My research over the last decades shows organizations have spent substantial sums on building creativity and innovation capabilities, motivating employees to participate, only to see their innovation investment come to very little. Organizational anecdotes abound about exciting ideas with strong leadership support reaching the point of final decision making only to see them blocked for a whole series of reasons - personal and organizational risk aversion, political agendas, weak and indecisive leadership. IT departments called upon to facilitate innovation as a way of saving costs struggle with stultifying technological infrastructure along with the other 100 projects they are currently building and the rhetoric of the continual improvement acolytes ensuring organizations maintain their business as usual approach. The list for "why not" is endless. My observations suggest there is another less obvious reason. Innovation in many instances fails not because of any lack of intention rather there is
Entries in creative leadership (6)
In creativity, it is often not until you have completed a piece of work that the obvious intent of the work appears to you. This is particularly relevant in the case of innovation. Personal creativity, the input that produces organizational innovation, never follows a direct path and this has important strategic implications for organizations pursuing systemic innovation as a prime business objective. Our challenge in developing the analytic, the Management Innovation Index™ (the MIX), was to model an organization's innovation as a whole system in order to make innovation measurable. Over 3 years, we trialed and amended the MIX with various clients
As a senior leader in your organization. this is an invitation to an exclusive webinar launch of Version 3 of the Management Innovation Index (the MIX). Innovation in 21st century is now divided into 3 segments - incubators, start-ups and medium to large organizations - each requiring different types of innovation thinking skills. The main challenge for medium to large size organizations is how to grow through their own innovation capabilities. Most medium and larger organizational innovation efforts still start with idea generation. This approach ignores critical organizational skills, practices and capabilities required for innovation success. It also materially reduces the chance of success. The Management Innovation Index (the MIX) addresses this critical gap using clear metrics and actionable recommendations. Launched 7 years ago, the Management Innovation Index has collected over 22,000 pieces
It is difficult to know how to assess your work when you are being creative. Creativity in whatever endeavour or context is ruled by small continual loops of perception, judgment and reflection. It is not until you create a body of work in whatever practice over a long period of time that you, as a creator, gain distance and thus an understanding of your work. Even then you begin to wonder whether the work has any immediate or long term value or has made meaningful connections or sense with or for others. As a creator, it is not you who judges the effectiveness and quality of your creativity, it’s others. I was reminded of this last week when
I don't ever want to hear another engineer say I am not creative after attending a presentation on innovation and creativity by Tristan Carfrae, Senior Fellow at Arup, the designers and structural engineers in the consortium who amonst landmark projects constructed the Water Cube for the Olympic Aquatic Centre at the Beijing Olympics and where the engineers on the construction of Sydney's famous Opera House. What was particularly interesting about Carfrae's presentation was his proposition innovation in the building industry is very difficult and when you look at the simple physics of his proposition, he has a point. Every building is a prototype that mustn't fail.