Monthly Archives: January 2017

Facing the New Innovating World in the 21st Century

This week my research was moving around issues of complexity within innovation and I came across a great paper, written by Deborah Dougherty called "Organizing for innovation in complex innovation systems". Dougherty is attempting to reframe these into problem resolutions from breaking down discovery into four distinct channels. I liked this thinking.

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Is Innovation Signal or Noise ?

The attempt to eliminate noise from an operating system or a business process is an interesting and perhaps worthwhile challenge until one considers the question: what is the real signal? What is creating the noise? In many businesses today, there are several signals: noise conflicts. These include...

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Diabolically Simple Prototypes

If Camp A says it will work and Camp B says it won’t, a prototype will settle the disagreement pretty quickly. It will work or it won’t. And if it works, the idea behind it is valid. And if it doesn’t, the idea may be valid, but a workable solution is yet-to-be-discovered. Either way, a prototype brings clarity.

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3 E’s of Effective Innovation Leadership

Legacy companies like Apple, Xerox and IBM have transformed their organizations over the past 30 years to stay competitive in an ever-evolving market. This kind of transformational change is not easy for any organization, small or large. In fact, 70% of all change efforts fail. So what can you do to improve your odds of success? One of the most ...

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Spotting Your Organization’s Orthodoxies

Spotting Your Organization's Orthodoxies

Often the very factors of success around which you launch, build, and manage an organization can turn on you like a venomous snake. The framework that worked so well, for so long, now limits the growth of the place. At some points the factors have turned into choke points. But your organization is geared by its way of doing things, ...

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Why Your PLM Solution Has Not Delivered Value Yet

More than two-thirds of organizations with Product Lifecycle Management (PLM) solutions in place don’t realize the expected value from their implementation. As PLM system implementations have become more prevalent, analysis of PLM value has shifted from the theoretical to the empirical. There is now a sufficient historical basis to examine where the promises of PLM have fallen short and why. ...

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Middle Managers as Engines of Change

Product Managers Leading Virtual Teams

The captain may be in the bridge, but is the engine room operating on all cylinders?  Last week I wrote about the importance of leadership and change. Nothing happens until the top leadership says so. Leaders have this organisational power because they choose the incentive systems, the values and behaviours that create cultural norms. But when driving change at a pragmatic ...

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