Category Archives: Leadership

The Integration of Lean Startup Principles in Innovation Management

GUEST POST from Art Inteligencia

In today’s rapidly evolving business environment, the integration of Lean Startup principles into innovation management is no longer optional – it’s essential. This approach equips companies with the flexibility and responsiveness required to manage uncertainty and drive sustainable growth. Lean Startup principles, characterized by build-measure-learn feedback loops, minimum viable products (MVP), and pivoting, align seamlessly with the objectives of innovation management. They enable organizations to validate ideas quickly, minimize waste, and focus on delivering customer value. Let’s delve into how these principles can revolutionize innovation management, supported by a couple of compelling case studies.

Case Study 1: Eric Ries and the Birth of IMVU

Eric Ries, the author of The Lean Startup, not only coined the term but also successfully applied these principles to co-found IMVU, a social entertainment company. Here’s how IMVU illustrates the power of Lean Startup principles in innovation management:

MVP Development: IMVU started with a basic version of their product that allowed users to create avatars and chat with each other. This MVP tested the market without heavy investment in unnecessary features.
Build-Measure-Learn: The team continually iterated on their product based on customer feedback, measuring user engagement metrics, and learning what truly resonated with their audience.
Pivoting: IMVU initially targeted instant messaging users but discovered through experimentation that their product had more potential as a social network. This pivot allowed them to realign their strategy to better meet market demands.

By embedding Lean Startup principles into their innovation management process, IMVU was able to conserve resources, rapidly adapt, and achieve market success.

Case Study 2: General Electric’s FastWorks

Transitioning from a startup to a well-established organization, General Electric (GE) offers another compelling case of integrating Lean Startup principles. Through their FastWorks program, GE revolutionized its approach to innovation.

Cross-Functional Teams: GE formed dedicated FastWorks teams comprising members from diverse functions. These teams were empowered to rapidly experiment and iterate.
Customer Validation: GE encouraged direct interaction with customers early in the development process. One notable success was the development of the energy-efficient industrial dishwasher. By involving customers from the outset, GE identified and addressed key pain points effectively.
Metrics for Learning: Instead of focusing on conventional financial metrics, GE emphasized validated learning and customer feedback to guide product development.

GE’s FastWorks initiative underscored the potential of Lean Startup principles in large enterprises, promoting agility, customer focus, and continuous improvement.

Best Practices for Integrating Lean Startup Principles

Embrace Uncertainty: Foster a mindset that views uncertainty as an opportunity for learning rather than a risk.
Create Cross-Functional Teams: Ensure diverse perspectives and skills are represented to enhance creativity and problem-solving.
Prioritize Customer Feedback: Implement mechanisms to gather and act on customer feedback continuously.
Iterate Continuously: Develop a culture that encourages rapid experimentation and learning from both successes and failures.
Measure What Matters: Focus on metrics that indicate customer value and learning rather than just financial performance.

Conclusion

The integration of Lean Startup principles in innovation management is transformative, enabling companies to navigate uncertainty, respond to customer needs rapidly, and drive sustainable growth. Whether you are a startup or a large enterprise, these principles provide a robust framework for fostering innovation and achieving long-term success. By learning from the successes of IMVU and General Electric, organizations can better equip themselves to meet the dynamic challenges of today’s business environment.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Weighing the Effectiveness of a Leader

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Weighing the Effectiveness of a Leader

GUEST POST from Robert B. Tucker

As a college student, I was a volunteer on Joe Biden’s initial race for U.S. Senate. I recalled him saying something like, “If I’m elected, come see me in Washington.” Twenty or so years later I did just that. I put Biden to the test.

It was after a speaking engagement in Washington, D.C. I was about to head to the airport when I spotted the majestic Capitol dome in the distance. I remembered Biden’s promise. I had the cabbie to take me over to the Senate Office Building wherein the Delaware senator’s receptionist dutifully passed along my request.

Moments later a smiling and familiar figure appeared. The senator shook my hand and barely slowed down long enough to usher me to accompany him over to the Senate floor where he needed to cast a vote. We visited on the tram back and forth, and shortly we were back at his office, whereupon he thanked me for my service and disappeared.

Brief though it was, Biden passed my little test. He kept his word. He walked his talk. It was just that simple, yet I never forgot it.

I recall that incident from long ago because right now because it seems that leaders everywhere are being put to the test. Constituents, employees, and everybody else is asking tough questions about the competence and character of leaders.

As an innovation coach and public speaker, I’ve had a 35 year ringside seat to observe leadership in action. Working in 54 countries, and in every state and with businesses and trade groups of every size and industry, I’ve seen examples of great leadership that inspired me no end. I’ve worked with top teams of businesses in Rome, Charlotte, Bangkok and Abu Dabi. I’ve observed leadership in mobile phone companies in Bahrain, staffing companies in Kansas City, energy companies in Kenya, and direct selling companies in Peru. And lately, as we all have, I’ve seen dysfunctional and self-serving leadership at the national level that has disgusted me and made me fearful for future generations.

Never has there been such an urgent need for leadership as right now. Many of the readers of InnovationTrends are CEOs and senior leaders of large organizations. This is my call for you to step up to the plate: your company, your country needs you to lead.

And as leaders, you and I face three distinct challenges going forward:

Can we build trust where trust is lacking?
Can we anticipate change and think ahead of the curve?
Can we execute skillfully and turn vision into reality?

Let’s examine these one-by-one:

The first thing leaders must do is build trust.

From the White House to the schoolhouse to the state house and to businesses and nonprofit organizations large and small, followers are asking those in leadership positions: are you the “real deal” and can I trust you? Do you have my back? And can I trust you to keep me and my family and my community safe? Can you steer and navigate this organization to a better place, or will you stand idly by as it is disrupted by forces you don’t understand, and don’t have a strategy to counteract?

The second thing leaders must do is to anticipate future threats and opportunities.

