trigger other thoughts to create new ideas or fresh insights. Such intellectual association seems to be more perceptually based, related to the "aha" phenomenon, and spark creativity surprisingly.
Being innovative is a state of mind, association, inquisitiveness, networking, experimenting, etc, are all critical processes to spur innovation. The intensity of one’s association and engagement via involvement and commitment in an organization depends on his or her perception of the purpose of that organization. Not only do people need to lead the great teams for transforming novel ideas to achieve commercial values; but more crucially, they are able to “walk the talk,” develop innovation principles in association with practices in a field of entrepreneurship activities and forming its content as an intellectual innovation management discipline.
Innovation & Loose coupling: The hyper-connectivity nature of digitalization breaks down the functional, geographical, or even organizational border, organizations across the vertical sectors are stepping into the uncharted water and blurred territories, becoming more dynamic and keep evolving. Business capability development cycle needs to be significantly shortened to adapt to the “VUCA” reality. Loose coupling makes it possible to change the components without affecting the system, as long as the interface is kept stable, and builds dynamic innovation capability.
Digitalization is about flow: information flow, idea flow, and business flow. It requires a much greater dose of informal organizational elements such as shared corporate values and culture, common business language, multidimensional knowledge and skills. Organizations or modern societies can loosely build innovation hubs, and manage its portfolio of relevant cross-border strategic business competency, with loosely coupled components, organizational interdependence with “loose control” rules, the appropriate mix of enabling organizational elements, engaging digital talent with free thinking, balancing standardization and creativity
Innovation & leverage: Information is the most intensive puzzle piece of the innovation. No question information and technology are the competitive advantages or your untapped leverage. The well-defined innovation framework and fine-tuned structure are essential to managing innovation in a corporation. The leverage point is how to structure innovation to stay focused, without adding too much complexity. Highly innovative organizations have deployed a range of different management methodologies and technologies and tailored their own circumstances for developing the fitting innovation models.
In practice, leaders and managers should find the leverage points, guide, direct, own the strategy they hold themselves accountable for, listen, communicate, and rally the team, leverage design thinking and creativity, ask open-ended questions, methodologically review a list of levers from business model components, develop a list of potential business model options, and implement the best ones smoothly.
Innovation is an exceptional, exclusive, and realistic idea that separates you from others without a second thought. Digital innovation has a broader spectrum, hybrid nature, and deep context. You have to systematically develop the business competency to execute it successfully, and that is something you do not accomplish overnight. It’s a cross-boundary collaboration and needs strategic alliance to amplify its impact.
Innovation & association: We get innumerable thoughts every moment, they pass consciously or unconsciously, and sometimes, those thoughts trigger other thoughts to create new ideas or fresh insights. Such intellectual association seems to be more perceptually based, related to the "aha" phenomenon, and spark creativity surprisingly.
Being innovative is a state of mind, association, inquisitiveness, networking, experimenting, etc, are all critical processes to spur innovation. The intensity of one’s association and engagement via involvement and commitment in an organization depends on his or her perception of the purpose of that organization. Not only do people need to lead the great teams for transforming novel ideas to achieve commercial values; but more crucially, they are able to “walk the talk,” develop innovation principles in association with practices in a field of entrepreneurship activities and forming its content as an intellectual innovation management discipline.
Innovation & Loose coupling: The hyper-connectivity nature of digitalization breaks down the functional, geographical, or even organizational border, organizations across the vertical sectors are stepping into the uncharted water and blurred territories, becoming more dynamic and keep evolving. Business capability development cycle needs to be significantly shortened to adapt to the “VUCA” reality. Loose coupling makes it possible to change the components without affecting the system, as long as the interface is kept stable, and builds dynamic innovation capability.
Digitalization is about flow: information flow, idea flow, and business flow. It requires a much greater dose of informal organizational elements such as shared corporate values and culture, common business language, multidimensional knowledge and skills. Organizations or modern societies can loosely build innovation hubs, and manage its portfolio of relevant cross-border strategic business competency, with loosely coupled components, organizational interdependence with “loose control” rules, the appropriate mix of enabling organizational elements, engaging digital talent with free thinking, balancing standardization and creativity
In practice, leaders and managers should find the leverage points, guide, direct, own the strategy they hold themselves accountable for, listen, communicate, and rally the team, leverage design thinking and creativity, ask open-ended questions, methodologically review a list of levers from business model components, develop a list of potential business model options, and implement the best ones smoothly.
Innovation is an exceptional, exclusive, and realistic idea that separates you from others without a second thought. Digital innovation has a broader spectrum, hybrid nature, and deep context. You have to systematically develop the business competency to execute it successfully, and that is something you do not accomplish overnight. It’s a cross-boundary collaboration and needs strategic alliance to amplify its impact.
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