3. Prof Linda Hill,
Harvard Business School
Creation of “social architectures” …
and who create groups - or communities
- which were willing and able to innovate
Innovation is a journey, a
collaborative problem-solving
process, where discoveries
happen through a process of
trial and error, false starts, and
even mistakes. The process can
be exhilarating. But as many of
us know all too well, it can also be
downright scary.
4. Prof Linda Hill,
Harvard Business School
Innovation … is crafted by the hands of
many, and not from a single genius, and
where the leader is able to unleash talent
in order to enact collective genius
Reactive abrasion is creating an
environment which support discourse
and debate, and where people listen
to ideas, and where breakthroughs
cannot thrive where there is no
diversity of thought, nor conflict.
… and a culture of listening, inquiry
and advocacy.
5. Prof Linda Hill,
Harvard Business School
Creative agility …. rapidly developing,
experimenting, and changing…. involves
both a scientific process and an artistic
process.
You then act - and not plan.
Goes against many business models, no
more Gantt Chart, business plan, and
five year financial forecast
6. Prof Linda Hill,
Harvard Business School
It thus focuses on alternative
approaches, and then appraising them
as things develop. She outlines that it is
important for the environment to be
created where the individuals involved
are open to contributing their ideas,
and multiple approaches can be taken.
Creative resolution … allows debate to
thrive, and where there is no one person
that dominates, and where everyone in the
team has the opportunity to influence the
focus.
7. Prof Linda Hill,
Harvard Business School
A resistance of change is often common in
some organisations, especially in the
public sector, and can try to slow-down or
block new innovations
Leadership element is there to keep the
innovation progressing …
Focus on: common purpose;
shared values; and mutual rules
of engagement.