This week I’m interviewing Rick Sorkin, CEO of Jupiter Intelligence, a climate risk startup with headquarters in Silicon Valley, and whose business booked ten times as many contracts in the first quarter of this year as it did in the prior year. “I think that the pandemic was a bit of a near death experience,” Sorkin told the Washington Post. “Once people got past [it], they were like, ‘Oh, what else is there like this that we’re not worrying about?’” Climate change is at the top of that list.

By using advanced computer modeling, Jupiter forecasts the likelihood of a wildfire disaster, or the threat of a flood engulfing your chemical plant. Jupiter offers a whole new level of insight into what might previously have been considered “unforeseen” risks. Post Covid/Post Jan 6 everyone instinctively realizes we are living in a period of ever-broader “unsustainable” risks. Today’s leaders can no longer kick cans down the road. They must lead, for their anticipation skills are on full display. All leaders need to develop and use better tools and methods to help anticipate threats, but also, as Jupiter is doing, to position, wherever and whenever possible to translate them – using creativity and innovation thinking — into opportunities.

The third thing that leaders need to do is to execute successfully and turn vision into reality.

I once interviewed Warren Bennis, the late leadership guru and former president of the University of Cincinnati. Professor Bennis believed in the adage that great leaders are not born but made, insisting that “the process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” as he put it in an interview with the New York Times. Both, he said, were grounded in self-discovery.

Yet It was Bennis’s definition of leadership that I recall now, as being particularly appropriate to the times we are living in. Leadership, as Bennis saw it, is “the capacity to translate vision into reality.”

And that vision-to-reality transformation is what we need to study now, to celebrate now, and to strive to get better at. Instead of “just getting by” or muddling through, true leaders develop a vision of where they want to take the organization. They study the trends, they look back to be guided by history, and they inform themselves consciously and consistently as to where today’s trends are headed, and they take risks and make investments, rather than merely “kicking the can down the road” for future leaders to deal with.

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Resolving Team Conflicts in the Remote Work Era

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Resolving Team Conflicts in the Remote Work Era

GUEST POST from Chateau G Pato

The rapid transition to remote work brought on by the global pandemic has presented numerous challenges for organizations worldwide. One of the most significant hurdles has been managing team conflicts in this new remote work era. As a human-centered design professional, I firmly believe that addressing team conflicts promptly and effectively is essential for maintaining harmony, productivity, and employee satisfaction. In this thought leadership article, we will explore two compelling case studies showcasing successful conflict resolution strategies tailored to remote work environments.

Case Study 1: Leveraging Technology for Collaborative Conflict Resolution

Background:

A tech firm with a distributed workforce experienced an increase in team conflicts due to remote work. The lack of face-to-face interactions, reduced communication avenues, and misunderstandings caused tensions among team members.

Approach:

1. Conducted Surveys: The human resources team conducted anonymous surveys to gauge the frequency and severity of remote work conflicts. This allowed them to identify recurring patterns and specific areas needing intervention.

2. Implement Technology Solutions: Leveraging digital tools, the organization implemented a team collaboration platform that included real-time messaging, video conferencing, and project management capabilities. This tool centralizes communication, allowing teams to organize tasks, collaborate, and address conflicts more efficiently.

3. Training and Workshops: The HR team provided remote conflict resolution training and workshops to equip team members with communication and conflict management skills suitable for remote work environments. They emphasized the importance of active listening, empathy, and mediating virtual meetings effectively.

Results:

By emphasizing effective communication methods and providing robust technology solutions, the organization witnessed a significant reduction in team conflicts within six months. The team collaboration platform helped bridge communication gaps, encouraging open dialogue, and fostering a more positive work environment.

Case Study 2: Emphasizing Emotional Intelligence for Conflict Mitigation

Background:

A marketing agency predominantly working remotely experienced a surge in team conflicts primarily due to miscommunication and intra-team rivalries. These conflicts often resulted in missed deadlines, reduced creativity, and decreased team morale.

Approach:

1. Conflict Resolution Training: The agency invested in providing conflict resolution training sessions specifically tailored to remote work dynamics. The sessions focused on developing emotional intelligence, emphasizing empathy, active listening, and effective communication in virtual settings.

2. Individual Coaching and Support: Recognizing that some team members needed personalized guidance, the agency initiated one-on-one coaching sessions to address specific conflicts and provide a safe space for employees to express concerns. Coaches helped team members understand their emotions better and encouraged them to find common ground through genuine conversation.

Results:

Following the conflict resolution training and personalized coaching sessions, the marketing agency observed a remarkable improvement in team dynamics. Team members reported reduced conflicts, enhanced collaboration, and heightened creativity. The emphasis on emotional intelligence enabled them to address conflicts proactively and find mutually beneficial solutions that allowed the team to move forward cohesively.

Conclusion

Resolving team conflicts has always been crucial for organizational success, and the remote work era presents its unique set of challenges. By leveraging technology, fostering effective communication, and prioritizing emotional intelligence, organizations can successfully mitigate conflicts in remote work environments. As human-centered design professionals, understanding the intricacies of remote work dynamics enables us to develop tailored conflict resolution strategies that empower teams, enhance productivity, and cultivate a positive work culture even in decentralized settings.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pixabay

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The Role of Leadership in Driving Innovation Culture

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Insightful Lessons from Visionary Leaders

The Role of Leadership in Driving Innovation Culture

GUEST POST from Chateau G Pato

In today’s rapidly changing world, organizations that embrace innovation are better positioned for long-term success. However, fostering an innovative culture requires leadership that not only recognizes the importance of innovation but also actively supports and cultivates it. In this article, we delve into the pivotal role leaders play in shaping an innovative culture and explore real-life case studies of effective leaders who have successfully fostered innovation. By gaining actionable insights from these examples, we can understand how to drive innovation culture within our own organizations.

