During the Innov8rs Connect event on Strategy, Leadership & Governance (November 16-20, first agenda here) we'll host several interactive panel conversations. I'm checking whom of you might want to join (or know someone whom should join) to share experiences/learnings on these topics:

1) How did you manage to stay focused on innovation after Covid19, and especially, once budgets started to get under pressure or were frozen?

2) Global versus local: what do you manage centrally as innovation team, and what do your colleagues in the business units or regions take care of? What works, what doesn't?

3) Becoming ambidextrous: have you successfully moved to a structure with exploit and explore functioning well alongside each other? What were key challenges, how did you overcome those- and what's next?

If you are a corporate innovation leader and have things to say, send me a DM here or email hans@innov8rs.co . If you are an expert and one of your clients could be up for this, check with them and ping me if positive.
Please share your experiences and learnings on the most common mistakes that corporates do, trying to transform their company into being more innovative.Β 

If you have good examples / success activities, they are for sure also more than welcome - big thanks in advance to you all awesome innovators out there :)
Hi Reine- for starters, you may want to check out Carolina Rossi Wosiack's post in the Handbook (or search for her video in Session Recordings. She points out not necessarily mistakes, but that it is a mistake to think one type of activity (and she lists five or so) will lead to transformation.
Studying #humanocracy, I became even more convinced that increasing bureaucracy is - as you express it - "a common mistake that corporates do." Learning about bureaucracy, this is what I found: https://issuu.com/frankcalberg/docs/bureaucracyΒ 
An idea that is presented as good. A few fall in love with it.... it may very well be good. The idea is sold without being properly vetted. Those that need to execute it should have time to vet it out and operationalize it, make sense of it and provide a kind of proof of concept to those with the idea.

OR the opposite.

People are so anal about wanting to get it right that they slow everything down or worse, point the finger and harp on missteps along the way.Β 
Frank Calberg replied
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Big or small, our wins matter! Take a moment today to celebrate and share a win you've had this month.

Comment below with something that worked out well or better than expected, or possibly an approach/experiment that didn't go as planned, but ended up giving you some great insight.
Β 


We are working on an internal training program to teach lean experimentation and intrapreneurship skills across the firm. I have raised a team of 5 part-time volunteers to help create some of the content. They are very motivated and have started to pick up other innovation related topics (internal communication, culture, HR, etc.) out of pure enthusiasm for the topic. I can’t wait to see the results!
Kate replied
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Day late here for Wednesday Wins - we have just got massive validation for our way of working from a Tier 1 health client. Using agile approach to strategy generation in a normally risk-averse environment. Deep collaboration and common focus on outcomes - a great working relationship. #gratitudeΒ 
Yesterday, I participated at a world values day event via Zoom. The event provided an opportunity to think about human values as well explore and act on them with other participants. Reflecting on notes I took from fascinating conversations I had with others in different breakout rooms, I learned, for example, that curiosity / learning is a value that is important for me. To be concrete in this regard, I experienced that it helps me in several situations - including in situations when I disagree with something or someone - to ask questions and that way get more information which can help me better understand contrasting views.

To your point about the word "wins", Kate, I found out that a really good conversation with another person is often not about winning or getting your point effectively across. I learned that it has more to do with seeing everyone - including ourselves - as humans who are all connected. What does this mean? To me, it means what is written at page 201 of the book "Humanocracy": The goal of humanocracy is to create an environment in which everyone is inspired to give their best. Building on this, I learned from page 45 of the book that there's no secret about what drives engagement. From Douglas McGregor's "The human side of enterprise" to Daniel Pink's "Drive", the formula has not changed in 60 years: Purpose. Autonomy. The opportunity to grow. Collegiality.

