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to rely on strong and deep relationships in our core operational network. Successful innovation leaders are able to oscillate between these two types.


‘Te paradox inherent in the inno- vation process is that innovators need wide-ranging ties across distant worlds to generate the innovative ideas in the first place, yet they also need strong, focused ties to build communities


around emerging innovations.’ How Breakthroughs Happen by Andrew Hargadon


Te effectiveness of our network depends also on the type of innovation on the ‘volution spectrum’. Incremental or evolutionary innovation works well in the context of a close, dense network where most people know each other. However, when we need the outside perspective away from groupthink for a breakthrough or revolutionary innovation, we’ll want to tap into an open and diverse network.


www.trainingjournal.com


Learn this: map your innovation network


Map out the people in your network who are important to your innovation


challenge. Now reflect on: ``


``


who helps you discover wicked problems? (Target)


who helps you focus on key problems and see them differently? (Clarify)


`` `` ``


from whom do you get inspiration and ideas? (Ideate)


who helps you flesh out and prove your concepts? (Develop)


who helps you roll out and scale up? (Implement)


In summary


To help us deliver on the great expecta- tions we have of innovation, we need to move beyond standard practices and ap-


proaches to innovation. We must move: ``


``


beyond a blurry notion of innovation and a focus on mostly product and service innovation beyond killing ideas because we


focus too much on feasibility or are not engaged in conversations to explore the value of ideas


``


beyond the creativity aspect of innovation alone and supporting people to navigate an idea through a complex organisation


`` ``


beyond innovation ghettos towards a collaboration across the extended enterprise


beyond innovation heroes and towards leveraging entire innovation networks.


Te expectations we have for innovation are great, and they are in reach if we can learn to lead change along with developing ideas.


Bert De Coutere, is IP and Innovation Lead, Center for Creative Leadership EMEA. Follow him on Twitter @bertdecoutere. David Magellan Horth is Senior Fellow and Senior Designer, Center for Creative Lead- ership. Follow him @TheMagellan


| December 2016 | 15


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