Case Study 1: Apple Inc. – Steve Jobs

Steve Jobs, the visionary leader behind Apple Inc., exemplified the profound impact leadership can have on driving an innovative culture. Jobs transformed and established Apple as a remarkable innovator in the technology industry. He instilled a sense of creativity, relentless pursuit of perfection, and the courage to challenge conventions.

Actionable Insights:

1. Encourage risk-taking and experimentation: Jobs embraced a culture that encouraged employees to take calculated risks and think outside the box. He fostered an environment where failure was viewed as a valuable learning experience rather than a negative outcome, thereby empowering individuals to innovate fearlessly.
2. Drive a customer-centric approach: One of Jobs’ greatest strengths was his ability to understand and anticipate customer needs. By placing the customer at the core of the company’s innovation efforts, Apple consistently delivered revolutionary products that exceeded expectations.

Case Study 2: Google – Larry Page

Larry Page, co-founder of Google, provides another exemplary case study on fostering an innovation culture within an organization. Page recognized that innovation thrives when teams are given the freedom to explore and experiment, leading to remarkable advancements in various fields.

Actionable Insights:

1. Create an environment for open collaboration: Page promoted a culture of open communication and collaboration at Google. He believed that diverse perspectives and ideas fuel creativity and innovation. By providing ample opportunities for employees to collaborate across teams and disciplines, Google became a melting pot of ideas.
2. Empower employees through moonshot thinking: Moonshot thinking, a concept Page introduced, encourages employees to pursue audacious goals. By setting big, ambitious targets, Page pushed his teams to think beyond traditional boundaries and embrace exponential thinking.

Conclusion

Leadership plays a pivotal role in driving an innovative culture within organizations. The case studies of Steve Jobs at Apple and Larry Page at Google demonstrate how effective leaders can foster and sustain an environment where innovation thrives. By encouraging risk-taking, fostering a customer-centric approach, promoting collaboration, and empowering employees through ambitious goals, leaders can shape an innovative culture. As human-centered professionals, we must harness these actionable insights to create organizations that continually evolve, adapt, and lead the way in an ever-changing world.

Image credit: Pixabay

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Where Do Innovation Strategies Usually Go Wrong?

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GUEST POST from Jesse Nieminen

Innovation strategy is a common source of anxiety for many innovation managers: they always want one, but few think their organization has a clearly defined one.

However, the good news is that innovation strategy is just a set of decisions on how to best fulfill the company’s overall strategic goals related to creating something new or improved. So, even if your organization doesn’t yet have a clearly defined innovation strategy, it’s often a surprisingly straightforward task to derive it from the overall corporate strategy.

Having said that, there still are a handful of ways in which innovation strategies often go wrong. In this article, we’ll explore some of these more common mistakes, and seek to provide you with some actionable tips for avoiding them.

Innovation Strategy

The Classic Strategy Mistakes

Let’s start by covering the five classic strategy mistakes. These are not specific to innovation strategies but are by far the most common problems in those too.

The Five Classic Strategy Mistakes

At first glance, these classic mistakes seem like very basic rookie mistakes that no senior leader worth their salt will make. However, they are actually very difficult to avoid completely in a large organization. Most strategies, even some of the best, thus usually include some of these elements.The point is that if you start to see more than one or two of these, or if they’re obvious issues, odds are that your strategy will run into challenges down the road. Let’s next cover each of these mistakes briefly.

Daydreaming. This is the classic case of management coming up with a big, bold vision but not having any idea on how to get there, and no concrete plans for figuring that out. For front-line employees and managers, it’s immediately obvious that the strategy just isn’t rooted in reality.
Alignment is a related, but more nuanced challenge, and one that almost every large organization struggles with. Bridging the gap between the big picture goals and the day-to-day across the entire organization is just a very difficult task that is nearly impossible to get right from the get-go. The key is getting most of the way there, and then actively working to further improve alignment as you execute on the strategy.
Hoping for the best is a classic mistake for the big-picture style of leaders who think that their job is to get the big picture right, and its’ then other people’s job to make things happen. In reality, as Professor Martin well put it, it just doesn’t work like that. If your strategy doesn’t consider the execution, you’re just hoping for the best and usually that won’t happen. There’s a reason for the CEO being the Chief Executive
Not deciding is probably the second most common challenge right after alignment. We’ve all seen strategies that are basically a variation of “we do everything for everyone because that’s the biggest market”, and that lack of focus can only lead to spectacular failure when it comes time to execute the strategy. Another variation of this is strategies like “we focus on growth”, “we will become a market leader”. These aren’t meaningful choices; they are the end results, and very abstract ones at that. Nevertheless, growth can be made into an effective strategy if it’s focused on a very specific area, and the strategy includes the compromises you’re willing to make to achieve that growth, for example profitability. However, that’s just not what most companies are doing when they say their strategy is growth.
The 5-year plan is our nickname for running an extremely intensive one-off strategy process where a detailed roadmap is created for the next five (or however many) years. The problem is that no matter how well you know the business and do your research, no one gets it right from the get-go, and even if you theoretically would, there are very few markets that are so stagnant that nothing significant will change in the next five years. Good strategies are always a result of an iterative, on-going process.

In a nutshell, innovators plan for the long-term and towards specific goals – but remain flexible on the ways to get there and make strategy an iterative learning process focused on getting things done and continuously moving in the right direction. There are many good frameworks for this. Be it Future-Back, Discovery-Driven Planning, Blue Ocean Strategy, or the Lean Startup, they all essentially talk about variations of the same thing.

The Real Challenge is Implementation

Let’s say you get the big picture right and avoid the classic mistakes we’ve just covered. The good news is that you’re now in the game! The bad news is that you’re still a long way from successfully pulling off your strategy.

The implementation is the hard part, and the part that makes all the difference. In essence, a great strategy, be it an innovation strategy or any other kind of strategy, sets the upper limit for the performance of the organization. A poor strategy, even when executed perfectly, will still lead to poor performance. But so does a perfect strategy when implemented poorly.

