Ten Theses on Innovation

Ten Theses on Innovation
Dr. Bernd X. Weis

# 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.

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)

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

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

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

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

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

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

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

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

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/

Ten Theses on Innovation

More Related Content

What's hot

Similar to Ten Theses on Innovation

More from ZFF - Zentrum für Führung GmbH

Recently uploaded

Ten Theses on Innovation