¿Cuáles son algunos de los escollos y desafíos comunes de implementar marcos y herramientas de innovación?

I think culture is the most relevant one. In the end of the day, without a culture able to deliver this value, nothing will work. Strategy should consider the minimum and maximal rate of possible change for a given corporation.

Not only lack of aligned framework with the organisation's vision and strategy is seen as a real challenge, but also not involving the most valuable asset, human resources. Internal innovation roadmap should take care of the cultural aspects and employees involvement. The more people participate in the more they may feel connected to and more eager to commit. By the end of the day, innovation is simply a change, and any change management in an organisation would certainly require a collaborative ownership and commitment from all employees.

Ensuring alignment within an organization is akin to tuning an orchestra before a performance. It's not just about having the right tools; it's about harmonizing the entire ensemble towards a common vision. From my experience, successful innovation initiatives begin with a clear articulation of strategic objectives, followed by a deliberate effort to align innovation frameworks with organizational culture and values. This alignment fosters a sense of purpose among employees, driving innovation efforts towards shared goals and maximizing their impact.

El Ego de los directivos es de elos principales problemas y obstáculos que tiene la innovación corporativa (¿Contraintuitivo no?), después le sigue el miedo (a hacer, porque debería existir el miedo a No hacer). Pero entre el ego y el miedo, la falta de alineación de los sueños empresariales, los sueños de los directivos, y los sueños ejecutables es donde se genera esa ruptura. Hay gerentes que sueñan, pero están poco comprometidos (no es lo que digan, es el presupuesto que pongan para esas iniciativas, aún sabiendo que se puede perder ese dinero). Hay gerentes que no sueñan, pero son tan buenos que tienen resultados emergentes Y hay gerentes que sueñan, y se comproten con presupuesto a hacer esos sueños realidad

Aligning innovation frameworks with an organization's vision and culture is crucial yet challenging. Misalignment can lead to confusion, resistance, and wasted resources. For example, a tech firm adopting rapid prototyping might face hurdles if this contradicts its risk-averse culture. Similarly, a consumer goods company could struggle to implement customer-centric tools without clear communication and stakeholder buy-in. Overcoming these pitfalls requires explicitly communicating the purpose and benefits of innovation initiatives, involving key stakeholders in defining goals, and ensuring the innovation tools are compatible with existing processes and adaptable to change.

Innovation thrives on the shoulders of individuals who possess not only the right tools but also the requisite skills and mindset. It's akin to cultivating a garden; you need skilled gardeners who understand the soil, climate, and seasons to nurture growth effectively. I've observed that investing in continuous learning and development programs is critical for equipping employees with the creativity, critical thinking, and collaboration skills necessary for innovation. Moreover, fostering a culture that celebrates experimentation and embraces failure as part of the learning process cultivates an environment where innovation can flourish organically.

Las habilidades deben crecer desde la mejora continua, es decir, debo atacar de alguna manera primero lo que me posicione como compañía y lo que fortalezca el trabajo de los equipos, ejemplo curiosidad, creatividad, tolerancia al error. De esta manera saldrán en adelante muchas mas palancas a trabajar y las personas van adquiriendo la comodidad inicial para hablar de innovación.

Not having the necessary skills to use innovation frameworks and tools can hinder their effective implementation and utilization. Without these skills, individuals may struggle to apply the frameworks and tools effectively, resulting in limited innovation outcomes and missed opportunities for growth and competitiveness. Having the skills to use innovation frameworks and tools is crucial for thinking creatively, analyzing problems, generating innovative solutions, and fostering collaboration. These skills empower individuals to navigate the complexities of the innovation process, identify opportunities, and overcome challenges. Additionally, organizations can leverage these skills to drive positive change, and improve efficiency.

Incrementally implement new innovation frameworks, especially when you lack the time and budget to adequality train people. I regularly identify opportunities to apply a framework, or a piece of it in a brainstorm or workshop. By restructuring the framework to easy to understand guiding questions, I make sure people easily can participate without teaching them the framework. We already support decision taking by applying SWOT analysis and document high level delivery models based on parts of the business model canvas. That's what I call a win-win situation. So for your next brainstorm, take a framework that's on your wish list and guide this with your own framework inspired guiding questions!

Resource constraints are a common hurdle in the innovation journey, akin to navigating rough waters with limited provisions. Yet, I've seen organizations overcome this challenge by adopting a resourceful mindset and leveraging existing assets creatively. From my consulting experience, I've witnessed firsthand the power of cross-functional collaboration and strategic partnerships in pooling resources and expertise to fuel innovation initiatives. Additionally, prioritizing initiatives based on their potential impact and feasibility helps organizations optimize resource allocation and maximize the return on investment in innovation.

Esta es una dualidad importante. Todos sabemos que sin recursos es difícil hacer crecer la innovación, sin embargo en la realidad todos sabemos que primero debemos darle fuerza al sistema y ecosistema de innovación y así vamos ganando confianza y equipo. El líder de innovación debe tener la claridad de como escalarlo .