Strategy execution is the hard part

Reliable figures for the failure rate of strategy execution are hard to come by, but the consensus seems to be in the range of 60-90%. I haven’t seen research on the same figures for innovation focused strategies but based on the stats that are available, I’m quite confident they aren’t much better.

Anyone can, after all, say that they want to change the world or become a global leader at something, but few can make that happen.

So, a great innovation strategy is built on a nuanced understanding of an organization’s operating environment and is built on choices that give the organization the best possible odds of success. And, in that, keeping the implementation and the day-to-day realities top of mind during each phase of the strategy work is key.

A great innovation strategy is built on a nuanced understanding of an organization’s operating environment and is built on choices that give the organization the best possible odds of success.

The details will naturally vary depending on the business and industry, but before we wrap up, we’ll briefly cover some of the key principles that most organizations pursuing an innovation focused strategy should pay attention to.

Getting Implementation Right

1. Tell the What, focus on the Why, and leave room for the How

The first of our principles is to understand that you as a leader don’t have all the answers. Whatever plan you create will need to be adjusted, and it should be done by the people executing the strategy. So, make sure your strategy tells the big picture mission and key choices you’ve made (the What), but focuses especially on the rationale behind them (the Why) while leaving room for people to figure out what the best methods are for achieving those goals (the How).

Statistically speaking, no one will remember your strategic goals, but with a couple of well-chosen examples, you can get your employees to remember the rationale behind key choices, which has far reaching consequences throughout the organization. If you get that right, alignment and execution will become dramatically easier.

2. Speed is key, systematically seek out and remove barriers for it

As we’ve covered earlier, executing an innovative strategy is an iterative learning process. The faster you can move, the faster you will learn, and the more you can accomplish. This leads to compounding returns, and that’s why I think pace of innovation is the ultimate competitive advantage any organization may have.

There are a number of things that can help make an organization more agile, innovative, and faster, but in the end it comes down to systematically seeking out and removing any and all barriers that prevent people from executing the strategy – and innovating. Sometimes this is straightforward if you just keep an ear to the ground, but often you may need to resolve more complex structural issues.

3. Decentralize

While it’s been shown that an extraordinary CEO can temporarily get an organization to execute well with sheer will of force, things will unravel the moment they leave if capabilities and responsibilities aren’t spread out across the organization. Thus, smart leaders will focus on controlled decentralization and capability building from the get-go.

The same principle applies for both strategy execution and innovation. Simply put, decentralization will help your organization make more informed decisions and move even faster.

Conclusion

As we all know, strategy plays a big role in determining the success of any organization. It essentially sets the upper limit for their performance, and a poor one will prevent the organization from ever reaching its full potential.

But, in any industry, there are likely dozens if not hundreds of companies with great, often even nearly identical strategies. Some just seem to pull it off, where others don’t.

Thus, it’s the implementation that makes the difference and really determines the success of an organization, and planning for execution and adapting to a changing reality must be crucial parts of your strategy from the get-go.

Image credits: Unsplash, Jesse Nieminen, unsplash

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How AI is Revolutionizing Workplace Productivity

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The Future of Work

The Future of Work: How AI is Revolutionizing Workplace Productivity

GUEST POST from Art Inteligencia

As the world rapidly embraces technological advancements, Artificial Intelligence (AI) is emerging as a transformative force in reshaping the future of work. From automating mundane tasks to augmenting human capabilities, AI is revolutionizing workplace productivity. This thought leadership article explores the profound impact of AI on the future of work, focusing on two noteworthy case studies that highlight its potential to enhance efficiency, creativity, and collaboration in diverse industries. By understanding these examples, we can proactively adapt and capitalize on the benefits AI brings to drive productivity in our own professional lives.

Case Study 1: Manufacturing and Supply Chain

AI has ushered in a new era of productivity in the manufacturing and supply chain industry. Traditional labor-intensive processes have been streamlined, optimized, and made more efficient through the implementation of AI-driven technologies. One such example is the global conglomerate General Electric (GE), which integrated AI-powered robots into their production lines to automate repetitive tasks. The introduction of AI reduced production time, decreased error rates, and increased overall process efficiency. This augmentation of human labor with AI resulted in improved workplace productivity and allowed employees to focus on more complex and strategic tasks. By embracing AI, GE demonstrated that automation, when applied thoughtfully, can be a powerful tool for transforming the workplace and optimizing productivity.

Case Study 2: Creative Industries and Content Creation

AI is making significant strides in enhancing productivity within creative industries. Companies like Adobe have leveraged AI to streamline content creation processes, saving valuable time and boosting creativity. Through their AI-powered platform, Adobe Sensei, they enable automated image and video analysis, simplifying time-consuming editing tasks. For instance, content creators can now rely on AI algorithms to auto-generate complex graphics, suggesting potential enhancements based on design trends and user preferences. By alleviating repetitive design work, professionals can focus on higher-value creative decision-making, resulting in greater productivity and improved output quality. This integration of AI in creative industries demonstrates the synergy between human ingenuity and AI-driven automation, empowering professionals and stimulating their creative potential.

The Future of Work: AI as a Collaborative Partner

While the aforementioned case studies highlight the profound impact of AI on workplace productivity, it is essential to recognize that AI’s role is not limited to automation alone. The future of work lies in collaborative synergy between humans and AI, with AI serving as an intelligent partner rather than a complete replacement. By leveraging AI’s capabilities, professionals can amplify their creative thinking, problem-solving skills, and strategic decision-making. AI can effortlessly analyze vast amounts of data, making predictions and suggesting insights that humans might overlook. As a result, professionals can focus on leveraging their unique human skills, such as empathy, critical thinking, and relationship building. By adopting AI as an augmenting ally, professionals in various industries can unlock unprecedented levels of productivity and innovation.

