Internal --> External: Creating Cognitive Catalysts

When innovation happens, how can you encouraging risk taking ? There are a number of ways while being mindful that one of the biggest challenges, and specifically when innovations are of a radical enough manner, is that end users, unfamiliar or even concerned that innovation adoption is dangerous, want to be encouraged empirically and emotionally even in environments of extreme uncertainty.

In Embedded (Lead) Users as Catalysts to Product Diffusion we see the exact steps and tools used to address situations of extreme uncertainty via balancing potential benefit with positive and negative consequences in situations of lower risk as well as in situations of high likelihood of innovation adoption in domain-specific, risk taking environments. Factors, such as perceived risk can be traced back to potential psycho-social losses : risk involved with uncertainty about how others react to innovation adoption decisions. 2nd hand influence. Foreseeing and even future-proofing specific behaviors of use before actual adoption decisions take place, and working with end users along with anticipating reactions of other directly connected + ancillary actors to the specific innovation at hand, allows for higher cognitive empathy and increased domain-specific innovation realization, thus ( in some cases ) a more immediate innovation uptake.

 

  

                    

   

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Social Media Increases Innovation Absorption. Then What ?

It’s not surprising, and which we have all come to accept, is that one capability of every organization / organism is to be at equilibrium with it’s environment and with that comes the assumption the environment is pushing against the organization / organism. Listening then, it can be said, works in a similar fashion – listening to consumers, listening for opportunities, listening with curiosity. With that, and constantly in the news is the idea of the consumer being at the heart of all that is innovative. But is it ?

At odds with this, is the very well known statement by Alan Kay, the creator of the Xerox ALTO computer system, the precursor to every modern computer GUI ( Graphical User Interface ) and WYSIWYG ( What You See Is What You Get ) desktop publishing and interactive computer system which you are exposed to on a daily basis. Alan famously said ” The best way to predict the future is to invent it. ” in 1971 which was co-opted and attributed to Steve Jobs but which came from the 1971 Nobel Prize in Physics winner Dennis Gabor who invented and developed the holographic method, holography and the 1st ever produced holograms in 1948. Gabor said in 1963, “The future cannot be predicted, but futures can be invented.” and where this gets more interesting is how in the world of innovation and listening to outside influences can in fact assist. 

In the very detailed work Use of Social Media in Inbound Open Innovation: Building Capabilities for Absorptive Capacity we see not only four capabilities for absorptive capacity uncovered: connectedness, socialization tactics, cross-functionality and receptivity but we also see a focus on the capabilities of receptivity that the most innovative firms are able to achieve. What’s important to note, is that innovation is not iteration rather, as accepted by some and refuted by others, the capability to effect radical change in an existing environment through advanced technological, design and finance capabilities. No where better does Ooms, Bell and Kok illustrate this than in showing purposefully developing absorptive capacity ( via social media or other aspects of a firm, person, or organizations interest and investment in exploring new knowledge domains, then knowledge depth is associated with absorptive capacity emerging as a by-product of investments in R&D. Simply those who are more able to pursue an exploration strategy of developing radical new products or obtain a more satisfactory balance between exploration and exploitation and thus arrival at goals and destinations not though of before.

   

 

                    

   

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Balance Prospect vs. Defend & Analyze vs. React For Breakthrough Design Focus

With the value of “new” often outweighing trial and error it’s not necessarily efficiency or timing that drives innovation. Fully contrary to the belief of efficiency as the primary driver of use, in many regards, innovation is not as easy as there must be a need to literally will an innovation into existence.

Throughout the history of science and/or engineering based innovation efforts, one of the prevailing values of the innovation cycle is that if X can increase efficiency, increase speed, decrease cost, it is valuable. That X can fall into any number of buckets from materials, user functionality, etc, it is an efficiency based mindset at play. Streamlining. 

With that and in a Coherent Strategy for Innovation and Change we see a clear and present system of how Defend & Analyze / Prospect & React can create far more innovation value and where, in general ( via a sample size of more than 150 ) start to 5yr running innovation centric firms, if a reactor mentality was implemented, this produced the worst performance, i.e., 35% of organizations presented a decrease in their capability. Simply whether or not a firm or group has the capability to influence use, and as connected to the timing of said usage to innovate in a particular way, it’s often, more, the effort of constantly Prospecting for new use cases modifications that creates the push where breakthrough innovation takes place.  

