- Context
- A Note on Integrated Teamwork: Cross-Disciplinary, Multidisciplinary, Interdisciplinary, and Transdisciplinary
- Inspirations for This Book
- Section 1: Architecting the Vision
- Section 2: Assessment: Opportunity Recognition and You
- Section 3: Opportunity Recognition: Discovery and Formulation
- Section 4: Value Creation: Opportunity Shaping
- Section 5: Putting It into Practice: Stories from the Field
- The Disruptive Innovation Approach
This chapter is from the book
This chapter is from the book
This chapter is from the book
Section 1: Architecting the Vision
In the first section of the book, we walk you through crafting a vision and strategic planning.
In too many organizations strategic planning has become a routine process of validating the current vision and direction. Entrepreneurship teaches us to first focus on the nature of the opportunity and then marshal the resources and team appropriate to exploiting that opportunity. Design thinking insists on understanding the environment to allow for optimal crafting of an opportunity by involving many perspectives for leveraged decision making. Bringing together the opportunity focus of entrepreneurship and the problem finding and solving of design thinking is a powerful strategic planning method.
It is during the strategic planning process that the cultural acceptance of interdisciplinary decision making takes root. In this section we see how the foundation for innovation is an intentionally designed dynamic phenomenon.
Organizational change is aligned with the dynamic nature of innovation. That is, for innovation to become manifest and create value, people and processes must adapt their behavior to the needs of the output desired.
In the diagram of strategic planning (see Figure 1.3) for the innovation organization, we begin with organizational involvement to understand and shape the mission through assessing the fits and gaps in capabilities. Many organizations are not structured to accept change and therefore have to change structure to induce new and desired behaviors. That new structure allows for people and processes to develop, evolve, and implement new and different output.
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Figure 1.3 Strategic planning model.
The result of output is, not surprisingly, called outcomes. A well-defined strategic planning process adds discipline to innovative behavior. That’s why the Mission-Strategy-Critical Long-Term Initiatives are important. They set the metrics by which innovation can be measured. But, as you’ll discover in this book, the effect of these outcomes might very well change, or influence, organizational behavior. I recommend you monitor behavior with a rigorous assessment that we call “action research.” Often, myths and misunderstandings about mission and strategy are revealed in this process and can be addressed by leadership.