Conclusion

AI is undoubtedly revolutionizing workplace productivity, as showcased by the case studies in manufacturing and supply chain management, as well as creative industries. The transformative potential of AI lies in augmenting human capabilities, automating mundane tasks, and facilitating informed decision-making. By embracing AI as a collaborative partner, professionals can free up time, optimize their performance, and focus on high-value tasks that leverage their unique talents. As the future of work unfolds, it is imperative for human-centered professionals to actively embrace and adapt to AI, harnessing its power to revolutionize workplace productivity for the betterment of society.

Image credit: Pixabay

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Co-creating Future-fit Organizations

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Co-creating Future-fit Organizations

GUEST POST from Janet Sernack

In our second blog in this series of three, we opened the door to a threshold for a new kind of co-creative, collaborative and cohesive team spirit that catalyzes change through “innovation evangelism”. Focusing on building both internal and external talent, through empowering, equipping, and enabling internally cohesive and effective innovation teams. They apply their collaborative and collective intelligence towards initiating open innovation initiatives co-creating future-fit organizations that are human-centric, adaptive, engaging, inclusive, collaborative, innovative, accountable, and digitally enabled.

Innovation evangelists are change catalysts who courageously experiment with different business models and processes, to crowdsource broad and deep innovation capabilities. Usually in new ways that breakthrough corporate antibodies and barriers and deliver sustainable, meaningful, and purposeful change. Where, according to the recent Ideascale “Crowd Sourced Innovation Report 2021” “crowdsourced innovation capabilities have grown and innovation output indicators like implementation rate and time to implement have improved. In fact, businesses that were able to rapidly adapt and focus on innovation(in 2020) are poised to outperform their peers in the coming years”.

Innovation teams don’t innovate

The purpose of an innovation team is to create a safe environment that unlocks organizational and its key external stakeholder’s collective intelligence and innovation agility (capacity, competence, and confidence) to build the capability to change as fast as change itself.

Where the goal is to create a high performing, connected, and networked workplace culture where people:

Understand and practice the common language of innovation, what exactly it means in their organizational context, as well as exactly what value means to current and potential customers as well as to the organization,
Develop a shared narrative or story about why innovation is crucial towards initiating and sustaining future success,
Have the time and space to deeply connect, collaborate, and co-create value, internally and externally with customers, suppliers, and other primary connection points to build external talent communities and value-adding ecosystems,
Maximize differences and diversity of thought within customers as well as within communities and ecosystems,
Generate urgency and creative energy to innovate faster than competitors,
Feel safe and have permission to freely share ideas, wisdom, knowledge, information, resources, and perspectives, with customers as well as across communities and ecosystems.

How innovation teams learn and develop

Sustaining success in today’s uncertain, unstable, and highly competitive business environment is becoming increasingly dependent on people’s and team’s abilities to deeply learn, adapt and grow. Yet most people and a large number of organizations don’t yet seem to value learning and adaptiveness as performance improvement enablers, especially in enabling people and teams to thrive in a disruptive world. Nor do they understand how people learn, nor how to strategically develop peoples’ learning agility towards potentially co-creating future-fit organizations that sustain high-impact in VUCA times.

At ImagineNation™ we have integrated the four E’s of learning at work; Education, Experience, Environment, and Exposure with 12 key determining factors for co-creating future-fit organizations that sustain high-impact in VUCA times through our innovation team development, change, learning, and coaching programs.

Case Study Example

Educational customisation and alignment

After conducting desktop research and key stakeholder sensing interviews, we customized our innovation education curriculum specifically to align with the learning needs of the innovation team.

We aligned the program design to the organization’s strategic imperatives, values, and leadership behaviors, we reviewed the results of the previous culture, climate and engagement surveys, as well as the range of business transformation initiatives. We then applied design thinking principles to “bring to life” the trends emerging, diverging, and converging in our client’s and their customer’s industry sectors.

Focusing on:

enabling people to perform well in their current roles,
building people’s long-term career success,
developing their long-term team leadership and membership development capabilities,
laying the foundations for impacting collectively towards co-creating future-fit organizations.

Experiential learning a virtual and remote environment

We designed and offered a diverse and engaging set of high-value learning and development experiences that included a range of stretch and breakthrough assignments as part of their personal and team development process.

Focusing on:

encouraging people to engage in a set of daily reflective practices,
offering a series of customized agile macro learning blended learning options, that could be viewed or consumed over short periods of time,
engaging playful activities and skills practice sessions, with structured feedback and debrief discussions,
providing an aligned leadership growth individual and team assessment process,
introducing key criteria for establishing effective team cohesion and collaboration,
linking team action learning activities and evidence-based assignments to their strategic mandate ensuring their collective contribution towards co-creating future-fit organizations.

Environment to support and encourage deep learning

We aimed at creating permission, tolerance, and a safe learning environment for people to pause, retreat, reflect, and respond authentically and effectively, to ultimately engage and upskill people in new ways of being, thinking, and acting towards co-creating future-fit organizations.

Focusing on:

developing peoples discomfort resilience and change readiness,
encouraging people to be empathic, courageous, and compassionate with one another, to customers as well as to those they were seeking to persuade and influence,
allowing and expecting mistakes to be made and valued as learning opportunities and encouraging smart risk-taking,
reinforcing individual learning as personal responsibility and team learning as a mutual responsibility and establishing a learning buddy system to support accountability,
offering a series of one-on-one individual coaching sessions to set individual goals and support people and the teams’ “on the job” applications.

Exposure to different and diverse learning modalities

We designed a range of immersive microlearning bots by providing regular, consistent, linked, multimedia learning options and a constantly changing range of different and diverse learning modalities.

