Formulating a strategy is still useful in an increasingly disruptive and unpredictable environment? Is innovation a strategic activity in companies and organizations? How to merge innovation and strategy?
Innovation currently has more strategic weight than ever. In other words, strategy must be more innovative every day.
If the organs of power of the company decide or should decide on innovation and strategy, in this 2nd part we are going to consider some different forms of corporate governance. Which means: Who is responsible for orchestrating innovation and strategy with short-term operations?
It is no longer just undertaking digital transformation, but a need to adapt to an environment of accelerated change.
If continually adapting is tiring and if in some organizations, social environments or territories it is so difficult to innovate, it is because there are barriers or resistance.
When we talk about an innovation strategy, we can refer to different ways to get to build:
Trying to find out the future and explore the different scenarios that are most likely to occur.
Be aware of the increasingly accelerated changes in our entire environment, and prepare to adapt as quickly as possible.
Suggested that a strategy be 35 words to ensure understanding across the organisation, there appears to be confusion.
Dr. Pete Compo, author of the upcoming book “The Emergent Approach”™ to Strategy, reviewed over 70 definitions from many sources.
A strategy is the central rule of a framework, designed to unify all actions and decisions around busting the bottleneck to achieving the foremost aspiration.
This definition retains what is useful in the 70 definitions and solves the identified problems.
Low salaries and innovation are incompatible in both companies and regional and country economic models. A reconsideration of the models and strategy would be necessary.
I was struck by a comment by Ricard Santomà [1], a few weeks ago, in a media:
“If you want to be a mediocre tourist destination, keep mediocre salaries”
We finished the first part of this article listing some models of change management: Michael Doyle, John P. Kotter and Managed Change Model of LaMarsh Global. We continue with a brief description of these and a summary of the practical methodology used for the implementation.
We work in three layers or simultaneous levels. The three begin with where the change begins: the “identification” or “discovery” of the very need of change. Education and communication are critical throughout all the process. To sustain the change and maintain the expected benefits, a review action is necessary after each action and at the end.
Innovation is a change. Like any change, requires effort, generates resistance and needs vision and leadership.
To innovate, change is required in the culture, in the organization, in the strategy and in the
way of working.
Crisis and recession are also engines for change generation. They are not only providing threats but also opportunities.
In many cases, it’s necessary to think and act counter current. Remove elements of pessimism, but keep being realistic and almost objective to evaluate the new facts and trends that show.
This article features eight views or faces on innovation and agile innovation.
Innovation is a very used word and in many areas. Everyone seems to agree that it must be encouraged and that all companies and organizations should focus their strategy on innovation, especially SMEs and new companies.
But the concept that is being explained in these different areas does not always coincide. I think I should first clarify the concept that I am going to apply here to the word innovation, which, in any case, will be focused on action, that is, on the capabilities of the organization to act.