Earlier on yesterday I came across this posting about purpose https://www.linkedin.com/posts/rwaldinger_coaching-mindset-findyourwhy-activity-6722400645699117056-wJq2 What struck me as I was reflecting on the contributions of people was, not least, that our personal work of discovering / finding our values and purpose is a process that keeps going on. During challenges we encounter in life, we develop our understanding about what is really important for us and what matters.
HI,

Having recently got back into the workforce I was asked to develop a digital strategy. But over the years I have not found anyone who has a consistent explanation of what a Strategy is.Β  I read a book a few years ago by Richard Rumelt, called Good Strategy, Bad Strategy and have been using his book as a guide. Yet I am still confronted by documents with are dream lists with no idea of their current situation, the journey they need to take and any solid direction or end state. Richard says the kernel of a good strategy consists of three things, that of a diagnosis that defines or explains the nature of the challenge, a guiding policy for dealing with the challenge and finally a set of coherent actions that are designed to carry out the guiding policy. This sound logical and works quite well but still there seems to be a difference of opinion everywhere.

My question is: What is strategy?Β 
Hi Marc,

That's quite the question. There are many great authors that have written books and books on the subject. Much of what I have read and what I have done in my own business was to start with our strategic position. We are in a B2B world and based on Kotler, Trust and Information efficiency is key. Then we decided on our Brand Architecture = House of brands vs Branded House. We initially went with a House of Brands and changed to a Branded House...Β 

Mission, Vision, Values... then Strategy. Strategy supports the foundation, responds to the dynamics in your marketplace, and addresses your vision of the future.

Strategy can be the act of of keeping and refining. It can be the act of "close following". And it can be the act of creating, inventing. Keeping and refining can be the ongoing work on your value proposition, developing it further, providing further differentiation. "Close following" is the type of R&D that is the least costly, "Rip-off & Duplicate". Creating and inventing requires an approach and process. Good sources to support this is: The Customer Journey Map, Jobs to Be Done, and The Lean Start-up with MVP's.

And there are opportunities that can come up with start-ups.
Hi,

I’m Andrey Fazlyev from Teleport Lab. We search, implement and scale innovative solutions in the transportation sector.

Now we are conducting a market research of innovations in logistics, I’m interested in implementation of startups and disruptive technologies.Β 

What cases do you have that we can include in research?

β€”
Andrey Fazlyev
Founder of Teleport Lab

Anyone here who is working with, or investing in startups, that are focused on improving the future of health and hygiene? In particular, health management, diagnostics, infection management, DIY-testing, and fem-health/fem-tech solutions.
Not specifically but I might know one or two interesting cases.Β 
Hi Rob, it would be great if you could forward them to me so that I can have a look.

Hi Andy, in innocentive we are currently looking for start-ups involved in health and hygiene for the World Vision Challenge: Affordable Rural Single Family Sanitation Solutions.Β  The award for an ideation is up to $15.000. So if you know start-ups interested in this please share the info, or send me their contacts.

https://innocentive.wazoku.com/#/challenge/df33c6bceeae44bd92daa17e0bf7dac5?searchIndex=3
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Hi Joanne,

1) I agree with the comment of Tristan, but with a NDA you are fully covered. Usually a NDA is used when you own an IP and want to work with partners that are exposed to your IP. In your case there are potential IPs. If one participant is filling a patent application secretly you should be able to go in opposition by showing the content of your community and settle the case further.
2) It really depends on what you want to achieve. I see design thinking as a tool to structure a brainstorm session. And indeed, if it's to bring ideas forward, handy to use, if not a brainstorm session would be enough to start with.Β 
Joanne Griffin replied
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Hello Joanne,

Concerning the first point, i think Florent and Tristan gave you some suggestions.
Concerning the second point, i would highly recommend to go thru a (or more) Business Model Design session in order to validate the assumptions for the idea to work... 1 out of 10 new business models are going to be a "home run" ;-)
Joanne Griffin replied
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I am working on a similar problem. Industry-level community & innovation challenge (aka hackathon) activities to spark innovation projects. This question is coming up for us as we are shaping the vision for launch. How do we deal with the ideas for projects that will come out of this? One idea that we are discussing to bring the ideas to the next stage is to have sponsors contribute to a pool of funds that will go to the highest ranking ideas coming out of the community.Β Joanne GriffinΒ I'm interested in what you come up with for your community as It sounds like we have similar situations.