With innovation becoming more and more a decisive factor for corporate survival, and – according to the 2010 IBM Global Survey
– a concern for 80% of CEO’s worldwide, it is surprising to observe how
few organizations have innovation high on their strategic agendas, or
even on their strategic agenda at all.
I believe that innovation starts with creative ideas, while innovation – as seen from a strategic point of view – involves the successful implementation of these ideas within the organization.
Even though in most organizations individuals or small groups may be responsible for the actual generation of new ideas, their implementation is a task that must be shared by the entire organization, and most particularly by its leadership.
The latter is, however, impossible to achieve without the strategic conviction that permanent innovation and reinvention are the only way for an organization to survive and thrive in an environment of permanently accelerating change.
A first problem – according to my research – is that many corporate leaders consider themselves “creative” or “very creative”, while – in fact – they are not; at least not according to classical creative assessment standards.
It seems fair to conclude that leaders who believe themselves to be (very) creative, but are not in fact, are likely to have similar misconceptions about the creative environment in their organizations, the incentives placed on ideation and the openness, receptivity towards the ideas of its members.
58% Of my respondents believed that their organizations encourage ideation by their members “considerably” or “very much”, while the same percentage believed to have “good” or “very good” mechanisms in place to receive these suggestions or ideas.
This is stark contrast with the 2007 McKinsey Global Survey, which found that – of 2.100 senior managers interviewed – over 65% were only “somewhat”, “a little”, or “not at all” confident in this area.
According to the same report, although more than 70% of senior management consider innovation key to their corporate future and a top-priority, only 34% say that they manage innovation as a part of their leadership team agenda, another third say they manage it on an ad-hoc basis (whatever that may mean), while for an astounding 19% neither growth nor innovation are part of their strategic priorities.
Furthermore, in many organizations creativity is still seen as a threat to stability and creative people as “loose cannons”, which could actually be true if an organization has no strategies in place to take advantage of the creativity of its members.
Also, the concept of innovation is often limited to the context of creating new things (products, services), while omitting the other positive and stimulating effects an innovation-fostering corporate environment may have: allowing people to express- and enjoy themselves, to grow, feel fulfilled, listened-to, challenged, happy to go to work.
In this blog I will be discussing a number of ideas, tools and strategies that may help organizations as well as individuals to transition into the permanent change model required by XXI Century business.
In other words: “Creativize” their thinking, strategies and organization.
Please feel free to comment, debate and/or contribute.
I believe that innovation starts with creative ideas, while innovation – as seen from a strategic point of view – involves the successful implementation of these ideas within the organization.
Even though in most organizations individuals or small groups may be responsible for the actual generation of new ideas, their implementation is a task that must be shared by the entire organization, and most particularly by its leadership.
The latter is, however, impossible to achieve without the strategic conviction that permanent innovation and reinvention are the only way for an organization to survive and thrive in an environment of permanently accelerating change.
A first problem – according to my research – is that many corporate leaders consider themselves “creative” or “very creative”, while – in fact – they are not; at least not according to classical creative assessment standards.
It seems fair to conclude that leaders who believe themselves to be (very) creative, but are not in fact, are likely to have similar misconceptions about the creative environment in their organizations, the incentives placed on ideation and the openness, receptivity towards the ideas of its members.
58% Of my respondents believed that their organizations encourage ideation by their members “considerably” or “very much”, while the same percentage believed to have “good” or “very good” mechanisms in place to receive these suggestions or ideas.
This is stark contrast with the 2007 McKinsey Global Survey, which found that – of 2.100 senior managers interviewed – over 65% were only “somewhat”, “a little”, or “not at all” confident in this area.
According to the same report, although more than 70% of senior management consider innovation key to their corporate future and a top-priority, only 34% say that they manage innovation as a part of their leadership team agenda, another third say they manage it on an ad-hoc basis (whatever that may mean), while for an astounding 19% neither growth nor innovation are part of their strategic priorities.
Furthermore, in many organizations creativity is still seen as a threat to stability and creative people as “loose cannons”, which could actually be true if an organization has no strategies in place to take advantage of the creativity of its members.
Also, the concept of innovation is often limited to the context of creating new things (products, services), while omitting the other positive and stimulating effects an innovation-fostering corporate environment may have: allowing people to express- and enjoy themselves, to grow, feel fulfilled, listened-to, challenged, happy to go to work.
In this blog I will be discussing a number of ideas, tools and strategies that may help organizations as well as individuals to transition into the permanent change model required by XXI Century business.
In other words: “Creativize” their thinking, strategies and organization.
Please feel free to comment, debate and/or contribute.
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