the hype innovation blog

4 leadership paradoxes and how to embrace them

Posted by Oana-Maria Pop on Nov 23, 2016 1:17:30 PM

“A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be” – Rosalynn Carter

Incremental or radical? Structured or unstructured? People or processes? If there is one thing innovation management theory is never in short supply of, it’s dilemmas like these.

“Managed or unmanaged” is probably my favourite of the bunch, with countless books, blogs, articles, and podcasts dedicated to describing the ultimate innovation leader and their role – active or passive - in the process.

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Topics: Leadership

Forget Best Practice, It Is All About Next Practice

Posted by Paul Hobcraft on Nov 23, 2016 12:08:56 PM

Often you hear the request made of “can you give us a best practice snapshot; we would like to get a sense of where we are”.

The trouble with best practice is you are looking at someone else’s practices and these are highly individual, made up of different groups of methodologies, processes, rules, theories, values and concepts. These together have provided that specific company a level of success that others - mostly competitors - begin to notice. As the famous line in the film When Harry met Sally as Meg Ryan was faking it, went “I’ll have what she’s having”. No, there is no such thing as best practices, you can’t simply pick up and plug and play, as one organization's initiative is never the same set of conditions or positioning that others can simply copy.

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Topics: Best Practice, Innovation Strategy

How to turn around a failing program

Posted by Tim Woods on Nov 5, 2016 8:32:04 PM

Not all enterprise innovation programs go well - sometimes they crash and burn, and sometimes they slowly degrade until they fall off the radar. As an innovation manager, you don’t want to see this happen, and ultimately you are in the driving seat when it comes to taking action to steer the program on track, others are unlikely to do it. In a recent webinar, my colleague Khattab Al-Ali, looked at ways to turn around a failing program, and also ensure new programs are set up to avoid failure.

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Topics: Innovation Programs

Knowledge as a social process

Posted by John Bessant on Nov 5, 2016 8:11:09 PM

Walker’s Wagon Wheel tavern in the 1970s has a particularly important place in innovation history.  Its name provides a great description of its role – like spokes on a wheel people and ideas converged on its centre and on a Friday night the air was full of conversation.  Ideas flew around the place, colliding and often crashing in flames on the floor.  But some of them fused, became something bigger, began conversations which carried on over the coming weeks and grew into new businesses. Its location was also important – Mountain View, San Francisco, close to the emerging technology cluster of start-ups, big electronics firms like Fairchild Semiconductor, the sprawling campus of Stanford University….  Silicon Valley as it was to become.

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Topics: Innovation Culture

On superbosses, mentoring and other prerequisites for innovation

Posted by Oana-Maria Pop on Oct 14, 2016 11:57:10 AM

“The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves” I didn’t say that, Steven Spielberg did. And I could not agree more.

The benefits of professional (formal) and non-professional (informal) mentoring for innovation are obvious and we see great examples all over the world. In Budapest, for instance, an organization called Design Terminal is coaching entrepreneurs to create brilliant solutions such as fire hydrants that double as drinking fountains, foldable furniture and software for automated video recruiting. Similarly, the World Bank’s infoDev initiative supports inclusive growth by helping innovative technology ventures reach maturity. Senegalese jams, growing crops without soil or the mpayer were all by-products of powerful mentoring relationships in this context.

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Topics: The Innovation Manager

Why mapping the customer journey is the top driver for digital transformation

Posted by Paul Hobcraft on Oct 12, 2016 12:41:28 PM

Organizations are struggling to understand the behaviours of the ‘connected’ customer. Partly it seems executives don’t engage with their brand or business in the way that their customers do. The lack of having a well mapped out customer journey means missing out on opportunities caused by not knowing this, restricts the developing of innovation solutions that map back to all the decision-making that is going on in the customers’ minds. This failure to optimize and innovate might be holding your business back.

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Topics: Customer Insights, Customer Journey Mapping

Creating Meaningful Organizations - Learnings from the 2016 Academy of Management Meeting

Posted by Oana-Maria Pop on Sep 28, 2016 9:37:29 PM

Making organizations meaningful. Noble pursuit and this year’s theme at the Academy of Management’s 76th Annual Meeting (AOM) where close to 10,000 students, scholars, and professionals in the management and organization space gathered to discuss companies’ raison d’être.

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Topics: The Innovation Manager

How Crowdsourcing Evolves: The Four Stages to Transformation

Posted by Tim Woods on Sep 28, 2016 5:01:36 PM

The innovation management industry is highly fragmented today, which makes it confusing to understand which methods apply to which scenarios, and what the difference is between those doing crowdsourcing, and those doing enterprise programs designed to facilitate business transformation.

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Topics: Crowdsourcing, Frameworks

Creating the Physical Space for Innovation

Posted by John Bessant on Sep 7, 2016 5:00:00 AM

Building spaces for innovation is a hot topic these days. Whether you call them innovation hubs, maker-spaces, fab-labs, accelerators or hotspots you can hardly turn a street corner or a magazine page before you bump into another example. The names may vary but the underlying idea is the same – a place where people can meet to get inspired and supported by each other, to articulate and co-create. An environment in which ideas can be explored and played with.

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Topics: Innovation Culture

Balancing Exploitation & Exploration for Changing Performance

Posted by Paul Hobcraft on Aug 31, 2016 1:09:10 PM

“Being ambidextrous” in organisations is the ability to successfully combine the exploiting of all the investments that have been made to date, to constantly build on these achievements by exploring new areas and opportunities. This calls for dual thinking and organisational design to optimise the two orientations.

We are striving to maximise the existing utility, usually through continuous improvements, exploiting incremental advancement, combining this with the need of exploring beyond the existing core competencies, adding in new knowledge, capabilities and competencies for new possibilities, preparing the organisation to discover and shape the new market, products and services.

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Topics: Innovation Strategy

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