π¬ Community Chat
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Hi folks,
I've the founder of the Craigberoch Business Decelerator and ran a session at this afternoon's summit together with some of our Cast. Β Just wanted to let you know that you are all most welcome to join our event on Saturday and prepare and inspire yourselves for the year ahead.Β Agenda attached and you can sign up for FREE in the next 24 hours at https://craigberoch.org/events/reset-2021/
I've the founder of the Craigberoch Business Decelerator and ran a session at this afternoon's summit together with some of our Cast. Β Just wanted to let you know that you are all most welcome to join our event on Saturday and prepare and inspire yourselves for the year ahead.Β Agenda attached and you can sign up for FREE in the next 24 hours at https://craigberoch.org/events/reset-2021/
ο»Ώ
Hope the new year is off to a good start. Wishing you and your loved ones a happy, healthy and innovative 2021!
We are creating next week's Innov#8, featuring 8 shifts we as corporate innovation function need to make, in order to deliver better/more value to our internal and external stakeholders.
I guess you have an opinion about that as well, so I wanted to ask if you can comment with your input (or send me a DM here or email hans@innov8rs.co if you prefer your comment not to be visible).
We are creating next week's Innov#8, featuring 8 shifts we as corporate innovation function need to make, in order to deliver better/more value to our internal and external stakeholders.
I guess you have an opinion about that as well, so I wanted to ask if you can comment with your input (or send me a DM here or email hans@innov8rs.co if you prefer your comment not to be visible).
Please formulate as follows:
>> In 2021, I think we need to shift from [... A ...] to [... B ...], so that [... desired outcome ...].
Then, add a few lines about the why, what and/or how of the shift you propose.
Curious to your thoughts πΒ
More than before we need the peace and hope that brings X-Mas.
Enjoy your holidays and see you in 2021!
Massimiliano
Enjoy your holidays and see you in 2021!
Massimiliano
Hi everyone,
currently I investigate how to best equip my organization with a more innovative mind and skillset.Β
The starting point is for me to define wished competence levels for starters, practicioners and masters, enabling different roles from management to operational level to perform in their roles in a more innovation friendly manner.
Based on that it would allow to figure which investments in building up competencies would be required at which stage of the maturity level.
WhatΒ΄s your thought on that approach, any useful experiences?
Any practical/ theoretical input to establish and implement the above stated?
Looking fwd for your responses!
Thx/ Best wishes
Andreas
currently I investigate how to best equip my organization with a more innovative mind and skillset.Β
The starting point is for me to define wished competence levels for starters, practicioners and masters, enabling different roles from management to operational level to perform in their roles in a more innovation friendly manner.
Based on that it would allow to figure which investments in building up competencies would be required at which stage of the maturity level.
WhatΒ΄s your thought on that approach, any useful experiences?
Any practical/ theoretical input to establish and implement the above stated?
Looking fwd for your responses!
Thx/ Best wishes
Andreas
Hi Andreas,
I find it useful to start by separating technical and behavioural capabilities. The former being the domain of innovation such as digital, food, manufacturing, etc. which each have their own hard skills and production logic. The latter the behaviours one needs to adopt to work well within innovation environments (e.g. active listening, group dynamics, comfort with ambiguity, facilitating psychological safety, alliance building, conflict management, etc. )
Β Within each track a vertical progression with steps from comprehension to master of what capabilities are acquired when. Again, depends on the domain and you company's talent development model (which you want to be coherent with.)Β
Hope that helps, the softer behavioural factors are what many overlook because they seem less tangible, yet they are the ones that make innovation tangible when the technical stuff isn't working.Β
Ideally, you can overlay the capabilities to a broader organisational innovation maturity steps, to reinforce it's not just the innotion team but the entire organisation that determines success. For example digital maturity where you can use frequency of release, code quality, NPS and patents along with business momentum as a combined scorecard of capability performance based upon actual (not presumed) maturity.
