Corporate Innovation: from a reactive to a creative culture
Reject all change, or accept it creatively as an opportunity to evolve?
Two opposing mindsets. The former condemns organizations to a form of staticism (or simply failure); the latter drives organizations to become more agile, innovative and capable of adapting to challenges.
As we already saw, agility is one of the competitive advantages that define today’s companies, according toMcKinsey, as well as an accelerator of corporate innovation.
Agile organizations work like living, interconnected organisms: within them lies a solid core, surrounded by a dynamic structure of collaborators. Their antithesis, what we could call static companies, are built around a traditional, hierarchic model, where knowledge is distributed through isolated silos, and only a few people are decision-makers with the power to take actions that affect the business.
Corporate Innovation: a common concern for all.
According to McKinsey, developing an agile model starts on all levels of an organization, and therefore requires a collective change in mindset, embodied by the shift from a reactive to a creative attitude; from the rejection of changes to a desire to embrace and explore change.
To reach this goal, and transform internal innovation into business as usual, there must be a collective journey that goes …
… from certainty to discovery.
From managing new situations solely based on what we know, without taking risks, to a model based on experimentation, creativity and points of view that may even clash between each other, as part of a debate that challenges what is established. The existence of a culture of innovation is essential, and it must infuse the entire organization.
…. from authority to association.
Whether with equal peers or not, no hierarchies. Traditional organizations base their actions on a framework that establishes superiors and subordinates. In contrast, agile organizations are committed to collaborative models and a sharing, peer-to-peerphilosophy, where positions and the origin of ideas are not important. This means they enjoy more points of view, develop more ideas and promote autonomy among their members. In short, they are more innovative and make corporate innovation one of their identifying traits.
… from scarcity to abundance.
In a traditional framework, companies increase their benefits at the expense of others, within the logic that the resources to achieve benefits are limited, and are therefore permanently at stake. On the other hand, organizations may choose to benefit from the talent and opportunities that surround them. If there are more opportunities outside the organization, why not go out and find them? This can be done either by integrating them in the organization, or under an associative model.
Corporate Innovation with internal and external resources.
Turning to unexplored resources and talent, free association and collaboration, are some of the factors, according to McKinsey, used by agile organizations. Using open innovation communities is a way of making the most of all those competitive advantages, by creating an ecosystem where different areas within the company–employees, but also other collectives like clients, suppliers or startups–collaborate and co-create to find solutions. Also, the use of a digital environment allows organizations to gather a large volume of ideas in a short space of time, while monitoring their evolution in real time.
Innovation that is (also) open to your customers
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