This Part has been focused on bringing to the organization a new level manoeuvrability and responsiveness, a new tempo of innovation, and a new way of working to empower continuous adaptive learning in response to our complex adaptive environment. Some key takeouts include:
1 Have a view on the maturity of your business model. As an exercise, gather the senior team together and get an agreed view on where you believe your organization is on the current ‘S-curve’?
2 Create the space for experimentation
a Find ways to free up time to dedicate to new thinking, ideation, nurtur-ing early stage ideas, and embed this in cultural norms
b Orient resourcing around embedded test and learn. Review and balance the allocation of resourcing towards core business (optimiza-tion, efficiency), expansion (extending propositions, related markets), and breakthrough (new territory, high risk)
c Assess the cultural and corporeal appetite for risk, experimentation and breakthrough innovation
3 Use digital-native processes such as agile, lean and design thinking to increase the scope, scale and tempo of exploration and experimentation 4 Develop a true learning culture in the organization
a Embed reflection time and the practice of retrospectives in working processes
b Encourage learning from failures as well as successes – celebrate the learning, not the failure
c Encourage an organizational growth mindset that relishes challenge as an opportunity to learn – lead by example from the top, set expecta-tions, ask the right questions
5 Create an agile innovation engine
a Empower invention: take ideation out of organizational silos and time blocks; maximize the collision of half ideas through physical and virtual spaces; encourage networked employees and the flow of knowledge to empower innovation at the edges; reward exploring behaviours, independence of thought and willingness to try the new;
challenge innovation efforts to be broad as well as deep; work hard on finding the real problems to solve then use first principles and 10x
thinking to explode the idea; validate continuously with customers and data
b Embed rapid commercialization: use innovation labs, catalyst brands or incubation programmes to hothouse new ways of working as well as early stage ideas; protect early stage concepts as they move from labs to business-as-usual through entrepreneur roles and value driven metrics
c Scale the digital-native way: focus on network effects, open ecosys-tems, platform business models, growth hacking and APIs; encourage active ‘learning-by-doing’ as a way to disseminate new ways of think-ing and workthink-ing at scale wider through the organization
notes
1 Andrew Hargadon (1 July 2003) How Breakthroughs Happen: The surprising truth about how companies innovate, Harvard Business School Press, ISBN-10 1578519047 ISBN-13 978-1578519040
2 Michael Diehl and Wolfgang Stroebe (September 1991) Productivity Loss in Idea-generating Groups: Tracking down the blocking effect, American Psychological Association [accessed 25 October 2016]
3 Alex F Osborn (1 June 1979) Applied Imagination, Scribner, ISBN-10 23895209 ISBN-13 978-0023895203
4 Jonah Lehrer (19 April 2012) Brainstorming: An idea past its prime, The Washington Post, [Online] http://www.washingtonpost.com/opinions/
brainstorming-an-idea-past-its-prime/2012/04/19/gIQAhKT5TT_story.html [accessed 25 October 2016]
5 Ed Catmull (September 2008) How Pixar Fosters Collective Creativity, Harvard Business Review, [Online] http://hbr.org/2008/09/how-pixar-fosters-collective-creativity/ar/1 [accessed 25 October 2016]
6 Steven Johnson (29 September 2011) Where Good Ideas Come From:
The seven patterns of innovation, Penguin, ISBN-10 141033401 ISBN-13 978-0141033402
7 Walter Isaacson (5 February 2015) Steve Jobs: The exclusive biography, Abacus, ISBN-10 034914043X ISBN-13 978-0349140438
8 Charlan Jeanne Nemeth, Marie Personnaz, Bernard Personnaz and Jack A Goncalo (April 2003) The Liberating Role of Conflict in Group Creativity:
A cross cultural study, Institute for Research on Labor and Employment, [Online] http://www.irle.berkeley.edu/workingpapers/90-03.pdf [accessed 25 October 2016]
9 John Hagel III, John Brown and Lang Davison (4 December 2012) The Power of Pull: How small moves, smartly made, can set big things in motion, Basic Civitas Books, ASIN B00XWQNRWW
10 Guillaume Fürst, Paolo Ghisletta, Todd Lubart (2 August 2014) Toward an Integrative Model of Creativity and Personality: Theoretical suggestions and preliminary empirical testing, Wiley Online Library, [Online] http://
onlinelibrary.wiley.com/doi/10.1002/jocb.71/abstract;jsessionid=60ACE13ABA 81805AD1D0278AF33DFEA4.f01t02 [accessed 25 October 2016]
11 Larry Keeley, Helen Walters, Ryan Pikkel and Brian Quinn (19 April 2013) Ten Types of Innovation: The discipline of building breakthroughs, John Wiley &
Sons, ISBN-10 1118504240 ISBN-13 978-1118504246
12 Taiichi Ohno (March 2006) Ask Why Five Times About Every Matter, Toyota Global, [Online] http://www.toyota-global.com/company/toyota_traditions/
quality/mar_apr_2006.html [accessed 25 October 2016]
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www.youtube.com/watch?v=L-s_3b5fRd8 [accessed 25 October 2016]
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org/wiki/First_principle [accessed 25 October 2016]
17 Eric Ravenscraft (2013) Use Elon Musk’s ‘First Principles’ Method for Better Brainstorming, LifeHacker.com, [Online] http://lifehacker.com/use-elon-musks-first-principles-method-for-better-br-1476303603 [accessed 25 October 2016]
18 A G Lafley and Ram Charan (3 September 2010) The Game Changer: How every leader can drive everyday innovation, Profile Books, ASIN B0041G68R8 19 Gary Kasporov (January 2004) The Unthinkable… and the Mundane,
FastCompany, [Online] https://www.fastcompany.com/50914/unthinkableand-mundane [accessed 25 October 2016]
20 Capgemini Consulting (23 July 2015) The Innovation Game: Why and how businesses are investing in innovation centers, Capgemini Consulting, [Online]
https://www.capgemini-consulting.com/the-innovation-game [accessed 25 October 2016]
21 Nidhi Subbaraman (30 January 2012) Walmart Labs Brings the ‘Two-Pizza Team’ Startup Culture to Walmart Empire, FastCompany.com, [Online] https://
www.fastcompany.com/1811934/walmartlabs-brings-two-pizza-team-startup-culture-walmart-empire [accessed 25 October 2016]
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25 Strategyzer A G (2016) The Value Proposition Canvas, strategyzer.com, [Online] https://strategyzer.com/canvas/value-proposition-canvas?url=canvas/
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29 Chris McCann (8 December 2015) 16 lessons on scaling from Eric Schmidt, Reid Hoffman, Marissa Mayer, Brian Chesky, Diane Greene, Jeff Weiner, and more, Medium.com, [Online] https://medium.com/cs183c-blitzscaling-
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PART ThRee Focus
This Part deals with the importance of vision, direction, strategy, and focus in accelerating pace and creating organizational momentum.
Focus – Progress and momentum towards a distinct direction, clarity of definition, the centre of activity, to pay attention to, to adapt to the surrounding conditions to be able to see clearly.
Innovation without Execution is hallucination.
Thomas Edison