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.
Danny
All Rights Reserved, TalentSphere LLC 2008
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