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
Entries in management innovation (3)
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 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 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 unresolved organisational tension is crucial to the implementation of innovation. Over the last couple of months I have observed a trend within some larger organisations in which senior leaders are starting to engage internal staff in something more than just dialogue about innovation. I can’t put my finger on what it is directly but for want of a better description I will call it - innovation action. Innovation action is beyond mere dialogue and seems to follow a rough pattern.
Accurate analysis around innovation activity in services and the services industry in the Australian economy is very difficult to track down. Firstly there are issues of definition of what the services industry actually constitutes and possibly lots of overlap with other supposed “non-service” categories such as Agriculture, Manufacturing and Mining & Resources. Secondly there is a paucity of understanding of how the innovation systems in services industries typically operate. In one sense the services sector has been a victim of its own success – because it has been steadily growing and has not been in decline like, for example, Automotive Manufacturing Sector, it has not ended up being the focal point for in-depth studies about its innovation characteristics. On the definition side, the Australian Bureau of Census and Statistics writes.. “a service industry produces services valuable to consumers as a final product, such as services provided by cafes and restaurants, or valuable to other service and goods producers as an intermediary input, such as wholesale trade and accounting services.” Hardly helpful!! While ABS reports that in 2012 services made up 71.2 percent of Gross Value Added economic activity and provided jobs for 86.1 percent of employed persons, there is only poor data and limited understanding about the operations of the many services sub-sectors, which are increasingly niche focused and which also increasingly defy simple ABS categorisation methods. As I started to look for detailed data and evidence to better understand the dynamics of the local services sector and its innovation practices I quickly started to draw a blank. I googled various variations on the theme of innovation research