Getting Innovation to Scale – Emergence (part 1 of 3)

    Through scaling, smart movers can quickly build substantial market shares – or define entirely new markets. To help understand scaling we have divided it into three main areas: Emergence, Networks and Waves. This article is on Emergence, the first in a series of three.

We operate in business and societal environments that are complex, dynamic, and uncertain. This environment provides new challenges and at the same time great opportunities through scaling – which we have defined as the successful introduction of innovations that spread rapidly in non-linear fashion, seemingly self-propelled and with relatively little effort, resulting in an outsized impact.

Our research draws on scientific approaches such as Complexity Theory, Behavioral Economicsand Systems Theory.  We have divided the topic into three main areas: Emergence, Networks, and Waves. Within these three areas, we have identified different tactics for leaders to benefit from scaling. We call these scaling frames.

• Emergence. As collective behavior, this frame refers to the phenomenon of patterns becoming apparent in complex systems of interacting agents. Innovation leadership can look to make use of emergent collective behavior by designing openness into a system and designing rules for interaction, which allow successful behavior to surface and spread. We have distinguished 13 separate tactics -or scaling frames- that we have clustered under Emergence.
• Networks. Innovation leadership can take advantage of the properties of networks, the structures and technology supporting networks, and the social conditioning that exists with network members to scale their innovations. We have identified six distinct network frames.

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An Innovation Portal…I Can Do That Myself

Innovation portals have taken an important place in the open innovation landscape. Expectations are great in portal performance but often, for purely budgetary reasons, these portals are launched and managed internally by corporates themselves, to discover that they generate a number of community management issues that they are not used to coping with. Prior to launching a corporate portal it is a good idea to ask a few specific questions on whether to do this internally or through experienced third party innovation providers.

Open innovation is entering into a new phase. The way corporates are viewing open innovation has shifted radically and today there is a tendency for companies to ask themselves “why should I hire a third party service provider to do open innovation when I can do this myself?”

“Anyone can build furniture as long as they buy it from Ikea but that does not make them a cabinet-maker.”

The apparent simplicity of setting up an innovation portal is perhaps at the heart of the do-it-yourself portal mythology as it is so easy to download WordPress, code a few pages and then “build it and they will come”

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Diversity and Innovation – A Perfect Team

 

Please, not another business imperative! Every time I open a journal or glance at a blog it seems as though the panacea to all business ills has just been discovered and is waiting for me to embrace it! One minute I’m being told to hire for cultural fit, the next to increase diversity. It’s no wonder that employee engagement is falling because if I’m being pushed from pillar to post then it’s not surprising that my people are confused……

Which of us can honestly say hand on heart that thoughts such as these haven’t slunk through our heads in the wee small hours of the night; when we should be resting but our minds are busy with the imperative to do more, be more, and to drive our organisations through to success. And the problem with dark thoughts in the middle of the night is that they come singly, they present themselves as completely individual challenges which have to be conquered one by one.

1. Collaborating for greatness

“Don’t just take the market, shape the market or create entirely new markets”.

So hiring for cultural fit and promoting diversity together can strengthen business prospects. Let’s think for a moment about one of the key elements of a culture of innovation, namely collaboration.

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Collaborative Innovation in Advanced Manufacturing: Just Getting Started

Advanced manufacturers—people who make “things”—face the same challenges in the Digital Age as their counterparts that traffic wholly in bits and bytes. Relentless immediacy. Increased transparency. In this article, the innovation architect Doug Collins reflects on the results from a survey that the analyst firm Frost & Sullivan conducted as part of the Manufacturing Leadership Council. What are the more advanced of the advanced manufacturing thinking these days about the practice of collaborative innovation? Are they on track?

Collaborative Innovation: something for everyone

Broad applicability makes the practice of collaborative innovation powerful. A group in product development starts the practice. Another group—the retail store associates—picks it up to good effect. Human resources takes notice of the uptick in engagement. They come calling.

The people who make things

In this spirit I read with interest the June 2015 issue of the Manufacturing Leadership Journal. Frost & Sullivan sponsors the Manufacturing Leadership Council, which publishes journal every other month. Council members consist of people working at firms engaged in advanced forms of manufacturing (e.g., Cisco, Doosan, Ford, Tata, GlaxoSmithKline, and The Procter & Gamble Company).

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Where Do Good Ideas Go to Die?: The Problem with Your Old Idea Program

Our team found an example of one of the earliest workplace suggestion boxes the other day from 1721 when a shogun, Yoshimuni Tokugawa, wrote to his citizens “Make your idea known . . . Rewards are given for ideas that are accepted.’” This means that the concept of crowdsourcing ideas that can improve a city, workplace, or world has been around for quite some time.

Well, at IdeaScale we’ve been discussing some of the old systems that pre-date idea software and why they didn’t work. We’re talking about cocktail napkins, excel spreadsheets, innovation programs that were run entirely on a single innovation@ email address. The reason that most people are looking for a innovation management software usually corresponds with one of these three shortcomings of the old program.

• It wasn’t scalable. Usually the volume of suggestions to be evaluated is too much for a single person or initiative.
• It wasn’t transparent. Transparency is important to these programs for a number of reasons – finding new resources, recognizing talent, identifying bottlenecks, and more.

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The Serious Job of Prototyping

Things have definitely gotten out of hand. Executives in suits are rummaging around in the LEGO box, a tall man is putting on a wig and speaking in a high-pitched voice, and a group has hijacked all the furniture to build what looks suspiciously like a fortress. Not a scene from an asylum, but the Prototyping phase of THNK’s Innovation Flow. It’s time to turn new ideas and visions into something tangible, a product that can be used and tested, broken up and rebuilt a dozen times. For innovation leadership, this is a crucial step in the creative process.

Build! Break! Try! Play! Dare!

It is virtually impossible to develop creative solutions to complex challenges and get this perfectly right the first time around, hence prototyping. Prototyping is about quickly fabricating the envisioned solution, then going through multiple iterations of testing it with users and fabricating new versions. The cost of fabrication should be low and the process of making and testing should be rapid. This is why a more accurate word for prototyping would be polytyping – it’s all about iteration.
There are three important advantages of Prototyping:

1. Prototyping makes a concept tangible. One can use all senses to design the proposed concept. It allows thinking with one’s hands.
2. Prototyping allows us to see if and how the various elements of the solution work together. It enforces consistency and completeness.
   

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5 Great Ways to Ignite Your Team’s Energy

There are always periods when, as a manager, you might feel that your team members aren’t as productive as they could be, when their morale seems a little low or when they don’t seem as fully engaged with their work as you would like them to be. This can lead to them leaving the company if the situation becomes really bad, which costs the company both money and time spent either hiring a replacement or training a current employee to replace them.

Celebrate the wins

When something goes well and a client is happy or impressed with the work of an individual or the team as a whole, ecognise and celebrate it. You don’t have to go overboard (not least because the effect will diminish the more you do so), but the energy and positive buzz that is created when something goes well is infectious and has a significant effect on the work and emotional state of the team.

Play to strengths

No team is going to be happy working outside their comfort zone – even if they are trying to develop themselves and learn new things, they have to feel confident and capable in their daily roles rather than worried and uncomfortable.

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