A well-executed Creative Hive’s design and execution requires leadership attention to a variety of differing dimensions or contexts. Each dimension holds its own distinctly different potentials for innovation harvesting. You might want to consider this as the "landscape of innovation" as viewed from afar so the significant segments of potential can be seen.
Unfortunately, and all too often, conventional organizations or institutions do not effectively gain innovations from all of these possible contextual areas, due in part to failures of extending adequate methods and means to each area. In most cases, each context is of equal importance and holds formidable rewards if well attended.
One way to begin to consider these dimensions is by using two separate “2x2” matrixes that together relate to the separate categories of attention and context. Each matrix offers four distinct quadrants for focusing attention, which in sum offer eight different categories. (Of course, each of the two axes can be exchanged between the two matrixes to provide other enlightenment.)
Matrix One… who and where
This matrix combines environmental sources of harvesting innovation with the “entity” factors. Though this matrix has an obvious nature for many, it also can instantly reveal significant deficits an organization may have in one or more areas.
Environment: Clearly an organization can harvest innovation from within, or internally. Often this is known as the ‘closed” or “enterprise” environment. Equally, an organization can harvest innovation from external environments beyond its walls, such as from suppliers, customers, investors, academia or the public. This is also known as the “open” or “at-large” environmental territory of innovation.
Entity: There are two very different “sides” to ensuring that an optimal Creative Hive is in place. These sides are “the personal side” and “the organizational side.” Remember, only humans innovate, create, imagine and have inspiration, either personally or collectively. Reciprocally, the organizational side can inhibit and restrict, or foster and enable, innovation. Both sides must be addressed, by design. A Creative Hive optimally facilitates and precipitates personal innovation for organizational gain and personal satisfaction. A Creative Hive purposefully blends its attention to both personal and organizational factors for organizational yields.
A Creative Hive’s leadership thoughtfully and attentively designs and manages the organization to ensure that optimal innovations are gained from each of these four quadrants. This is accomplished by putting in place the right elements and mechanisms in each of the four quadrants to generate innovation, as well as placing equal attention to removing or preventing obstacles and poisons in each quadrant that can inhibit or prevent innovation.
Matrix Two… from what and for when
This matrix will serve to bring time into consideration, both in an absolute sense of the innovation sequence, as well as a relative sense of its value. A Creative Hive respects that innovation has usefulness or utility in either an immediate or longer-term perspective, or both. A Creative Hive also knows that innovation originates in two very different ways:
1. From articulated directives or challenges that focus human minds to specific or general organizational problems or opportunities so that resulting innovation will reliably resonate with organizational needs. This is known as Precipitative Resonance. There is a correlation here with the “organizational” contexts of the prior Matrix One, since the organization chooses and directs Precipitative Resonance.
2. From fresh, original personal insights, observations, inspiration and creative expression. These tend to be ideas and vantages that are out of organizational sight or attention. This is known as Emergent innovation. Such innovation may be just as valuable as innovations driven by Precipitative Resonance, or often more so. However, such innovations may be much more difficult for an organization to harvest due to two primary factors:
a. Personal inadequacies and skills deficiencies in marketing ideas and suggestions in a compelling manner so as to capture the organization’s attention. (A correlation with the personal side of the prior Matrix One.)
b. The organization’s immunity, aversions and barriers to innovations or improvements that are outside of its spectrum of attention. This can often be best detected by what is measured or held in compliance, or is not so. (A correlation with the organizational side of the prior Matrix One)
When “the time value” of an innovation is considered (tactical to strategic) along with the manner in which innovation originates, again four distinct quadrants are created. In this matrix, these four quadrants are known as Innovation Zones.
A Creative Hive’s leadership appreciates that all four zones are imperative for competitiveness, risk mitigation, optimal resources allocation or minimization, wealth building and/or sustainability. Therefore, ways and means are established to propel innovation efficacies in each of the four innovation zones, and this is done in combination with the four prior quadrants of Matrix One.
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