Consistently we’ve seen firms that want increase sustainability being forced to balance the unstoppable rate of change related to the faster you innovate the faster you retire what you just sacrificed everything, to in fact, bring into being, vs, the focus necessary to ” innovate onward” or the backroom way of saying standard New Product Development methods that we have all come to know and love.
This can easily be seen in the image above, 100% AI created effort and a true break from the way art and deign can and will be developed in the future. More is in the most recent issue of INNOVATION magazine focusing on Sustainable Leadership published by the IDSA – Industrial Design Society of America and the article Breaking Barriers for Plastic Practicality looking at how the plastics industry is also radically changing and as connected to Design’s Heroic Mission: How Maturing the Design Culture Leads Brands to Sustainable Outcomes for industries such as the plastics industry. More, we see how this effects the subtler design languages that are just coming into being such as the Lucid Design Language. A lot less measurable than what can be enumerated in Ambidextrous innovation efforts, the effect is still the same: breakthroughs in R&D and design driven efforts.
While ” the faster you innovate the faster you retire what you just sacrificed ” has become the core definition by some as the true power of the ambidextrous organization, the reality is, innovation, a truly radical way of doing or undoing what is in place, and the disruptive design mentality does not come without substantial pitfalls. As we discussed some time ago in “ Ambidextrous Organizations Don’t Just Use Both Hands, They Use All Of Them ” we see that where diversified firms ( in terms of their balance between true disruptive design innovation efforts ) often indeed outperform focused firms when it can be see that the rate of decline of a technological change based on the presence of a portfolio of activities means all disruptive design efforts working in unison. We also find that when this takes place and to the extent to which resources can become reallocated across different parts of the portfolio in a rapid and laser focused effort means synergistic potentials emerge and which become powerful factors to the success of highly sustainable efforts.
While this might sound like more complexity that is necessary for such a understanding of highly innovation based efforts the reality check often comes from ignoring semi-traditional typologies such as hub and spoke and network models for, essentially, making things happen at speed. It often means, creating rapidly diverse and incredibly highly aware construct of, not experts, but interworkers who are multi-functionally trained, constantly sharing knowledge and experience with the intent on doing the seemingly impossible, and which in fact make radical innovation happen in a much more cohesive and successful manner.
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