Monthly Archives: October 2014

4 Conditions for Innovation

Innovation is an evergreen topic.

Innovation is a requirement to stay competitive in business. Going further, there are multiple studies saying that innovation is a pre-requisite to maintaining your existence in an ever changing economy. For some the word “innovation” is code for improvement, for others it means change. While others see it as a way to bring about something completely new.

Innovation doesn’t necessarily equate with invention – but the mindset of an inventor is an aspect of innovation. Its a component of successful innovation.

Think about it this way.

There are four broad types of innovation:

  1. product
  2. process
  3. position
  4. paradigm

But underlying each of these is time & effort. For innovation is indeed the “successful exploitation of new ideas”. It is not only coming up with new ideas about products, or processes used in your business. But its about successfully exploiting these ideas.

Now, in thinking about the creation of the conditions for successful innovation. Consider the following:

  • do you accept the need to innovate, what is your attitude toward innovation?
  • are you indeed open to new, are you curious?
  • are you comfortable with the fact that other’s ideas may be better?
  • do you understand that successfully innovating takes time and effort?

And so, as you are consider these four conditions for successful innovation, you may well find that you need to develop and refine your organisational culture.  You may even have to develop and refine your own approach to innovation.

However, the successful exploitation of new ideas, whether they be product, process, position or paradigm ideas, is the outcome when these conditions are established. It ensures relevance, freshness & vibrancy.


For more, visit Dellium Advisory, follow on Twitter, connect using LinkedIn, or review my IT-centric blog.


Why strategy and leadership are partners

On paper at least, its straightforward. Setting a strategy infers a capacity, or at least a desire to, influence the direction of a group.

And that word “influence” infers leadership.

So, what is leadership? My favourite quote, from John Haggai, is:

“Leadership is the discipline of deliberately exerting special influence within a group to move it toward goals of beneficial permanance that fulfill the group’s real needs.”

That leadership is all about influence. About deliberately exerting that influence.

That the aim of leadership is about outcomes. Those outcomes should be what the group’s real needs are.

And leadership is about legacy. Its about outcomes of permanence. Goals of beneficial permanence.

Thus, the arena of strategic planning is intertwined with the arena of leadership.

Now, we can get caught up in the types of leaders (autocratic, bureaucratic, charismatic, etc). And yes, we can start discussing the types of strategy (design, planning, positioning, emergent, and so on). We can even debate the types of intelligences that are best for leaders (analytical, cognitive, social, et al).

But when discussion and thinking turn to strategy. Part of that communication and reflection must include a recognition that at some point you will turn to an aspect of leadership.

For more, visit Dellium Advisory, follow on Twitter, connect using LinkedIn, or review my IT-centric blog.