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4 Reasons Why 2013 Will Be the Year of the Innovator

4 Reasons Why 2013 Will Be the Year of the Innovator

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Published by Gill Wallace Hope

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Published by: Gill Wallace Hope on Jan 04, 2013
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01/04/2013

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4 Reasons Why 2013 Will Be The Year of The Innovator
A couple of years back  when I edited Innovation Management,I was a strong innovation skeptic. A lot of the writing that came my way sounded really like cheer-leading rather than analysis.
I pushed back on one after another “stoke their fire” or “4 Ways….” type
article. It was mushystuff and largely predictable.Enterprises, meanwhile, paid lip service to innovation, but did little more than that.Times change. Innovation is ripe again. Here are four reasons, apart from competitive pressures,why 2013 will see a surge in intelligent, strong ROI-related innovation writing, thinking andaction. It could be your opportunity, too.
 #1. The enterprise is more deeply engaged by innovation
than ever before. The reason is simpleenough
 – 
most organizations are overwhelmed by the requirement to change.I just completed 30 interviews with CIOs and Chief Innovation Officers for my Cognizant Future of Work project.For the
first time in all the years I’ve been observing enterprises I got the
feeling that they were now becoming innovation engines, or trying to become so.Innovation is becoming embedded as a transformation method. Unlike social it is necessary andobjectives-driven. And it has the broadest possible relevance to the future.The drawback is: how do you get a coherent overview of change in your org
 – 
for sure it ishappening but do you know enough about it? Are you in control of the transformation? That willbe a big question in 2013.
 #2. Method is maturing and expanding.
Go back only three years and innovation revolved
around those corny “inspirational” ideas about stoking up the troops and unleashing their 
creativity.The problem for a lot of enterprises was that formal methods like TRIZ appeared to be too formal, or somehow not relevant (I think the opposite, TRIZ is highly relevant). Six Sigma was too closely associated with cost reduction. Employees needed educating but enterprises wereoften too scared of opting for the wrong education.
Now innovation is often reactive
 –
if your people are using iPhones, you had better react. Youneed to start thinking about re-
architecting your infrastructure. There’s no time to lose. If you
are marketing-led, you have to be multi-channel, in fact hyper-channel. Whatever business youare in, you are impacted by radical adjacencies.  Methods are being adopted from start-ups and the lean philosophy in order to cope with this
 –
 and it is a liberation. You also have genuine innovation method in instances like MMI
see mypost here - and a growing understanding of the
complicated 
business environment. That meansleaders are beginning to trust to a little bit of chaos
 –
not too much of course but enough toallow their organizations to reset. But it leads to point 3.

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