Focusing on:

providing an informative and targeted reading list and set of website links,
setting a series of coordinated thought leading webinars, videos, podcasts, and magazine articles aligned to deliver the desired learning outcomes,
outlining fortnightly targeted team application and reinforcement tasks,
helping the team to collaborate and set and communicate their passionate purpose, story, and key outputs to the organization to build their credibility and self-efficacy,
designing bespoke culture change initiatives that the innovation team could catalyse across the organization to shift mindsets and behaviors to make innovation a habit for everyone, every day.

Collectively contributing to the good of the whole

Co-creating future-fit organizations require creativity, compassion, and courage to co-create the space and freedom to discuss mistakes, ask questions, and experiment with new ideas. To catalyse change and help shift the workplace culture as well as crowdsource possibilities through open innovation.

In ways, that are truly collaborative, and energize, catalyze, harness, and mobilize people’s and customers’ collective genius, in ways that are appreciated and cherished by all. To ultimately collectively co-create a future-fit organization that contributes to an improved future, for customers, stakeholders, leaders, teams, organizations as well as for the good of the whole.

This is the final blog in a series of three about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does, and how they collectively contribute toward co-creating the future-fit organization.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

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Innovation Teams Do Not Innovate

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Innovation Teams Do Not Innovate

Guest Post from Janet Sernack

In our first blog in this series of three blogs, we reinforced and validated the importance and role of collaboration. We then described the range of emerging new, inspirational, and adaptive models that lean into complexity and catalyze and embed sustainable innovative workplace culture change. Where some organizations, like Alibaba, Disney, Google, Salesforce, and GE, developed their future fitness by courageously investing in catalyzing, igniting, and leading change through innovation teams.

Innovation teams are teams that don’t innovate!

Conventional team collaboration performance and development approaches are still relevant and foundational to long-term organizational success. And, a new range of organizational needs are emerging in our fast-changing and disruptive world, that complement conventional team development processes including the importance of:

Providing a unified and holistic and systemic “collective mind” focussed on adding value to customers,
Being agile, focused, and in charge to make faster decisions,
Sharing resources and insights to reduce costs,
Working interdependencies to improve efficiencies and productivity,
Shifting focus from being competitive towards co-creating ecosystems to solve bigger, more complex problems, to lead, embed, and sustain value-adding change in a disruptive world.

According to the authors of Eat, Sleep Innovate, an innovation team is formed to develop “something different that creates value” and do this best in a culture where such behaviors come naturally.

These behaviors include:

Curiosity
Customer obsession
Adeptness to ambiguity
Collaboration
Empowerment
Accountability

Purpose of innovation teams

The purpose of an innovation team is to create an environment that unlocks an organization’s collective intelligence (capacity, competence, and confidence) and builds the capability to change as fast as change itself.

Usually, through providing mentorship, coaching, and learning process in ways that align, engage, enable, equip and leverage peoples’ collective intelligence to:

Adapt to higher levels of ambiguity and uncertainty,
Challenge the status quo and help break a conventional business as usual habits, leadership styles, and comfortable ways of working,
Provoke future “fast forward” (horizon three) thinking,
Support the implementation of digital and organizational transformational efforts,
Collectively and collaboratively drive innovation across organizations pragmatically and make it a reality,
Leverage synergies across ecosystems to solve complex problems and deliver increased value to customers.

Ultimately, to provoke and evoke future “fast forward” creative discoveries and experiment with new platforms and possible future business models to help guide future renewal and reinventions.

Delivering these, as smart and multi-disciplinary teams in ways that are timely, agile, and disciplined that potentially support and bring significant value to customers, the market, and to the organization.

Unconventional stretch collaboration requires connection, cognitive dissonance, and conflict

Experimenting with, iterating, and adapting new collaborative models, enables organizations and their leaders, to shift their focus – from being defensively competitive towards being creatively constructive.

Where the goal is to create a high performing, connected, and networked workplace culture where people:

Have the time and space to deeply connect, collaborate, and co-create value,
Maximize differences and diversity of thought,
Generate the urgency and creative energy to innovate,
Feel safe and have permission to freely share ideas, wisdom, knowledge, information, resources, and perspectives.

Innovation teams create discord and generate conflict

At ImagineNation™ we have found that the best way for innovation teams to perform is through building safety and trust, whilst simultaneously being safely provocative and evocative in creating discord and conflict to disrupt peoples conventional thought processes, behaviors, and habits.

To engage people in maximizing differences and diversity to generate creative ideas, and experiment with inventive prototypes, that ultimately solve big and complex problems and deliver commercially astute, innovative solutions.

By connecting, networking, and focussing on co-creation and emphasizing collaboration, inclusion, and mutual accountability, and not on being competitive.

Dealing with the organizational blockers – Innovation teams

At ImagineNation™ our experience has enabled us to understand and reduce the range of key common blockers to transformational and innovation-led change initiatives.

Where we support clients identify, and resolve and remove them by enabling and equipping innovation teams to:

Develop agile and innovation mindsets: building capability in safely exposing and disrupting rigid mindsets through customized mindset shifting, behavioral-based, skills development programs.
Understand the impact of the organization’s collective mindset: supporting teams to develop an empathic understanding of one another, then shifting how they feel and think to act differently, and cultivate the discomfort resilience when facing the challenges and failures in the innovation rollercoaster ride.
Enable leadership development: through educating, mentoring, and coaching leaders to grow their adaptive, collaborative, engaging, and innovative team leadership and membership capabilities.
Foster the development of an adaptive and innovative culture: by applying the cultural assessment and diagnostic processes that result in pragmatic culture change initiatives.
Ensure strategic alignment: sensing, perceiving, and developing a mutual focus, common language and understanding, and a collaborative networked way of working, that bridges the gap between the current and desired states.

