Making Breakthroughs Means Innovation Autonomy

When it comes to creating a consistent innovation pipeline system, the capability of multiple R&D capabilities is often a function not only of geography ( in terms of customer and country specific capabilities necessary ) but also the core mechanisms for communication and destination of information across geographic units so to be able to quickly bubble up game changing efforts effectively.

 

In ” Enhancing Synergistic Innovative Capability ” we see factors such as autonomy and innovative proficiency synergy indicates that those R&D units free to make decisions regarding their project portfolios, human resources, and collaborative partners are likely to be more proficient at generating and exploiting new and successful innovations.” which is not unexpected. However what is particularly interesting is the innovation capability of firms who encourage very high levels of autonomous activity between units that have no formal interaction or need to communicate with each other and increased cross team re-usability so that ( in the case of coding ) very complex solutions to problems are reduced in terms of development time just because of the open format of communication between non formally connected geographic groups.

  

                    

   

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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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