Jiddu Krishnamurti (May 12, 1895–February 17, 1986) was a well known writer and speaker on philosophical and spiritual subjects. His subject matter included: psychological revolution, the nature of the mind, human relationships, and how to enact positive change in society. He constantly stressed the need for a revolution in the psyche of every human being and emphasized that such a revolution cannot be brought about by any external entity whether religious, political or social.

These two brilliant innovators met regualrly to discuss thought and the nature of change.

Webster’s definition of potential is:  1. That which has power; potent; 2. Possible; latent; unrealized; undeveloped

Thus it follows that creative potential means: the unrealized power to cause something to come into existence.

Waht do you think?

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Let’s use a football analogy. In football, the quarterback gets paid for what isn’t. He gets paid for putting the ball where it isn’t. He doesn’t get paid for moving the ball around or running the ball, or calling the plays. He might do that, but he gets paid for putting the ball where it isn’t. And a good quarterback knows how to get the ball where it isn’t.

The next day newspaper articles are published about the game. But journalistic reporting doesn’t make quarterbacks any better. On the other hand, if the coach is any good, his form of communication can make a big difference to the quarterback in getting the ball to where it isn’t. What we refer to in regard to leading innovation is called coaching communication, as opposed to journalistic communication.

A good leader of innovation knows how to gather and analyze the facts, take a look at what the elements are, and has enough experience and training to know how things work. But that isn’t enough to make a great leader. If you want to be an outstanding leader, pay very close attention to what is not. You’re actually paying attention to it whether you are aware of it or not. So, if you know that’s what you’re getting paid for, you can start doing it intentionally.

GoInnovate! is your guide to getting the ball to where it is not.

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1. Compelling
 Do you have a clear purpose and vision?
 What will happen if you do not innovate?

2. Credible
 Is your innovation based on solid data?
 Do you have historical examples and trends?

3. Coherent
 Do the pieces fit together and mutually support each other?
 Where is your thinking still unclear?

4. Commercial
 What is the value (wealth) generated from the innovation?
 What is the value proposition for the customer?

Are you persuaded?

The drive to innovation as a source of growth and competitiveness is prompting company executives to revise their company structures and processes in order to enhance their level of innovation effectiveness. For this to be useful, the innovation process needs to be understood within the context of their specific business environment and their company goals, strategies and resources. Merely mimicking another successful company’s approach could be counterproductive if the drivers, requirements and gaps are significantly different.
 
Though innovation can occur via both planned and unplanned routes, it is difficult to design for that which is completely unknown. However, by understanding key facilitators of the innovation process and incorporating critical behavioral as well as structural factors, probabilities of success could be substantially improved for deliberately designed innovation projects. The change in the underpinnings and fundamentals of the organization would also better prepare it for recognizing unplanned opportunities and taking advantage of them in a timely fashion. 

Business Week recently conducted a survey of 65 senior executives from diverse industries across the globe. These executives said they believe that breakthrough innovations and business model changes are needed to fuel the growth engine for the coming years.

The article also reported that companies, by and large, are having trouble making their innovation efforts work.  In this study, executives said they are “struggling to find the right combination of business strategy, operational model, and execution to deliver profitable growth.”

It is very interesting to note that cost-cutting is no longer their primary focus; innovation is now seen as the driver for economic recovery.  In fact, many people are now saying we have wrung out all the feasible savings from programs like Total Quality Management and Six Sigma.  With those programs at a point of diminishing returns in well-run companies, they now recognize a need for more fundamental change to remain competitive and grow market share.  And, companies who were expert in cost cutting are finding that innovation requires a different set of competencies.   

There is also a growing interest in innovation efforts involving business models and other corporate level structures and policies rather than solely centered on technology and product innovation.  These broader innovations may touch every aspect of an organization and are therefore liable to be much more complex to design and implement.

What companies really need to ensure they get results is a system for managing innovation.  No company would dream of managing their finances without a financial system; or their information without an IT system.  Companies have had systems for quality, for customer service, and for virtually every important and complex system.  But, very few, it turns out, have a system for producing swift and continual innovation.

GoInnovate! is a proven system for managing continual innovaion.  The GoInnovate! System outlines the competencies, the tools and the culture you need to get results. 

We now offer a new tool to help you determine how well you stack up.  Our ASSESSMENT OF INNOVATIVE EXCELLENCE will tell you what your organization is doing to support innovation and what areas require your attention to get the results you seek.  For over 25 years we have been studying, documenting and refining our system for achieving Innovation.  We know how to help you innovate!     

In addition to dealing with limited budgets, looming deadlines, and the rate of change happening in the outside world you also have to take notice of the rate of change and innovation within your own business.

And this change is largely due to everybody’s belief systems, and how they ‘understand’ things to be.  Each person’s beliefs and expectations affect their every thought and action, and are pervasive in the company culture.

In order to embrace new beliefs that better serve the business and align with the changing world people will have to be disappointed by the leader as they are challenged to let go of their old beliefs.  However, these beliefs are very dear to them, and many will fight hard to hold onto them when challenged.

And so the question for the leader now becomes…

“How do I disappoint others as a leader in way that promotes continual growth and belief change?”

This is a very delicate art for a leader to master.

In adaptive leadership theory leadership has been defined as “Disappointing people at a rate they can understand.”  This definition offers a valuable insight into how leaders should challenge others beliefs - at a rate they can understand.

This means at a pace they can follow, and at a rate of change that is not so uncomfortable that they shut down or resist the innovation.

What does this mean to you as a leader?

The next time you are heading up an innovation take special care to ‘disappoint others’ (challenge their belief systems) at a balanced rate:  balancing it between change and comprehension, between pushing the comfort zone and overwhelm.

Use The Skills Of Collaboration To Maintain The Balance:

1. Reflect - slow down your own thinking to become aware of your own patterns.
2. Inquire - explore the beliefs of others and the reasons behind them (very important).
3. Advocate - once you understand their beliefs you are now in a position to better advocate the need for change (and they will be more likely to listen to you now that you have listened to them).

When you slow things down you can actually end up going faster.

How have you been disappointing others lately?

One entrepreneur’s passion for Play, the state of optimum learning and performance, highlights its role in creativity and innovation.

Michael Mendizza is a documentary filmmaker, author, and educator. He’s the founder of Touch the Future, a nonprofit learning design center, and CEO of Nurturing, Inc., a support resource center for parents and early childcare providers. Mendizza spoke with Andrew Papageorge, GoInnovate’s Founder and Chief Innovator, about the state of optimum learning and performance, what athletes call the zone, researchers call flow and children call play. His book, Magical Parent-Magical Child, the Art of Joyful Parenting, co-authored with Joseph Chilton Pearce, applies research on optimum states to parenting, education and life.

Innovator Interview Michael Mendizza

View the clip and see what you think!  Change your view every minute

Here’s a simple process to help you remain open to new ideas and explore their value.

1. List all the things the idea has going for it, e.g. it is fast, the color is great, it will lead to other opportunities.
2. List your major concerns about the idea, e.g. it is slow, the clients will not like it.
3. Scan (brainstorm) ideas that may overcome the idea’s “flaws”. For example ask, “How can we do it in less time?” or “How can we make it less costly?” or “How can we get his buy-in?”
4. Focus (decide) on the best ideas(s) that generated in the scan
5. Go do something with the best ideas, e.g. research, test, implement
6. Scan – Focus – Go again, and again, and again.

Remember, creativity is a journey into the unknown. The final destination is often different from the one you originally imagined. Stay open.

Think of a time when you a seed idea you had morphed into another.