Sustainable Organizational Innovation Strategic Planning

1. The Full Picture: Innovation Leadership Planning, Innovation Management, Higher Order Innovation & Innovation Pathways

Navigate to your future faster with effective Innovation Leadership Planning. From Start-up through to scale-up, understand purpose-driven innovation leadership for sustainable growth. Leaders need to be better resourced to respond to complex issues once the specific underlying challenges have been identified and addressed.  Yet not many are able to identify the deeper roots of dissension, because few can see the full picture.

Diving deeper into the micro level / DNA of an innovation leader this module looks at the importance of developing all dimensions of Exploration and Preservation simultaneously by revealing how they may be interrelated.

The session introduces-Higher Order Innovation (HOI), and Innovation Pathways (IPM) Models to provide valuable frameworks for development.

Includes case studies and interactive exercises designed to provide practical navigation insights and strategies. The insights gained from the tools and workshops can assist with identifying areas for individual development, as well as how to put together and develop innovative teams for projects, for more effective business units.

It is possible to build innovation leadership and a sustainable innovation culture by following these Higher Order Innovation (HOI) and Innovation Pathways (IPM)  recommended development approaches.

2. The Innovation Racing Line: Strategic Planning Canvas

Strategic planning to navigate the future and deal with competing innovation demands.

Preparation for innovation requires strategic project planning and implementation. This means getting from a start point to the finish line in the most efficient and effective way possible. To do this requires an ability to read and navigate a path that will enable maximum speed, but also to anticipate and mitigate risks.

The Innovation Racing Line Strategic Planning Canvas is a very practical session that uses the uniquely developed Dynamic Polar Positioning tool (DPoP) to ensure leaders and teams can build the best strategy through planning the most effective route. The most efficient path through any corner is referred to as the “racing line.”

Teams learn how to map out a sustainable path, breaking the strategy down into distinct sections (including anticipating the challenging curves), and identifying the best ‘racing line’ and crew (who does what on the team)  to navigate the chosen path successfully. By understanding the tension of the ‘Paradoxical Innovation Orientations’, and ambidextrous approaches to leadership, these models and tools can help leaders learn to communicate more effectively & set an effective strategy / road map.

OUTCOMES: An implementable strategic, actionable plan for the leader & team. Innovation strategic planning. Innovation leadership planning

Learn more about the applications from this article.  Who’s on the right track for sustainable innovation?

3. From Startup to Scaleup: 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.
• 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
• CASE STUDY: The Monk and the Mobile – What we can learn from Bhutan’s challenge to have sustainable innovation?
• REFLECTION / ACTION PLANNING: Personal/team/organization action checklist.