Innovation is always a tough journey with many pitfalls on the way.
There is a recognizable core of approaches and activities that produce profitable innovation, new innovation practices continue to be developed, there should always be an objective to become even better, help businesses to debunk the myths of innovation culture, and see the "art of possible."
Companies need to filter, prototype, and validate potential innovative solutions: In as much as both culture and strategy are important to innovation, access the maximum number of potentially good ideas for designing and developing innovative solutions. Clearly defining values and specific expected behaviors and providing a framework in which to operate (strategy, structure, people, processes & rewards) that supports structural innovations.
Innovation management needs to make an objective assessment: What is the relative health (risk, value, strategic importance) of each of the portfolios? Establishing some of the more advanced models will certainly require top management awareness, involvement, dedication, and how it might affect the organization and identify opportunities and threats accordingly, reinvent the company with differentiated advantage, and leap innovation management to the next level of maturity.
Someone obviously needs to innovate, otherwise the world will come to a standstill. Innovation is always a tough journey with many pitfalls on the way. Make the innovation process as visible, company-wide, as possible, but not too rigid, bridge idea and implementation gaps, collect invaluable feedback and improve innovation excellence.
Innovation is the process which can be managed and has different phases: Discovery of new ideas; prototyping, and the ultimate delivery of a commercially astute outcome are all crucial phases of innovation management. However, unlike many other types of business initiatives, the process of planned innovation shouldn’t be too rigid, the chaos to some extent is necessary for sparking fresh ideas and flexibility is important to make proper adjustments for improving innovation performance. At today's modern organizations, contextual navigation helps the business connect wider dots, do strategic reasoning, be learning agile, and adaptable to spot opportunities for innovation. So you will get very great chances and opportunities to change your organization in many fields and lift up the organization to the next cycle of growth and maturity.
Structure and behavior are two elements co-working in every organism in nature and in every system designed by human culture. It is important to identify the unofficial structures and take them along on the journey of innovation and change. Innovative companies optimize structure to reduce the impact that the hierarchy has, so people are freed up by the structure. You don't have to tell people to be free to think differently, they are encouraged to be authentic and explore better ways to solve problems. So creativity can flow seamlessly and innovation can be managed more effortlessly. Creative disruption can lead to breakthrough innovation.
Innovation is often the team work, not an individual’s effort nowadays: To inspire uniqueness, creativity, and autonomy, improve your digital professionalism, or refine the high quality of being a better version of “you.” For some reason having a broad and wide set of skills are sometimes frowned upon in traditional organizations. Yet it is these broad skills that helped to shape the world. It's about nurturing a "culture of inclusiveness and innovation." Catch a holistic business perspective, and it is the ultimate expression of being innovative. Human science such as anthropology, psychology, sociology, etc, via its multidimensional angles provides a foundation to study human phenomena and improve the overall qualification and maturity of our beings, including both hard and soft innovations.
Keep in mind, individualism and collectivism are not exclusive, but complimentary. To evaluate innovative potential, strike the right balance of cognitive difference, learning plasticity, characters, skills, experiences, personalities, and energy within the teams. Often connectivity triggers creativity and the creative mind has a better ability to connect dots. In nature, everything is connected with something else. Create a context where people can collaborate where they are empowered and respected and make collective decisions. The true innovative leaders give the freedom to employees to do anything new and even if it fails, they learn from it. Giving everyone a voice in how the organization and the people in it can prosper and thrive, encouraging healthy competition catalyzes innovation.
Structure and behavior are two elements co-working in every organism in nature and in every system designed by human culture. It is important to identify the unofficial structures and take them along on the journey of innovation and change. Innovative companies optimize structure to reduce the impact that the hierarchy has, so people are freed up by the structure. You don't have to tell people to be free to think differently, they are encouraged to be authentic and explore better ways to solve problems. So creativity can flow seamlessly and innovation can be managed more effortlessly. Creative disruption can lead to breakthrough innovation.
Innovation is often the team work, not an individual’s effort nowadays: To inspire uniqueness, creativity, and autonomy, improve your digital professionalism, or refine the high quality of being a better version of “you.” For some reason having a broad and wide set of skills are sometimes frowned upon in traditional organizations. Yet it is these broad skills that helped to shape the world. It's about nurturing a "culture of inclusiveness and innovation." Catch a holistic business perspective, and it is the ultimate expression of being innovative. Human science such as anthropology, psychology, sociology, etc, via its multidimensional angles provides a foundation to study human phenomena and improve the overall qualification and maturity of our beings, including both hard and soft innovations.
Keep in mind, individualism and collectivism are not exclusive, but complimentary. To evaluate innovative potential, strike the right balance of cognitive difference, learning plasticity, characters, skills, experiences, personalities, and energy within the teams. Often connectivity triggers creativity and the creative mind has a better ability to connect dots. In nature, everything is connected with something else. Create a context where people can collaborate where they are empowered and respected and make collective decisions. The true innovative leaders give the freedom to employees to do anything new and even if it fails, they learn from it. Giving everyone a voice in how the organization and the people in it can prosper and thrive, encouraging healthy competition catalyzes innovation.
Innovation management needs to make an objective assessment: What is the relative health (risk, value, strategic importance) of each of the portfolios? Establishing some of the more advanced models will certainly require top management awareness, involvement, dedication, and how it might affect the organization and identify opportunities and threats accordingly, reinvent the company with differentiated advantage, and leap innovation management to the next level of maturity.
Someone obviously needs to innovate, otherwise the world will come to a standstill. Innovation is always a tough journey with many pitfalls on the way. Make the innovation process as visible, company-wide, as possible, but not too rigid, bridge idea and implementation gaps, collect invaluable feedback and improve innovation excellence.
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