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Ten Theses on Innovation
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CFL Partner Bernd X. Weis gives some hints on how to foster innovativeness.
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Ten Theses on Innovation
1.
Ten Theses on
Innovation Dr. Bernd X. Weis
2.
# 2 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com Preliminary Remark Grass doesn’t grow faster if you pull it. Chinese Proverb Everyone is talking about innovation – innovation as a panacea. At right – only those who are able to offer something new to their customers again and again, have lasting success. But that also means to be in a permanent process of change. And do not forget: The dilemma of innovations, namely that it is a priori not possible to predict their success, entails quite substantial personal risks for the innovators.
3.
# 3 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Destruction and Creation You must be ready to burn yourself in your own flame; how could you rise anew if you have not first become ashes! Nietzsche: Thus spoke Zarathustra Thesis 1: Perceive the ongoing changes in the world as an opportunity (not a threat) • to design, shape and create something new, • to advance, to let go the old and overcome and adapt to new. Phoenix (Louvre, Paris)
4.
# 4 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Courage We must have the courage to let the Nothing encounter us. Face to face with the NOTHING, we do realize that we are not only SOMETHING real, but that we are creative beings able to let something emerge from the Nothing. Heidegger: On Metaphysics Thesis 2: Successful innovative strategies are unique in themselves, creative and original, have paths that have not yet been perpetrated. They are closely interwoven with the enterprise and the persons and arranged “correctly” in time. Methods Processes Organization Behavior Innovation Management Innovation Culture Attitude
5.
# 5 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Uncertainty I act with complete certainty. But this certainty is my own. Wittgenstein: On Certainty Thesis 3: Self-confidence of the innovator gives the increasing external uncertainties orientation and “grounding”. Selection Distortion Irritation Stabilization Variation
6.
# 6 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Cooperation Because the access, and herein the bow masters through the ages agree, is only granted to those who are of a ‘pure’ heart unconcerned with ulterior motives. Herrigel: Zen in the art of archery Thesis 4: The basis for cooperation is to be honest to yourself as well as to others and to act in self-assured consequence. Organization Internal Culture: Trust, Communication, Creativity, Ability to Learn, Tolerance of Failures, Diversity Other Organizations Coope- ration Cust- omer Societal Innovation Culture Coope- ration
7.
# 7 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On FREIRAEUME* The Spirit blows where it wills Bible – John 3:8 Thesis 5: The idea for an innovation may have been born somewhere. It is presumptuous to think that processes and technologies induce innovations. But: Suitable processes and techniques positively affect the creative act. * The German noun FREIRAEUME refers to what is ordinarily called “free space”, and also what is called “room for ideas”, “room for self- actualization” and the likes. FREIRAEUME refers to the kind of opportunities given, that allow to pursue activities that are not on the specified agenda e.g. to create and follow up with new ideas. Translations coming near are “latitude” or “leeway”. FREIRAEUME Task, Problem, Challenge Describe, Formulate Start of Innovation Process Outline of Solution Knowledge, Abilities
8.
# 8 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On System Models The day belongs to error and failure, the course of time to success and achievement. Goethe: Maxims and Reflections Thesis 6: People tend to fall for the often attractive, but delusive, fatal confusion between the system and the system model. Real WorldSystem Boundaries Emergence Indetermination Preservation – Adaptation Possibilities – Probabilities Business Model Assessment
9.
# 9 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Omnimetry Much as I know, but I want to know everything. Goethe: FaustThesis 7: Markets that do not exist (yet), can not be analyzed. New markets are fraught with fundamental uncertainties and ultimately escape the traditional processes and techniques of business planning. Investments in Ecosystem Value of Total Offering Value of Core Offering Investments in Core Innovations Business Success Revenues, Profits
10.
# 10 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Scenarios Imagine, there is war and nobody goes there. „Sponti“-Graffiti Thesis 8: The process of scenario development reveals the basic factors of change. It ultimately calls that a possible vision of the future, a coherent way is described. Near Future (Planning Horizons) Present S P Scenario Planned Target Actual StateI S S S S I S I S S I S I I S S S S S I SS ISS S S S SS S SS SS SS S S S P P PI P P Farther Future S S S2 S1 S3 S P Scenario Planned Target Actual StateI S S S S I S I S S I S I I S S S S S I SS ISS S S S SS S SS SS SS S S S S P P PI P P Farther Future Near Future (Planning Horizons) Present Very unlikely disruptive Event SS S S2 S1 S3
11.
# 11 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com On Strategies Always act so as to increase the total number of choices. Heinz von Foerster Thesis 9: Strategies that maximize the options have greater potential for success. Events/States Options Consequences Goals Options Consequences Goals Events/States Reasons Expanding the Space of Options Reasons
12.
# 12 |
© Centre for Leadership 2014 – all rights reserved | service@centre-for-leadership.com All Business Areas Active Business Areas Potential Business Areas Related Business Areas On Prudent Business Men Fluctuat nec mergitur (It is tossed by the waves, but does not sink) Motto of the city of Paris Thesis 10: The failure of an innovation may shake a business but does not endanger its very existence. 11/06/
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