In the last year established economic frameworks, Governmental proceses and business models have had to change by an amount not previously experienced in living memory. An outcome is that Regions, Governments and Organisations are now seeking to conclude whats next....
Most leaders cannot predict the future, but they can build organisations that will survive and flourish under just about any possible future. This requires creating Innovation capability, which in-turn requires "ambidexterity", -it demands that leaders are able to maintain the core business, to exploit what they have, whilst simultaneously identifying and deploying valid new ideas.
The Cambridge English Dictionary defines innovation as: “(the use of) a new idea or method”. The European business network, EFQM, defines Innovation as, “The practical translation of new ideas into products, services, processes, systems or social interactions”. The OECD (The International “Organisation for Economic Co-operation and Development states:
In order to maintain highly productive, diversified economies organisations, regions and nations need to ensure enduring competitiveness. Many things impact and influence this but one common and critical need is to ensure that organisations, both Public and Commercial, understand globally relevant economic models and adopt innovative market centric approaches.
I recently had the pleasure of meeting Stefan Motz, a Senior Manager from Bosch on a training course. Over three days and several subsequent mails, we debated what was missing in organisational performance frameworks such as the EFQM model. Stefan has some great thoughts on the real meaning of the much used (abused?) term “Agility”. To provoke on-going debate we’ve jointly tried to summarise these below.
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