Professional Documents
Culture Documents
Charles Leadbeater
Innovation is more vital It sounds exciting But it can be very painful and prone to failure You know you need to do it but hate it
Leading Innovation
Reality Comes from immersion Fail early but often Collaborative Admitting ignorance Mostly development Borrowing Look sideways and backwards Networked, open innovation Consumers as innovators But unlearning just as vital
But successful companies like to reinforce past success Set aside some investment (time and money) in new ways of working, especially with demanding clients
Leading Innovation
But managers want organisations to be aligned, no waste Innovation takes some time, freedom and permission Encouraging people to follow their noses
Leading Innovation
But senior managers identity comes from the past Institute unlearning: Room 101 Get rid of Sacred Cows Get people from outside to challenge your history
Leading Innovation
But being a manager is being in charge Appointing people who might, constructively, disagree with you Find useful deviants Make challenge routine and unthreatening Let the youngest people redesign the organisation
Leading Innovation
But being a manager means knowing the answer Be prepared to look stupid Ask outsiders People fresh into the business Dont immerse people too fast
Leading Innovation
But managers hate admitting someone else is better Job swaps Peer reviews/mentoring Shared corporate objectives and targets Learning from sectors that close but not the same
Leading Innovation
But managers stay in their offices Dont get trapped: your desk is a dangerous place to be Get on the ground, with your clients
Leading Innovation
That happens at the edge of the organisation, in real time Segment your customers: who do you most learn from? Who are your lead client innovators? Can you give users tools to innovate with you/for you? Radical and disruptive innovation starts with clients in small markets
Leading Innovation
Innovation is development
Having good ideas is just the start, developing them is critical If you have a good idea who do you pitch it to? How does it get developed: skills, budget? How does it get tested? Applying resources in the right way at the right time
Leading Innovation
Managers have plans, numbers, market shares Ideas come from imagination Imagination gets sparked by metaphor
Leading Innovation