Environment and skills
Mastering a subject is to have an in-depth knowledge about a defined area.
Mastering the innovation is to dominate an interdisciplinary approach that enables business leaders who embrace innovation to develop all the necessary skills to transform ideas into action.
For this to happen it is necessary to arouse awareness in collaborative leadership, that makes its presence unleash the inner energy of its employees and that allows unambiguous understanding of the strategy to implement in their organization.
This means mastering possibilities and white spaces and be able to facilitate the implementation of ideas through a simple and adaptive system that responds to the dynamics of global change.
Mastering innovation is like maneuvering the gearbox of a car, using the proper speed to each moment and when necessary to back-pedal.Mastering innovation is being facilitator and to propose models of innovation according to the nuclear competences of the Organization and the context where they intend to act.
Paul Hobcraft makes a valuable approach on the passage of linear models to dynamic models, in an article titled “The forming of new structures-the business ecosystem of innovation federations” and I advise you to read and reflect. An extract:
“As we begin to open up our thinking to ecosystems these are having a powerful effect on our perspectives as different partners contribute to this often ‘emergent’ thinking. This becomes more evolutionary and requires a completely different way to manage these ‘relationship contract’s that are forming around a given concept or platform. They require increased interactions within the community and need far more tightly controlled activities to gain the synergies and effects from working within an ecosystem. Relationship management needs to keep focusing on enhancing, driving innovation and knowing how to adapt this within the whole concept. No easy task.
Ecosystems that produce ultimately new business models often rest on a large capacity for agility within the participating organizations. Internal capabilities and competencies often get highly stretched by the new dynamics taking place, you need a strong orchestrator of the ecosystem to manage these challenges and many cultural biases that can blind a ‘line of sight’.” – Paul Hobcraft
Companies like business orchestras should be directed by a conductor capable of meeting both the talent of a soloist as to synchronization of the capacities of the musicians.
Often the choice of repertoire is fundamental to the success of the organization. An action involves the use of human and physical resources and a structure that supports the Orchestra’s confrontation with the public and this entire dynamic can and should be facilitated by who mastered the knowledge area concerned.
This is the role of masters, facilitators, consultants, trainers, etc., when we talk about innovation.
Today given the diversity and complexity of the disciplines and instruments the roles intermingle, but I think that the main function of a consultant is to be a facilitator in an interdisciplinary process.
To faciliatte is to make the company leadership understands the dynamics surrounding to be able to act on it.
Facilitation requires help or makes it easier for others to action, so that the desired results are achieved.
Facilitation involves promoting the understanding and the use of processes effectively and not just providing content. At the bottom is a process of “self-discovery” that promotes the integration of knowledge and understanding.
To be able to facilitate the transformation of a company in an innovative company is a challenge that usually requires new strategies, new tools and new individual and organizational behaviors.
Although an organization can tender for an innovation culture as a whole, there are always areas which form an integral part of its operation and where in some moments are not so easy the interventions. However it is important to realize that there is an organizational development that fits in a context and that does not respond immediately and in the same way in all aspects.
“OD provided insights into the organizational and behavioral characteristics of innovation, combined with improving understanding of the processes of organizational change and meant that managers could institute interventions with the goal of enhancing innovation capability
Innovation facilitation requires distinctive consulting skills and specialized methodologies including data collection, technological auditing, technology visioning, scenario development, change management, and organizational culture development. The OD practitioner is uniquely suited to the role of innovation facilitator because he or she is usually:
Seen as neutral in regard to the content of ideas being discussed
Called upon to observe and/or facilitate meeting where innovation is discussed (goals, ideas, or process)
Skillful in the use of process tools; able to assist client groups to make their discussions more inclusive and productive and to improve their innovation management process
Alert to group process issues that can stifle open discussion
Aware of strategic direction in the organization and positioned to raise the issue of how it is being implemented in any group
In a position of trust, with the license to challenge clients’ assumptions
Broad in perspective and able to help clients see how they can move their ideas forward
The OD practitioner is also—or should be—continually innovating in his or her own practice. Thus, despite its complexity, innovation is both a mode of operation for OD practitioners and a target for their interventions.”
If we only consider innovation focusing on celebrities and their great deeds, like Apple, facebook, the P & G and other similar, to propose our participation in the organizational development we are creating a sort of “Haute Couture” in creativity and innovation.
So I think it is important to facilitate the decision on the part of enterprises and seek to develop a culture of innovation that enables them to themselves define where they want to reach and how.
A healthy culture of innovation promotes creativity and collaboration, and at the same time provides positive models for the management of successful innovation.
The right choice for value creation depends on business strategy and that means raising the innovation culture through more consistent communication on innovation strategy as well as create environment and time for creativity all this supported by a proper policy of recognition and reward.
What do you think of this?
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