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I see no value in waiting until New Year’s Day to resolve to improve myself. “Now is as good as time as any,” makes more sense to me. Last month I resolved to make two changes which, if I succeed in maintaining the alterations, promise to benefit me. In this article, I share my view on these changes, the immediate effect they have had on me, and their relation to the practice of collaborative innovation.
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
Organizations, embracing innovation, have taken the seemingly logical step of designating people to help “foment a culture of innovation.” Enter the chief innovation officer.
Organizations that pursue the inquiry-led form of collaborative innovation often have an outcome in mind. They may seek the “low-hanging fruit” of immediately actionable ideas. They may seek ideas that help to re-envision the business. In this article innovation architect Doug Collins reflects on how the savvy practitioner manages the challenge question formation process to help the sponsor achieve their desired goals. The key? Knowing how to dial up and dial back the level of transformation incumbent within each question.
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
Our columnist Doug Collins began the Dirty Maple Flooring Company tale last fall. Twenty episodes later, the story in which Dirty Maple embraces collaborative innovation has come to an end.
Chief strategist Charlie Bangbang has experienced the first evolution of his practice of collaborative innovation at Dirty Maple by applying the blueprint. What lessons does he take about innovation management? About crowdsourcing? About leadership?
How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?
What might a virtuous circle of collaborative innovation look like? In this episode, our protagonists Charlie and Frankie review how the design of their practice reinforces itself from strategy to planning to execution to governance.
In this episode, Charlie shares with Frankie a map for how the organization might track the ideas surfaced through the Idea Mill Program. Are all ideas created equally? How might we tie the right metrics to the right ideas?
