Dr Ralph Kerle

In the past decade, I have listened to many leaders across all sorts of industries and organisations dialogue about innovation but very rarely have I seen organisations actually embody and live the outcomes of these dialogues. Facilitated dialogues and workshops with the endorsement and often participation of company leaders introducing the strategy and tactics of innovation invariably leave participants highly enthused. Yet very often after a relative short period of time, organisations absorb this optimism and little changes.Leaders attest to the many difficulties associated with organisational innovation, not least of which are the political ramifications. Innovation is like a political movement, often polarising entrenched hierarchies, organisational elites and factions. Innovation favours ideators and implementers, those wanting to overthrow the status quo and get on with change, challenging anybody who stands in their way.How a leader handles this ebb and flow of unresolved organisational tension is crucial to the implementation of innovation.