Many of us are familiar with the transformation life cycle exemplified through MSPยฎ. Our change programmes can be reasonably straight forwards with respect to the imagination needed. The creativity is on orchestrating, aligning, selling, motivating, delivering, communicating etc.โฏ We might not need to be veryโฏinnovativeโฏโ we may be in simple transformation management domain.
However, there are transformations that are not known, where there is no model / framework. We may be doing near fundamentalโฏinventionโฏwhich carries risk and expense. We may also have a series of opportunities offered by circumstance or technology that we can possibly exploit where the business concept hasnโt even been โimagineeredโ yet.
We can set resources aside for invention โ but how do we encourage, steer, empower, process and act quickly upon the original suggestion that is not coming from a direction we normally expect it from? It is said โInnovate or dieโ, but innovate too much and we destabilise our business. Having just coped with Wave 1 COVID where weโve had no choice but to innovate and seen benefits โ how do we build innovation into our culture, ecosystem and technology to manage left field opportunity as a norm?
