Innovation cannot be separated from a specific business purpose and in a broad context; it differentiates the leader from followers at the corporate level.
Innovation & ambidexterity: Individually, ambidexterity means people are versatile to adapt to the environment, achieving high performance and nurturing creativity all the time. Collectively, an ambidextrous organization can strike the right balance of listening & telling, top-down and bottom up management approach. Because, from top-down and bottom-up, if you do not listen, you will lose the goodwill of the collaborators and innovators. Creativity is encouraged, great suggestions are adopted, and innovation becomes part of the corporate DNA.
To reinvent a digital organization, it’s important to practice open leadership, build an ambidextrous organization for improving efficiency, agility, and harnessing innovation by separating the exploitation of the existing methods and technologies from the exploration of the new radical or potentially disruptive innovation in the company. People down the organization need to be encouraged to speak up and tell the truth to the upper level, with both strong listening and telling ability to spark innovation. Also, innovation ambidexterity could mean that the organization separates teams focused on disruptive idea-generation from teams that focus on implementing and sustaining innovation, and manage a healthy innovation portfolio with the right mix of incremental innovations and breakthrough innovations.
Innovation & affinity: The digital workforce today is hyper-connected and divergent in many ways, sharing a natural affinity for fresh perspectives, innovative ideas, and collective wisdom by harnessing cross-functional communication, fostering collaboration and embracing collective insight. Digital leaders and professionals shouldn’t take things for granted, or focus on hierarchy, but on ideas, innovation, and creative problem-solving. They have to challenge conventional wisdom, automatic assumptions about the problem, broaden their viewpoints, share a natural affinity for new perspectives, and neutralize differences to co-create ideas and implement them smoothly.
People are the center of innovation. From outside-in, innovation leverages quality information or feedback to capture customer insight, as focusing on customers' needs should be an easier path to grow the innovation fruits. From an innovative talent development perspective, even though the raw talent is innate, it takes the immense amount of time and hard work that most "naturally talented" people have committed to developing their talents. The digital tilts for innovating talent is to build an open working environment, rejuvenate creative energy, to grow a natural affinity into a "talent,” believe in "building talent" where it would otherwise be underutilized or dormant. The effort to improve customer satisfaction and employee engagement is crucial to drive brand affinity.
Innovation & resource: Organizations have limited resources or budget, successful capacity planning and resource management are critical to ensure that resources are available before they are needed, align resources scientifically to improve innovation success. Organizations need to set the right priority, balance or rebalance resources dynamically, optimize cost, keep process transparent, and bridge talent gaps to improve innovation management maturity.
How resource allocation is determined should be understood by important parties, to get all related people involved, and to take advantage of resources effectively. Scientific prioritization improves resource management effectiveness. Prioritization brings transparency to the organization, creating internal competition among new innovation initiatives, and building a healthy portfolio of incremental and breakthrough innovation. Rebalance resources and redirect people to learn and achieve for reinventing the business to get digital ready
Innovation cannot be separated from a specific business purpose and in a broad context; it differentiates the leader from followers at the corporate level. Innovation needs a level of guidance, has to deliver business goals and objectives. Corporations need effective business principles, processes, and cultures to sustain cross-boundary engagement to discover external ideas, apply interdisciplinary knowledge and expertise to manage those ideas to achieve business values with continuous deliveries.
To reinvent a digital organization, it’s important to practice open leadership, build an ambidextrous organization for improving efficiency, agility, and harnessing innovation by separating the exploitation of the existing methods and technologies from the exploration of the new radical or potentially disruptive innovation in the company. People down the organization need to be encouraged to speak up and tell the truth to the upper level, with both strong listening and telling ability to spark innovation. Also, innovation ambidexterity could mean that the organization separates teams focused on disruptive idea-generation from teams that focus on implementing and sustaining innovation, and manage a healthy innovation portfolio with the right mix of incremental innovations and breakthrough innovations.
Innovation & affinity: The digital workforce today is hyper-connected and divergent in many ways, sharing a natural affinity for fresh perspectives, innovative ideas, and collective wisdom by harnessing cross-functional communication, fostering collaboration and embracing collective insight. Digital leaders and professionals shouldn’t take things for granted, or focus on hierarchy, but on ideas, innovation, and creative problem-solving. They have to challenge conventional wisdom, automatic assumptions about the problem, broaden their viewpoints, share a natural affinity for new perspectives, and neutralize differences to co-create ideas and implement them smoothly.
People are the center of innovation. From outside-in, innovation leverages quality information or feedback to capture customer insight, as focusing on customers' needs should be an easier path to grow the innovation fruits. From an innovative talent development perspective, even though the raw talent is innate, it takes the immense amount of time and hard work that most "naturally talented" people have committed to developing their talents. The digital tilts for innovating talent is to build an open working environment, rejuvenate creative energy, to grow a natural affinity into a "talent,” believe in "building talent" where it would otherwise be underutilized or dormant. The effort to improve customer satisfaction and employee engagement is crucial to drive brand affinity.
How resource allocation is determined should be understood by important parties, to get all related people involved, and to take advantage of resources effectively. Scientific prioritization improves resource management effectiveness. Prioritization brings transparency to the organization, creating internal competition among new innovation initiatives, and building a healthy portfolio of incremental and breakthrough innovation. Rebalance resources and redirect people to learn and achieve for reinventing the business to get digital ready
Innovation cannot be separated from a specific business purpose and in a broad context; it differentiates the leader from followers at the corporate level. Innovation needs a level of guidance, has to deliver business goals and objectives. Corporations need effective business principles, processes, and cultures to sustain cross-boundary engagement to discover external ideas, apply interdisciplinary knowledge and expertise to manage those ideas to achieve business values with continuous deliveries.
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