Organizations can engage third-party resources such as consultants, agencies, research institutions, or specialized service providers to support innovation implementation when internal resources are lacking. These external entities bring expertise, experience, and resources to enhance the innovation process. They offer fresh perspectives, specialized knowledge, and industry insights. Engaging third-party resources can accelerate implementation, overcome resource constraints, and ensure a rigorous evaluation of ideas. However, careful evaluation of qualifications, track record, and alignment with organizational goals is crucial. Clear communication and collaboration are essential for a productive engagement.

In my experience, resources are very important in implementing innovation. However, with technological advances, resources tend to become more accessible, which could help shortly. In my opinion, one of the key resources for innovation is a dedicated team. Day-to-day tasks and the focus on generating results in the short term mean that innovation takes a backseat. That's why I understand that a team dedicated to innovation, when possible, makes a big difference in implementation.

Measures of success when introducing new frameworks should evolve over time. An example phased approach could look like this: Phase 1 (months 1-3), pilot projects that demonstrate the framework in action, add in a bit of "theatre" Phase 2 (months 3+) enabling employees and teams to learn and apply, with metrics on adoption and usage Phase 3 (months 9+) usage should both start to be bau as well as demonstrate measurable business impact (new revenue, cost savings, etc...)

For me this is the root cause for the end of relevant innovation programs. A plan that consolidates short, medium and long term values is crucial to sustainable and growing innovation programs.

Measuring the impact of innovation is akin to capturing lightning in a bottle; it's elusive yet immensely valuable. From my consulting engagements, I've learned that defining clear metrics and key performance indicators (KPIs) is essential for tracking the effectiveness of innovation efforts. However, impact goes beyond numbers; it encompasses organizational learning, cultural transformation, and societal change. Therefore, organizations must adopt a holistic approach to measuring impact, incorporating qualitative feedback, user testimonials, and success stories into their evaluation frameworks. By doing so, they can demonstrate the full spectrum of value generated by their innovation initiatives and garner support for future endeavors.

Lack of impact due to several factors: Misalignment with Business Goals: Innovation efforts can fail if not aligned with the organization's strategic objectives, leading to wasted resources on irrelevant ideas. Insufficient Leadership Support: Without strong backing from leadership, innovation initiatives may lack the necessary resources and authority to drive real change. Poor Execution: Even with good ideas, inadequate execution can prevent innovations from achieving their potential. Failure to Scale: Innovations may succeed in pilot phases but struggle to scale, diminishing their overall impact. Inadequate Measurement: Without clear metrics to assess impact, it's difficult to demonstrate the value of innovation efforts.

If no impact is measured in the short term, it can be discouraging and raise concerns about the effectiveness of innovation frameworks and tools. However, it's important not to jump to conclusions too quickly. Lack of immediate impact could be due to implementation challenges, insufficient time for results to manifest, or the need for further adjustments. In such cases, it is crucial to analyze the reasons behind the lack of impact, revisit the innovation strategy, seek feedback from stakeholders, and maintain open communication. Taking a long-term perspective, continuously monitoring progress, and learning from both successes and failures can help refine approaches and increase the likelihood of achieving desired impact over time.

-Silos organisationnels : Lorsque les départements travaillent en vase clos, les synergies et la collaboration inter-équipes, essentielles à l'innovation, sont entravées. -Aversion au risque : La peur de l'échec empêche souvent les employés d'oser essayer de nouvelles approches. Il faut valoriser l'expérimentation et l'apprentissage en continu. -Manque de diversité : Des équipes homogènes auront tendance à générer des idées similaires. La diversité des profils et des perspectives stimule la créativité.

Innovation governance serves as the compass guiding organizations through the uncharted waters of creativity and disruption. From my experience as a consultant, I've found that effective governance frameworks provide clarity, accountability, and oversight, mitigating risks while fostering an environment conducive to innovation. Moreover, embracing diversity and inclusivity in innovation processes enhances creativity and resilience, enabling organizations to tap into a broader range of perspectives and experiences. By championing diversity in thought and action, organizations can unlock new pathways to innovation and drive sustainable growth in an increasingly complex and interconnected world.

Alguns problemas comuns: - Equipes não terem claro o problema e acabarem se apegando a solução mesmo que a jornada de validação indique a necessidade de abandonar aquele caminho e buscar outro. - Um programa de inovação corporativo não ter uma gestão de portfolio que capture os valores entregues pelas inovações nos horizontes de curto prazo (otimizações), medio prazo (produtos e serviços) e longo prazo (radicais e de modelos de negócio) corre o risco de ser encerrado por não conseguir demonstrar para o board o valor entregue pelas iniciativas bem sucedidas que podem ficar ofuscadas pelas fracassadas.

Desde mi experiencia: 1. Tener claro objetivos 2. No usar demasiadas metodologias o marcos 3. Realizar un pulso de cultura 4. Reforzar cultura 5. Alinear C- Level

Make sure that everyone involved in the innovation process know their role and responsibility. If you don’t have clear responsibilities for innovation process-related tasks, or the right people to take those responsibilities, you will struggle to execute the innovation process and frameworks effectively. Start by answering questions like: Who will be responsible for this product or offering? Which related tasks should be part of this person's responsibility? By starting to answer these essential questions, you will establish the right governance needed to execute innovations effectively.