An innovative organization establishes a set of principles and builds effective innovation systems to handle innovation streams for different purposes and with different time frames, to sustain institutional-level innovation effectively.
Contemporary corporations are massive, hyperconnected, interdependent complex systems which explicitly seek to create a flexible environment in which people can grow, information can permeate across boundaries fluently, the best innovation practices can be updated accordingly, and global innovation systems can be orchestrated purposefully.
It is the dedicated effort to search for new viewpoints, fresh insight and initiate holistic integration to build dynamic innovation competencies: Organizations today are always on and always connected. Cross-silo or cross-divisional collaboration is crucial to building dynamic innovation capabilities. A highly innovative organization often needs to work cross boxes instead within the box; go broad to embrace hyperdiversity, dig deeper to fine-tune the underlying functions and processes, and manage innovation journey successfully.
When vertical boundaries are more permeable, it usually streamlines information flow and leads to faster decision making and easier idea access from people anywhere in the organization. Good ideas emerge based on open conversations and taking the time to think about the specific issue of boundaries thoughtfully in order to solve problems innovatively. So the innovative business will be "organically" and adaptively developed, integrating differentiated sets of capabilities into core innovation competency dynamically, iterating and empowered to enforce its transcendent purpose by expanding both horizontally and vertically, across all business dimensions structurally.
It is crucial to plan the global innovation system purposefully: Organization boundaries can be good, bad, or indifferent depending on the application. To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their systems perspective and revenue streams while becoming more responsive and scalable. Innovative organizations seek to create an environment in which people can grow, and businesses focus on dynamic resources explicitly. To explore the emerging digital horizon with blurred boundaries, you have to understand what it means to the business and get to know the external changing connected environment or the entire business ecosystem.
Awaken the ecosystem consciousness, try to digitally connect key resources/assets/talents in their vicinity or context, prioritize, and implement great ideas to realize differentiated value and shape high-innovative organizations or societies. In the digital era, what the business needs is not just the faster speed, but a hyper-connected innovation ecosystem with information-based communication, process synchronization and collaboration-driven relationship harmony. to generate value to their customers interactively.
Both innovation theories and practices are important to realize the “art of possible”: There are some resource bottlenecks, discrepancies or gaps existing, causing the high rate of innovation failures. In the hyperconnected digital era with knowledge abundance, influential leaders should be both innovation theorists and practitioners at the same time. Start thinking about ways to influence change and create new revenue streams while becoming more proactively innovative. Their expert power can influence and improve communication quality and motivate people to explore fresh ideas and alternative solutions indefatigably.
The enterprise consists of an amalgam of socio-systems, techno-systems, bio-systems, and econo-systems. With the information based consciousness, resources should be managed at the level of the ecosystem, rather than managing individual pieces, to improve innovation effectiveness. Innovation theorists establish principles, practices to scale up innovation effects. Innovation practitioners play a critical role in bridging innovation execution gaps which require clear stages, information thresholds, and iterative processes that support wide-ranging exploration at each stage. Innovation theory and practice are inextricably linked; the theory of phenomenon should always be open to interpretation, experimenting; and understanding of the theory should be properly questioned, tested constantly. They need to be updated periodically to scale up innovation effects in the digital ecosystem.
As the business becomes over complex, and hyper-competitive, there are many reasons to innovate and reinvent the future with a sense of urgency in various shades and intensity. An innovative organization establishes a set of principles and builds effective innovation systems to handle innovation streams for different purposes and with different time frames, to sustain institutional-level innovation effectively.
It is the dedicated effort to search for new viewpoints, fresh insight and initiate holistic integration to build dynamic innovation competencies: Organizations today are always on and always connected. Cross-silo or cross-divisional collaboration is crucial to building dynamic innovation capabilities. A highly innovative organization often needs to work cross boxes instead within the box; go broad to embrace hyperdiversity, dig deeper to fine-tune the underlying functions and processes, and manage innovation journey successfully.
When vertical boundaries are more permeable, it usually streamlines information flow and leads to faster decision making and easier idea access from people anywhere in the organization. Good ideas emerge based on open conversations and taking the time to think about the specific issue of boundaries thoughtfully in order to solve problems innovatively. So the innovative business will be "organically" and adaptively developed, integrating differentiated sets of capabilities into core innovation competency dynamically, iterating and empowered to enforce its transcendent purpose by expanding both horizontally and vertically, across all business dimensions structurally.
It is crucial to plan the global innovation system purposefully: Organization boundaries can be good, bad, or indifferent depending on the application. To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their systems perspective and revenue streams while becoming more responsive and scalable. Innovative organizations seek to create an environment in which people can grow, and businesses focus on dynamic resources explicitly. To explore the emerging digital horizon with blurred boundaries, you have to understand what it means to the business and get to know the external changing connected environment or the entire business ecosystem.
Awaken the ecosystem consciousness, try to digitally connect key resources/assets/talents in their vicinity or context, prioritize, and implement great ideas to realize differentiated value and shape high-innovative organizations or societies. In the digital era, what the business needs is not just the faster speed, but a hyper-connected innovation ecosystem with information-based communication, process synchronization and collaboration-driven relationship harmony. to generate value to their customers interactively.
The enterprise consists of an amalgam of socio-systems, techno-systems, bio-systems, and econo-systems. With the information based consciousness, resources should be managed at the level of the ecosystem, rather than managing individual pieces, to improve innovation effectiveness. Innovation theorists establish principles, practices to scale up innovation effects. Innovation practitioners play a critical role in bridging innovation execution gaps which require clear stages, information thresholds, and iterative processes that support wide-ranging exploration at each stage. Innovation theory and practice are inextricably linked; the theory of phenomenon should always be open to interpretation, experimenting; and understanding of the theory should be properly questioned, tested constantly. They need to be updated periodically to scale up innovation effects in the digital ecosystem.
As the business becomes over complex, and hyper-competitive, there are many reasons to innovate and reinvent the future with a sense of urgency in various shades and intensity. An innovative organization establishes a set of principles and builds effective innovation systems to handle innovation streams for different purposes and with different time frames, to sustain institutional-level innovation effectively.
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