Practice-1: Innovation of Existing Structures

Corporate Rebel Curt Klun from Washington DC wants to create a Community of Interest concerning Innovation for Existing Structures

The world is undergoing a renaissance in how work is being defined and conducted, and as in any time of industry tumult, established organizations thirst for clarity and best practice in order to remain relevant and competitive.  In an age of exponentially tighter cycles of innovation and apparent breaking of traditional means of organization, efficiency models, like six sigma, do not adequately capture unquantifiable qualities of “value add,” such as innovation relationships (communities of interest) and non-hierarchical organizing, such as governing through networks and crowdsourcing.

Finding and establishing best practices for existing organizations is not only vital for survival, but as Lois Kelly of Rebels at Work warns, organizations must prepare and adapt now to ensure that they can attract future generational talent.  Already top talent is being drawn away. The Millennials and the generation that follows them are demanding a more integrated, collaborative, fast-paced, and streamlined organizational structure in order to meet their unique means of relating to others.

One subset of innovation is the capacity of promoting and adopting multi-generational leaps in innovation.  It is far easier for startup companies to establish a culture of such leaps in innovation.  Books, like The Speed of Trust by Steven Covey, and articles, like Google X, encourage transformative efforts that “fail forward.” But how can multi-generational leaps in innovation be applied to existing organizations, such as government, that require glacial means of due process or built in friction of balance of power?

Here are some initial questions that I’d love to get a group of interested folks together to discuss.  The goal is to form a value add best practice in ingraining multi-generational leaps in innovation.

  1. Do you have to negate accountability? If so, how does one address incompetent, negligent behavior?
  2. Do you have to have isolated research and development arm, like Google X, or can such transformative notions be encouraged across an organization?
  3. Can risk averse cultures that adapt by glacial, increments (eg government) have components that encourage risk?

If you want to join Curt in documenting this Value Creation Practice, please be responsible for yourself and contact Curt to form a team that rocks the place ! Or just indicate your interest in the comments section of this page, and we’ll take it from there.


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