Setting up an innovation team – the critical success factors

At ImagineNation™ we have also helped our clients identify, and embed the critical success factors, that enable innovation teams to drive and embed innovation-led change and transformational initiatives by ensuring:

Alignment to the mission, vision, purpose, values.
Strategic allocation of resources.
Leadership team sponsorship and mentorship.
Investment in team members and leader’s capability development.
Thinking big and focussing on clarifying and delivering future “fast forward” far-reaching solutions to highly impactful challenges.
Organization engagement and enrolment in implementing changes and creating, inventing, and delivering innovative solutions.
Lines of sight to stakeholders, eco-system players, and customers, taking an empathic value-adding perspective at all times.

Innovation teams – an unfreezing opportunity to co-create future-fit organizations

Embracing this type of collaborative approach creates an unprecedented opportunity for organizations, who have been upended as a result of the Covid-19 crisis, to develop a sense of urgency toward unfreezing and eliminating their corporate antibodies.

Empathizing with the range of challenges leaders are facing right now, where many are slowly waking up to a post-covid world, where there is an unprecedented and urgent opportunity to co-create a “new normal” that is well-designed to lift any of the emotional barriers to teamwork, locked-down relationships and online fatigue.

Opening the door to a new kind of co-creative, collaborative and cohesive team spirit that allows and encourages people to re-imagine, re-learn, reinvent and co-create new, fresh future fit, adaptive and innovative, people and customer-centric systems, structures, business models, and ecosystems.

All of which are mandatory for delivering future “fast forward” strategies for applying the collaborative and collective intelligence required for increasing value in innovative ways that people and customers appreciate and cherish, in ways we have not previously imagined, that connect with and contribute to, the good of the whole.

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Catalysing Change Through Innovation Teams

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Catalysing Change Through Innovation Teams

Guest Post from Janet Sernack

What makes Israel so innovative? And what has this got to do with teaming? One of the key discoveries, we made, almost ten years ago, when we relocated to Israel, was the power of its innovation eco-system – the result of a collaboration between the state, venture capital firms, successful entrepreneurs, educational system, business system, incubators, and accelerators. Reinforcing and validating the importance and role of collaboration, where a range of new, inspirational, and adaptive models that lean into complexity and catalyze and embed innovative workplace culture changes, have emerged. Where some organizations have strategically and systemically, courageously invested in applying these new models internally, in catalyzing change through innovation teams.

Transform creative discoveries

Innovation teams transform creative discoveries and ideas into new platforms and business models in timely, agile, and disciplined ways that bring significant value to the market and organization. Who, according to Nick Udall, CEO and co-founder of nowhere, effectively deliver the desired step-changes, breakthrough innovations, and organizational transformation, in ways that “move beyond what we know and step into the unknown, where the relationship between cause and effect is more ambiguous, hidden, subtle and multi-dimensional.”

New collaborative models

The range of new collaborative models, include teams and teaming, tribes, collectives, and eco-systems, are all designed to help organizations innovate in turbulent times.

Where they empower and enable everyone to be involved in innovating, and in responding to the diverse assortment of complex challenges emerging from the Covid-19 crises. They also empower and enable people to co-sense and co-create inventive solutions to the range of “complex” challenges, in ways that potentially engineer 21st-century adaptability, growth, success, and sustainability, in countries, communities, and organizations.

Capacity to change

Groups, teams, and teaming are now the “DNA of cultures of innovation”, who fuel organizations, with an “evolutionary advantage – the capacity to change as fast as change itself.” As we transition from our pre-Covid-19 conventional business-as-usual “normals”, organizations have the opportunity to adapt to the high levels of ambiguity by leveraging their peoples’ collective genius.

Utilizing innovation teams to multiply their value and co-create innovation cultures that catalyze growth, in the post-Covid-19 world through:

Emerging and exploring possibilities
Discovering creative opportunities
Making strategic decisions
Incubating and accelerating new ideas.

Realm of the creative team

According to Dr. Nick Udall in “Riding the Creativity Roller-Coaster” – creative teams embrace and work with the unknown, intangible, invisible, the unconscious and the implicate, that their key challenges are “to wander with wonder into the unknown.”

Through cultivating a 21^st-century skill set, including – attending and observing, questioning, listening and differing, risk-taking and experimenting, and teaming and networking that enables them to be, think and act differently.

Catalyzing change through innovation teams involves creating a culture of innovation, which according to the authors of “Eat, Sleep, Innovate” – is one in which (mindsets) and behaviors that drive innovation come naturally.

Where creative teams are formed around a Passionate Purpose, that propels them into the unknown, in an unpredictable world, where they connect and stretch with cognitive dissonance and creative tension, through developing discomfort resilience. To co-create collective breakthroughs that shift them beyond managing the probable, toward leading what’s possible.

Role of collective mindsets and behaviors

One of the key elements that we can intentionally cultivate is our ability to develop habits that build our mental toughness and emotional agility to cope with stress and adversity, at the same time, paradoxically, create, invent and innovate.

The one thing that we can all control, and is controllable, are our individual and collective mindsets – how we think, feel and choose to act, in solving complex problems, performing and innovating, to dance on the edges of our comfort zones, in the face of the kinds of uncertainties we confront today.

Challenges in creating a culture of innovation

Our research at ImagineNation™ has found that many organizations are disappointed and disillusioned with many of the conventional approaches to effecting culture change, largely because of variables including:

Confusion between the role of climate, culture, and engagement assessments and processes, knowing which one aligns to their purpose, strategy, and goals and delivers the greatest and most relevant value.
The typically large financial investment that is required to fund them.
The time it takes to design or customize, and implement them.
The complexity of tools and processes available that are involved in contextualizing and measuring desired changes.
Designating responsibility and accountability for role modeling, leading, and implementing the desired changes.
Building peoples’ readiness and receptivity to the desired change.
Efforts are required in removing the systemic blockers to change.
Designing and delivering the most appropriate change and learning interventions.
The false promises of “innovation theatre”.
The time it takes to reap desired results, often years.

