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Sustainable Organisational Innovation & Sensemaking

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This program ‘Sustainable Organisational Innovation & Sensemaking’ consists of the following modules:

1

Sustainable Organisational Innovation

How to win the innovation race

2

From startup to scaleup

Navigating via the SPRING model

3

How to lead through scale-up

& navigate change

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KEY WORDS: SPRING model, Scale-up, Growth, Sustainability, Ambidextrous Organizations

How to lead through scale-up & navigate change

High-growth enterprises face a number of unique challenges as they scale-up as there is an unpredictability associated with rapid change along with a scarcity of resources.

Leaders of enterprises that scale up must deal with unique tensions as they balance expansion through meeting external market demands with efficiently managing internal organising capacity. These leaders will need to focus on innovation and change to realise the enterprise opportunity, which can lead to rapid growth – while simultaneously ensuring stability for long-term sustainability. As the entrepreneurial founders of enterprises scaling-up often focus on innovation and expansion in the start-up phase, stability and sustainability can become a lower priority as the organisation scales-up. This frequently leads to a leadership crisis. The findings of the longitudinal case study outlined in this session demonstrates how a shift from an innovative individual entrepreneur leadership model to a shared leadership approach – along with the adoption of unique distributed leadership practices – can enable leaders to both create and sustain value as they scale-up.

A) Hold contradictory yet complementary concepts in tension simultaneously through alignment and grow in the process. Careful management of this dynamic tension supports a sustainable growth cycle.

B) Lead with greater leadership agility for survival in a rapid change world.

  • MODEL: The SPRING model for mapping organization growth stages.
  • CASE STUDY: The Monk and the Mobile: What we can learn from Bhutan’s challenge to have sustainable innovation?
  • EXERCISE: Reaching consensus between polar positions – Using the Dynamic Polar Positioning (PoP) to deal with the competing demands of innovation & growth.
  • CASE STUDY ROLE PLAY: The Gig Economy – Reaching consensus between stakeholders
  • REFLECTION / ACTION PLANNING: Personal/team/organization action checklist.

OUTCOMES

  1. Identify how dual executive leaders navigate competing innovation sustainability demands in growing organizations.
  2. Learn how the top management teams experience paradoxical demands in strategizing.
  3. Create agile leadership teams: How shared leadership models can better manage the ambiguities of sustainable innovation and growth.
  4. Align for responsible and purpose-driven Innovation: Dealing with competing demands through an integrated shared purpose.
  5. Discover what it means to be an ambidextrous Innovation Leader: For sustainable development in a rapid change world.