Don't forget the organizational re-development...
You know how it goes, new ideas and innovations are agreed and implemented but most enterprises forget to adjust the organization to serve them.
In a world where "static" is akin to death, a dynamic organization that can adapt and change itself quickly is paramount in order to succeed. At the very least, organizations need to mirror market developments and behaviors and they need to do this by inserting flexible structures that can adapt virally to new ideas and approaches. Think about this: companies use the term "divisions" to speak about how they are organized, the very word sounds divisive. It is all about you do this and I do that and if any new creative approach or idea is thrown up our way we will deal with it the best we can. This results in the opportunity getting lost (at worse) or parsed (at best).
Instead I propose that organizations be arranged to respond to complex deals first and easy, commodity type activities, second. One way to do this is to have high level conceptual and new-age thinkers with an ability to connect ideas and concepts, act as corporate and global business development "swat-teams" for large organizations. These people would have mirrored points of contact in each "division" that is relevant to a new idea or concept. They would also be "thought leaders" for the organizations and would have at their disposal a project management infrastructure to be able to implement ideas quickly. In my experience thought leaders are more intuitive and conceptual people that add great value but are not planners.
As innovation thinking continues to invent and disrupt industries, enterprises must reinvent and optimize the way they respond. Those that do will be the ones to evolve.
In a world where "static" is akin to death, a dynamic organization that can adapt and change itself quickly is paramount in order to succeed. At the very least, organizations need to mirror market developments and behaviors and they need to do this by inserting flexible structures that can adapt virally to new ideas and approaches. Think about this: companies use the term "divisions" to speak about how they are organized, the very word sounds divisive. It is all about you do this and I do that and if any new creative approach or idea is thrown up our way we will deal with it the best we can. This results in the opportunity getting lost (at worse) or parsed (at best).
Instead I propose that organizations be arranged to respond to complex deals first and easy, commodity type activities, second. One way to do this is to have high level conceptual and new-age thinkers with an ability to connect ideas and concepts, act as corporate and global business development "swat-teams" for large organizations. These people would have mirrored points of contact in each "division" that is relevant to a new idea or concept. They would also be "thought leaders" for the organizations and would have at their disposal a project management infrastructure to be able to implement ideas quickly. In my experience thought leaders are more intuitive and conceptual people that add great value but are not planners.
As innovation thinking continues to invent and disrupt industries, enterprises must reinvent and optimize the way they respond. Those that do will be the ones to evolve.
Comments