The "Ability to Innovate"-Triangle of Forces

Type of record:
  • Knowledge nugget
  • Reflection tool
  • Tool
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Ideal innovation phases for this method:
  1. Innovation Phase
  2. 1
  3. 2
  4. 3
  5. 4
  6. 5
  7. 6
  8. 7
  9. 8
  10. 9
  11. 10

Description

If the innovative ability of a team or company is to be increased, one hears at the same time also a lot of reports about cases, in which this did not succeed. With the triangle of forces it is possible to reflect on this with the team and to derive goal-oriented actions.

If one reads through the relevant literature, one ultimately comes across the same three core requirements again and again, which at the same time form the pillars of the tool "triangle of strengths of innovation capability".

These three core requirements are
- the willingness of people to change
- the ability of people to change
- the opportunities for change that are given to people

If one of the pillars is missing or if there are no accompanying measures for at least one pillar, the increase in innovation capability will not succeed in the long term and the development of a vibrant innovation culture will also move into the distant future.

Let us now take a closer look at the three pillars. First of all there is the willingness of the people involved to change, or the WANTING. Only when the persons involved see a sense in the generation and implementation of new ideas are they then open to the implicitly following changes.

The most basic measure to create willingness to change is certainly information, information and more information. With transparency and a good communication policy, you take people on a journey of innovation.

Beyond this basis, everything is conceivable in terms of measures, from individual discussions to team-building measures, to provide support here.

If, at best, we now have a team ready to change, then we should work directly on pillar two, change competence. The fundamental aim here is to provide people with cognitive knowledge, tools and methods for successfully developing ideas and innovations.

Even a team willing to change will not put innovation PS on the road without a good knowledge base.

Let us now assume that the columns one and two are given. Now people still have to be given the opportunity to do so in concrete terms. In other words, the third pillar is banally concerned with the times for brainstorming and innovation work and the places and spaces where this can take place.

It is, so to speak, an organizational topic, whereby it is clear: "It is certainly easier said than done".

In a truly existing and lively innovation culture, the people in a company have both freedom for creative work and appropriately equipped rooms.
  • Effective for all innovation types
  • Effective for disruptive innovations
  • Effective for highly complex challenges
  • Effective for incremental innovations and improvements
  • Effective for low complex challenges
  • Effective for medium complex challenges
  • Effective for radical innovations
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