                    

   

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Execution Empowerment = Innovation Ideation Indexing

Does validated vision mean automatic innovation ? Surprisingly not only is the answer no, but more often than not, it’s not even a question of validation and internal innovation teams face this challenge at every turn. But how can be validated innovation breakthroughs be modulated to maximize end user use? The secret is in not only sample sizing but real impact v.s lead user influence.

 

In Empowerment Strategies for Ideation through Online Communities we see the underpinnings of how domain-specific lead user status has a direct impact on the positive relationship between the empowerment strategy ( what and how X will be implemented ) and the perceived impact that it has on end user usage. More, the one of the realities of the innovation game is revealed in how empowerment strategy has higher positive effect on perceived impact when domain-specific lead user status is higher even if that status and output is not a scientifically and/or measurably validated focus.

Further and more surprisingly is the investigation into whether higher domain specific lead user status strengthens the positive relationship between the empowerment and the outcome for the effort being investigated. When it comes to open innovation not only are the hurdles high but the cost of a missed hurdle of go / no-go effort decision even more complex, however, not insurmountable once we take into account what we have uncovered here.

 

                    

   

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Social Networks Organize Ideation, Creation & Innovation But Then What ?

In the race to innovate, and when across multiple time zones, countries, and organisational structures the capability of social networks, wither intra-organisationally or inter-organisationally have become the backbone of tacitly increasing the innovation capacity of any organisation. But how can social networks get right into the raw capability of innovation and creativity development and what is that exact capability ?

 

Created by one of the strongest international groups in the world in 2007, the UN, the World Intellectual Property Organisation and more specifically its Global Innovation Index correlates over 80 indicators into 7 main pillars, 21 sub-pillars, 2 sub-indices and, finally, an overall index on a planet wide scale, a ranking ( via the Statistical Model for Global Innovation Function of the worlds countries ( and thus the firms within those countries ) exact capabilities, to in fact, deign and innovate. While this effort may seem massive ( and on a planet wide scale ) the factors are equivalent to what happens on a local level.

More specifically, and as detailed in Social Networks in Organizing Ideation, Creativity and Innovation we see some of the key drivers that determine inter company and even inter country design and innovation breakthrough capability stemming from factors other than individual knowledge and expertise such as personality traits, empathy and emotional aspects of individuals. These factors in addition to raw individual functional capability predict that person’s their level of engagement, participation and commitment and thus their organisations innovation performance as stated in the above. These factors combined with the metrics for global design and innovation show  how firms that ultimately design together, innovate and breakthrough together.  

                    

   

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Diffuse or Detail ? Both mean Design & Innovation Breakthroughs

The phrase ” the fit is the fashion ” is an old television ad that focused on why a tools can at any time be adjusted to create a more perfect connection between user and function. Except in financial models for ROI in startups and intraprenuring efforts of course.

In Innovation in Techniques for Medical Devices we see some of the clearest evidence for how the effort of innovation and new product development requires specific activities such as diffusion which will not be effective unless it is in a specific quantity such that manufacturers, who frequently co-operate with key opinion leaders, consistently use testimonials working with users so as to be sufficient for the product, is specifically designed, to be used and connected to a non complex technique to create efficacy for the end user.

This is further explored in where firms find themselves in a position where isolated marketing efforts of the product are bound to fail due to external fores ( either market or environmental ) which puts an ever higher emphasis on selling their product vs. incentivizing the innovative user to diffuse the technique of the end process to attain product efficacy. More, where manufacturers are involved in the techniques of development as early as possible yet not aware of innovation activities going on among their users ( those that design for a manufacturer ) the manufacturers that actively scan for and track the development of user innovations in techniques of how they use products increase the likelihood of continued growth as a firm and where new opportunities to work with new designers is constantly maintained. Manufacturers then continually build up capabilities and develop deeper understanding of use and need-related knowledge thus constantly increasing the flow of transferring user knowledge to the specialists inside the manufacturing company as well as the design team tasked with the innovation efforts being focused on.

Diffusion then becomes a key aspects the complex innovation effort which allows for even further breakthroughs to happen and the goal of any forward thinking firm.

 

                    

   

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