Distance Does Not Mean Disruption But It Does Mean Dissemination Discipline

In one of the most detailed analysis pertaining to capabilities for engaging disparate groups in the focused effort of innovation creation and validation, Creating Ideas for Innovation – Effects of Organizational Distance on Knowledge Creation Processes” lays down the ground work for not only understanding that ( among other things ) the number of patents generated in a 12 months period can directly indicate how ideation output, in terms of “value” is inter-related with organizational focus and also in the way particular participants in the design and innovation process hold their distances from each other and the work they are focusing on. More, that whereas more radical innovations are furthered by weak ties, incremental innovations instead seem to benefit from stronger communication ties regardless inter and intra the organization in terms of the distance and organizational structure needed to see design and innovation through to its end goal: usage. Unseen communication between seemingly separate groups, individuals, and organisms are in fact not nearly as separate as one might think, and the numbers speak for themselves.

One possible way of making sense of these somewhat surprising observations is that there may be a need for stronger integration mechanisms that can help colleagues from different departments to overcome initial issues related to cognitive distance and something that we are surely seeing in these days of incredibly increased video conferencing activities.
In the end, what type of innovation is aimed for and which knowledge creation processes are most central for the corresponding ideation needs means increased success for the firm. Apples and trains only go together when it’s time to have pie in the dining car but not in apples to apples comparisons for when to you

  

                    

   

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iGNITIATE - Making Radical Innovation Work

When it comes to breaking barriers not only for design, engineering and new product development efforts but the natural progression of innovation, the reality is that making radical innovation work requires the acceptance that the more central the efforts of R&D teams, the more likely that central motivation decreases.

In the very future forward focused work Diversified Knowledge, R&D Team Centrality and Radical Creativity we learn that while centralized networks are usually quite capable of creating and coordination for simple R&D based efforts and problem set, but where decentralized networks are more appropriate for complicated problems task centrality was not associated with group performance and thus higher team communication centrality decreases team members’ motivation for innovation and commitment meaning there is little reason to break barriers and push boundaries. While this might seem counter-intuitive and that group safety is much better suited to central and strong support capabilities we see in fact that more disperse the R&D activities are the more possibility for un-monitored experimentation can take place and thus breakthrough innovation can occur. 

While the above is often the basis for larger organizational concern, the numbers do not lie via a full analysis of 32 R&D teams across seven large international research institutions show how diversified knowledge positively affects team radical creativity and thus paired with a very strong NPD and deign team capability means diversified knowledge (team insiders and team outsiders ) are able to push radical creativity to surprisingly high levels thus increased value organizational growth.   

  

                    

   

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Innovation Subversiveness Means Stickiness Sensitivity

The innovation process means a lot of things to a lot of people but the underlying factor is change - change from a norm to a nuance or a never been seen before. The task of implementing emerging technologies and radical design is no different and when it comes to contracting, all bets are off. But are there other ways to see the light ?

It's often when collective efforts and informal, highly improvised efforts happening ‘below the radar’ that often offer viewports of opportunity to enable change and evolution. Emerging ‘shadow themes' offer alternative mechanisms for unexpected moments of interaction. Factors such as Local Interaction, In Charge But Not In Control, Spontaneity as Risky, and Shadow Theme involvement allow for more than the unexpected to emerge. In Innovation as Improvisation ‘In The Shadow’ we see many alternative factors as to how and why roadblocks for innovators can be overcome and even turned into a positive opportunity for additional breakthroughs to emerge. The whole point of the unexpected design turn of events and the hard fought research initiatives.

  

                    

   

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Creating Organizational Innovation Improvisation – Making The Flow Happen

The reality is that too often simple organizational experimentation for the purpose of streamlining or embracing advanced technological solutions requires the simplest of mental gymnastics in order to learn new ways of interacting with external forces both technological, financial, and especially design oriented. But how can complex organizations adapt at a pace that is consummate with the fundamental factor or change: usage?

In Forms, Metaphors, and Themes: An Introduction to the Special Issue on Organizational Improvisation we see some of the most fundamental efforts to map out and offer solutions to the biggest barriers to change along with simple and unexpected mechanisms that can make change happen quickly and many from a design centric methodology. Including gems such as dealing with ad-hoc response to circumstances; resistance behavior in the organizational under-life; a form of provocation; and a designed form of evolvability. We also see how improvisation when contextually sensitive and can be viewed as positive in one methodology but negative in another and how to leverage this distinction.

When utilized with specific internal design and engineering models for consummate focus with emerging technologies and social and visual queues, incredible results can take place in an ecosystem of rapid deployment of other emerging models to increase ROI when investors need be involved.   

 

                    

   

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When It's Disruptive, Spin Out and Spin In. Resistance Is the Key.

With the continuation of research into how disruptive design efforts and "Lean" capabilities increases the need to quickly identify the core drivers of an organisms outliers and either integrate or exaggerate previous prevailing notions of "let's not do that" are almost no longer valid as groups that quickly validate disruptive new product development efforts make breakthroughs that often lead to innovation. Where this become even more exciting is the overlap between existing internal methodologies.

In Assumptions in the Theory of Disruptive Innovation we quickly learn that disruptive innovations ( including the people that create them and often directly from what is seen as a unmet future need by users ) is often incompatible with existing preferences, incentives and competencies of actors in a firm’s value network. With this it is these innovations that are met with resistance when it comes to even approaching topics that can directly effect the validity or usage of said innovation in the real world. Now timing aside, overcoming such resistance, the incumbent firms or even incumbent internal actors often design a new models for acceptance, something that requires a nuanced and creative relationship with external stakeholders, especially when the environment or product line is characterized by a high degree of complexity. It is this key capability as detailed by this research that articulates the need for specific alternative methods of usage and acceptance that when properly executed allows the innovators to return to the fold of the organization and which radically effects the design competency and capabilities of the firm and the innovation created.

  

                    

   

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Do Networked Innovation Efforts Allow for Faster Results ? More Often Than You Might Think

In the race to actively increase the need for tightly coordinated innovation efforts inside industries where end user acceptance is the key to new product development usage, the factors mitigating failure are bound by not only wide spread usage, but over all knowledge. As it's often been famously said that people don't know what they want until you show it to them is key to adoption and even more so constrained when the group of ground breakers are relatively small and without a large voice.

In industries where high latency channels ( word of mouth, group gatherings necessary, etc.,, ) are the primary mechanism for innovation adoption this can sometimes cause increased difficulty in bringing innovations to the real world The effect then becomes, as detailed in Preference for Innovation Networks: A Choice Experimental Approach we see that leading firms, SME's choice of networks is affected negatively by the fact that these networks are composed of manufacturers and research institutions, and positively by the fact that information is shared confidentially among network partners where the primary network aims are building firms’ network of partners rather than, at large firms, where innovation has a function tightly paired to the outward effects of usage validity.

Sampling more than 200 new product development firms / manufacturers firms across Europe conclusions ranged from successes of inter-organizational networks depends on the exact and specific fit between the
network’s design ( from key industry players ) and the innovation and networking behavior of the firms specifically how open they were to partner via their direct to consumer activities. With specific and exact correlation it can be seen how specific activities in network creation lead to highly optimized and effective innovation capabilities that directly effect firm effectiveness in the market place.

  

                    

   

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