It’s important to clarify the vision, set guidance, spur creativity, align resources and people properly, and take an interdisciplinary approach to make collective progress.
The progress of the world is pushed forward by innovative leaders or professionals who are applying vision, expertise, and techniques, with broadened perspective and deep insight to create the “art of possible.”
Innovation alignment is about arrangement and alliance with the full involvement of people, scientific resource management: Innovation is complex and scalable in the hyperconnected business environment. Often, businesses fail at innovation execution because they have no clear processes, nor understand the linkage required to work cross boundaries to generate or manage ideas effectively. Innovation alignment means you have to understand business problems thoroughly, fix any imbalance in key business elements such as people, process, technology, structures, methodologies, and cultures, etc.
Technically, there are capability alignment, information alignment, talent alignment, as well as a cross-boundary collaboration and strategic alliance to amplify innovation impact. Cross-functional team alignment is perhaps hard to achieve, but cultivating a culture of inclusion to create team synergy and improve collective innovation. Those organizations that have better alignment maturity tend to be more responsive to increasing pace of changes, providing the creative workplace for people to exercise their talent and unlock their potential, develop long-term innovation competency.
Broaden outlook, envision the bigger picture to amplify innovation effect: In the digital era with hyper-connectivity, it’s the time to shift from silo to holistic perspective. If we all stayed in a box and didn't believe things exist outside of our box, there's no room to broaden our views, no innovation can be made. The geographical, functional, industrial territories are blurred, global professionals today have to continue to broaden their viewpoint about things or events happening in the surroundings, their perspective of future global society; their roles in building an innovative world.
In addition, the border of knowledge domains is blurred and the scope of knowledge is expanded in the continual base. A traditional manager deals with the content of the box to gain a single-dimensional understanding; an innovative leader works through the context across the boxes to capture unique insight, spur innovation, enforce innovation alliance. Contextual fluency leads to true understanding of circumstances and solves problems innovatively.
Nourish a creative workplace and build trust, to build an innovative organization: Creating space for people to recharge themselves is vitally important to generate fresh ideas and unique insight. Professionals should set disciplines, overcome negative mentality, create a new state of awareness where the self is nourished through the experience of positivity and generate creative energy.
Leaders and managers should encourage the staff to regularly undergo self-reflection procedures, creating a new state of awareness where the self is nourished through the experience of energy flow. They nourish a culture of learning and creativity by listening, inquiring, dealing with conflict and giving or receiving feedback effectively.
Growth is faster if made in organizational change; it’s not so easy to count on one individual or one team to do innovation. It’s important to clarify the vision, set guidance, spur creativity, align resources and people properly, and take an interdisciplinary approach to make collective progress. The ultimate innovation isn’t what you do; it’s why you do it, what you produce, and how being innovative becomes the state of mind, individually or collectively.
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