Innovation is dangerous for your health! © 2002 Walter Adamson
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Business Reinvention Strategy; Commercialisation; Innovation as Change Leadership
.The original published at:http://www.digitalinvestor.com.au/ email@example.com
objectives and culture and methods of the innovation industry search for a grounding, and often miss themark in the majority of corporate environments.The grounding is not in the legal department, corporate licensing, the research labs, or the commercialteams – although that is where the patent and intellectual property and licensing paraphernalia emanatingfrom the innovation industry focus their attention.It appears blindingly obvious that none of those departments or functions, unless part of research-drivencompany, are going to drive the business forward and generate “benchmark plus” wealth.
However, if thatis all the innovation industry has to sell then that is what it will sell.
And that is the fundamentalreasons they are selling solutions to the
– selling solutions to help companies becomeinventive or to manage their inventions and intellectual property and
not to become innovative
There IS a “right problem” for innovation – and a home
a home for the vital message of innovation - but for some reason identification of that home isunclear in current readings. That home, and the governing framework for these components, is
in themanagement practice of change leadership
Innovation as strategy must beincorporated into the overarchingpractice of change leadership.
AsWilliam Pollard noted, “
without change there is no innovation…
” From change,and from observing and understandingchange, comes innovation. And fromcontinuous innovation invention
arise.Thus, from the above simple notions,
emerges the framework and relationship for innovation andbetween innovation and invention for the vast majority of firms.
The essential management practice of, and competence in change leadership builds a
platform for thedeployment of innovation skills, knowledge management skills
and tools, and gives
meaning to theimplementation of the learning organization
.The learning organization has no purpose if not to be better at changing, better than the competitors, andbetter with respect to markets and customer value and staff, for example.
Innovation is part of the framework of strategic change leadership
Therefore the key contention being made here is that innovation
methodologies, techniques & tools
arepart of the enabling kit assisting in the outcome of the
implementation of strategic change leadership
, just as knowledge management and “the learning organization” also assist and help enable the samepurpose of change leadership. These tools are part of the practice of change leadership – a core andessential practice for every successful company.The insight that innovation is part of the enabling framework of strategic change management, and that soare knowledge management and the learning organization, is important in explaining past failures. It cannow be seen why, when learning or innovation or knowledge management is promoted in the absence of ahome and framework, they fail to find root and cause, and fail to be able to deliver value. They fail because