Best,
Brett
I find it useful to start by separating technical and behavioural capabilities. The former being the domain of innovation such as digital, food, manufacturing, etc. which each have their own hard skills and production logic. The latter the behaviours one needs to adopt to work well within innovation environments (e.g. active listening, group dynamics, comfort with ambiguity, facilitating psychological safety, alliance building, conflict management, etc. )
Β Within each track a vertical progression with steps from comprehension to master of what capabilities are acquired when. Again, depends on the domain and you company's talent development model (which you want to be coherent with.)Β
Hope that helps, the softer behavioural factors are what many overlook because they seem less tangible, yet they are the ones that make innovation tangible when the technical stuff isn't working.Β
Ideally, you can overlay the capabilities to a broader organisational innovation maturity steps, to reinforce it's not just the innotion team but the entire organisation that determines success. For example digital maturity where you can use frequency of release, code quality, NPS and patents along with business momentum as a combined scorecard of capability performance based upon actual (not presumed) maturity.
Best,
Brett
· 1 reply
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Andreas Otto
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I would begin by defining what kind of innovation does your company want to do. From that you can later drive the skills. Also is worth looking at how you define success for this activity, why do you do it, and how will success be measured for both the program and the new acquired skills.
Next you'd probably need to assess the current skill level/gap as well as to map in on the type of innovation the company want to do. (eg: we want to do incremental innovation but everyone seams to know how to run lean experiments and no one know how to create a financial model using Monet Carlo)
Next you get do what Brett suggested. Split the skills in 2 groups and start defining them.
This is not the end. You'll probably want to pilot the new skills to see if they actually fit with what you had in mind - this can be done by giving a group of people some things to do along the lines of their new skills.
Hope it makes sense.
ο»Ώ
Hans Balmaekers
ο»Ώ thaks for tagging me.
This is notΒ
I would begin by defining what kind of innovation does your company want to do. From that you can later drive the skills. Also is worth looking at how you define success for this activity, why do you do it, and how will success be measured for both the program and the new acquired skills.
Next you'd probably need to assess the current skill level/gap as well as to map in on the type of innovation the company want to do. (eg: we want to do incremental innovation but everyone seams to know how to run lean experiments and no one know how to create a financial model using Monet Carlo)
Next you get do what Brett suggested. Split the skills in 2 groups and start defining them.
This is not the end. You'll probably want to pilot the new skills to see if they actually fit with what you had in mind - this can be done by giving a group of people some things to do along the lines of their new skills.
Hope it makes sense.
ο»Ώ
This is notΒ
· 1 reply
Hey Tribe,
What a great week and a whole bunch of great sessions and content . I would love to keep the interaction and conversations going. Please feel free to connect with me as a resource any time.
My Linked InΒ isΒ https://www.linkedin.com/in/john-elliottjr/
or email j.elliott@ezassi.com
You can also link to my calendar hereΒ https://app.hubspot.com/meetings/j-elliott
Finish off the year strong. And a great 2021 to all!
What a great week and a whole bunch of great sessions and content . I would love to keep the interaction and conversations going. Please feel free to connect with me as a resource any time.
My Linked InΒ isΒ https://www.linkedin.com/in/john-elliottjr/
or email j.elliott@ezassi.com
You can also link to my calendar hereΒ https://app.hubspot.com/meetings/j-elliott
Finish off the year strong. And a great 2021 to all!
Yup... it's that time of the year again. Time to take stock of the year that has almost passed!
In next week's Innov#8 we'll feature the 8 (duhuh) most popular sessions we hosted in 2020. We have of course data from several sources indicating what speakers and topics you liked most... but keen to hear your personal feedback too.
So - what was your favourite Innov8rs session in 2020? Comment below!
In next week's Innov#8 we'll feature the 8 (duhuh) most popular sessions we hosted in 2020. We have of course data from several sources indicating what speakers and topics you liked most... but keen to hear your personal feedback too.
So - what was your favourite Innov8rs session in 2020? Comment below!
The session I enjoined a lot were:
Β - The invicible company with Alexandre Osterwalder
Β - Financial modeling with Tristan Kromer
Β - Market-led Technology roadmal (Andy Wynn if I'm right).
Β - And also a dedicate session to review my challenge with Andy Wynn and Arent van 't Spijker.
There were so many good session!
Β - The invicible company with Alexandre Osterwalder
Β - Financial modeling with Tristan Kromer
Β - Market-led Technology roadmal (Andy Wynn if I'm right).
Β - And also a dedicate session to review my challenge with Andy Wynn and Arent van 't Spijker.
There were so many good session!
