External networking serves many purposes for a company, and modern digital marketing has become a combination of marketing, customer service, and public relations. Social media and other platforms also allow industry experts and organizations to engage in public conversation about important topics, so being involved and engaged in business and local communities is vital to a company’s success in order to appeal to modern socially conscious audiences.
If your job is to get your company, team, or community to innovate, you know how organizational forces can make it hard to even try something new. Visualizing the resources available is an effective first step in overcoming some of those organizational forces. Simply being able to see, and show, what you have allows you to make a compelling case for marshalling resources and even spark some initial interactions in that direction.
Abstract: A perspective of a redesigned, reformed and transformed business design professional. The author shares her journey, experience, progress, and point of view on today's often discussed "design thinking or building a design-led innovation culture."
What external stakeholder groups can you tap into to build value for your innovation initiatives? Are your relationships with these external stakeholder groups solid or do you need to do additional work to build good, mutually beneficial working relationships? Are there potential stakeholder groups that you have not yet tapped at all? If so, what is your plan for reaching out to organizations within these pools so that you can further expand your innovation ecosystem? Are your channels for communicating with your external stakeholders strong or do they need further work?
Corporations tend to focus on fads, often packaged into corporate initiatives or programs, that roll in and out of favor over time. Attention from leadership around any single initiative doesn’t last forever, and it will shift to the next bright and shiny object at some point. How do you prepare for when this happens?
The switch from divergent to convergent thinking in innovation workshops is smooth in literature but extremely tough in reality. In this article Susanna Bill explains how she was on the verge of making a huge mistake until she learned about the middle component between divergence and convergence: the groan zone.
What has complexity science to do with innovation management? Quite a few things if you ask Dr. Curt Lindberg of Plexus Institute, NJ, the States. Complexity science is the scientific study of complex systems, systems with many parts that interact to produce patterns of behavior that cannot easily be explained by the behavior of the individual constituent elements. From a business perspective you can use it to better understand the importance of relationships and interactions to your innovation efforts.