Old school innovation leaders promote predictability. Is that you?
Most of the management disciplines and rituals which we use today were invented a long time ago to promote discipline, control, alignment and predictability. The point is that if you want to be more innovative, it will require a complete retooling of a company’s management processes, the way it plans, budgets, organizes, allocates resources, measures performance hires and compensates. In many companies, it is a challenge to change the old mindset. Keep reading and learn, from Gary Hamel, what a mindset change could entail.
What does the challenge look like?
Gary Hamel says in his book: What matters now, about the challenges facing corporate innovation: Few if any employees have been trained as business innovators. Few employees have access to the sort of customer and technology insights, that can help to spur innovation.
Would be innovators face a bureaucratic gauntlet, which makes it difficult for them to get the time and resources they need to develop their ideas. Line managers are not held accountable for mentoring new business initiatives and lack explicit innovation goals.
Executive compensation schemes don’t put a high priority on innovation. The metrics for tracking innovation (input, throughputs, and outputs) are poorly constructed. There is no common definition of innovation and therefore no way of comparing innovation performance across teams and divisions.
Let go of the routines
Change brings both promise and peril, but the proportion facing any particular organization depends on its capacity to adapt. Organizations though were never built to be adaptable. They are disciplined, not resilient. Adaptability requires the willingness to let go of the routines. In most organizations, there is little willingness or incentive to do so.
Create an efficient and resilient organisation
In a world of mind-flipping change, what matters is not merely a company’s competitive advantage at a point in time, but it’s evolutionary advantage over time. Building organizations that are as resilient as they are efficient may be the most fundamental business challenge of our time.
The ability to adapt is a competitive advantage
In a time of rapid change, the ability to innovate and change quickly and effectively, again and again, is perhaps the only enduring competitive advantage. Those firms that can innovate and change constantly will thrive. Those that do not or cannot will be left behind.
The article was made by Alis Sindbjerg Hemmingsen who is a Senior Business Consultant in CREADIS Business Consultancy, a part of the DIS Group. She specializes in Collaborative and Sustainable Innovation.
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