In response to our client’s need for speedy, cost-effective, and simple, internal and collaborative culture change initiatives, we developed an integrated, simple, yet profoundly effective approach that integrates three powerful streams for catalyzing change through innovation teams:

Team development and teaming skills
Education and learning interventions
Coaching and mentoring initiatives

By taking these variables into account, focussing on building the internal capability, and offering a different and fresh perspective towards catalyzing change through innovation teams.

Creating a culture of innovation – the innovation team

We took inspiration from our 32 years of collective knowledge, wisdom, and experience across the domains of change management, culture, leadership, and team development as well as from our 8 years of iterating and pivoting our approach to the People Side of Innovation.

Coupling this with our extensive research sources, we developed and customized a team-based action and blended learning and coaching methodology for innovation teams, described as:

Change catalysts who operate with senior leadership sponsorship, empowered and equipped to trigger internal change management, engagement, and learning initiatives.
Teachers, coaches, and mentors who provide coaching and mentoring support to educate people in innovation principles and processes that cultivate sustainable innovation through co-creating learning programs and events.
A small effective and cohesive team, of evangelists, agitators, coaches, and guides and enables the whole organization to participate through partnering and collaborating on potentially ground-breaking (Moonshot) projects, aligned to the organization’s vision, purpose, and strategy.
Amazing networkers and influencers who work both within and outside of silos to inspire and motivate people to co-operate and collaborate by taking a systemic perspective, leveraging organizational independencies, to co-sense and co-create groundbreaking (Moonshot) prototypes that they pitch to senior leaders.
Being customer-obsessed and equipped with the innovation agility – capacity, competence, and confidence to adapt, transform, and constantly innovate to maximize the impact of innovation across the organization to affect growth, and deliver improved value by making innovation everyone’s job, every day, to make innovation a habit and way of life.

Developing the future fit future-facing company

Involves a commitment toward catalyzing change through innovation teams, leveraging teams, tribes, collectives as internal growth engines, who collaborate quickly to respond to ambiguity, turbulence, and rapid developments. By being nimble and agile, leading with open minds, hearts, and will to be present and compassionate to emerging human needs, courageously experiment with different business models, and creatively contribute to an improved future, for everyone.

This is the first in a series of three blogs about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does.

Check out our second blog which describes how an innovation team operates and our final blog which includes an evidence-based case study of an effective and successful innovation team in a client organization.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach and emergent structure (Theory U) to innovation, within your unique context. Find out more

Image credit: Unsplash.com

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Nurturing Resilience in Employees During Periods of Change

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Nurturing Resilience in Employees During Periods of Change

GUEST POST from Chateau G Pato

In today’s fast-paced, constantly evolving business environment, change has become the new normal. As organizations adapt to market demands, technological advancements, and global challenges, it is essential to ensure that employees remain resilient throughout these transitions. Resilient employees can navigate uncertainties, remain productive, and contribute positively to a company’s transformation. Here, we explore strategies to nurture resilience in employees, emphasizing real-world case studies that epitomize successful practices.

The Importance of Employee Resilience

Employee resilience is the capacity to cope with, adapt to, and recover from stress or adversity. It’s a critical attribute that empowers individuals to face challenges head-on, maintaining their well-being and effectiveness in the process. Resilient employees are not only crucial for personal growth but also contribute to the overall health and success of the organization. Building resilience can:

Improve adaptability and flexibility.
Enhance problem-solving skills.
Promote a positive mindset.
Increase engagement and productivity.
Reduce burnout and turnover rates.

Case Study 1: Tech Solutions Inc.

Background: Tech Solutions Inc., a leading software development company, faced a significant restructuring challenge due to rapid technological advancements and market competition. The change caused uncertainty and stress among employees.

Strategy:

The company adopted a comprehensive approach to foster resilience:

Transparent Communication: Leadership maintained open channels of communication, providing regular updates about the changes and their implications.
Training and Development: Employees were offered workshops on stress management, adaptability, and professional skills.
Support Systems: An Employee Assistance Program (EAP) was introduced, offering counseling and support resources.

Outcome:

These initiatives resulted in higher morale and a smoother transition. Employees reported feeling more supported, and the company’s productivity increased by 15% during the restructuring phase.

Case Study 2: Green Innovations Ltd.

Background: Green Innovations Ltd., a renewable energy firm, needed to pivot its business model in response to evolving market dynamics and regulatory changes.

Strategy:

To build resilience, the company implemented the following practices:

Inclusive Culture: Employees were involved in decision-making processes, fostering a sense of ownership and control.
Resilience Training: The company provided resilience-building programs, focusing on emotional intelligence, mindfulness, and coping strategies.
Peer Support Networks: Peer mentoring and support groups were established to create a community of empathy and assistance.

Outcome:

The proactive measures allowed employees to embrace change confidently. The business experienced a 20% growth in revenue, attributed to the innovative ideas and commitment demonstrated by the resilient workforce.

Key Strategies to Nurture Resilience

Drawing lessons from these case studies, here are essential strategies to nurture resilience in employees:

Foster Open Communication: Create an environment where transparency is valued, and employees are kept informed about changes and their potential impact.
Invest in Training: Offer continuous learning opportunities to enhance both personal and professional development.
Offer Support Systems: Implement programs that provide psychological support and promote mental health.
Encourage Inclusivity: Involve employees in decision-making processes to build a sense of community and shared purpose.
Develop Peer Networks: Facilitate peer support groups to foster a collaborative and supportive work culture.

Conclusion

In conclusion, nurturing resilience in employees is not just beneficial but essential in the face of continuous change. By adopting a multifaceted approach that includes transparent communication, training, support systems, inclusivity, and strong peer networks, organizations can ensure that their workforce remains strong, adaptable, and productive, even during the most challenging times.

As we’ve seen from Tech Solutions Inc. and Green Innovations Ltd., resilient employees are the backbone of successful organizations. By investing in resilience-building strategies, companies can create a thriving work environment capable of navigating the complexities of today’s ever-changing world.

Image credit: misterinnovation.com

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