Strategic Modes:
Framing
• People don't ask the right questions.
• We too often ask the wrong questions and end up solving the wrong
problems.
Mobilizing
• Fear gets in the way.
• You take no for an answer.
• Lack of conviction.
• It threatens those in the existing power structure
• It's not incentivized.
• Focus on the bottom line rather than on the product and the users
Staging
• Arrogance anywhere in the process.
Assessing
• (no responses).
Evolving
• People aren't willing to fail over and over and over until they get it right.
• We forget to listen and learn as we innovate
Design Modes:
Discovery
• There hasn't been enough research & development
Envisioning
• Innovation fails because of lack of curiosity.
Strategizing
• Every original thought is not innovative.
• It isn't solving an immediate problem.
• It enhances a feature but does not address a need.
• The innovation itself is ahead of its time.
• The market is not ready to accept change
• We place novelty over practicality.
Architecture and Design
• Focused on the designer, not the user.
Implementation
• Not executed properly
• Ineffective communication
• Gatekeepers.
• Lack of marketing
• Lack of agility.
• Unexpected variables.
• A one million dollar idea has a one-dollar execution.
• Most organizations are not equipped to handle failure
• Lack of follow through
Innovation Praxis
Program
• Lack of resources
• Managers/businesses don't give the right people the time/space/budget to
support success.
• Lack of focus.
• Fail to plan for its success
• Government interference
• Fail to adequately define what "success" is or would look like.
• Unnecessary complexities.
• It is rarely recognized.
• People want it to make money too soon.
• Businesses don't set aside time for idea generation and don't possess the
tools to generate ideas
Practice
• When the experience & lessons learned of other innovators are ignored.
• Too much significance is placed on the end result instead of the process.
• Project managers run the company.
• The term itself is abused to the point of meaninglessness.
• Not seen as corporate culture, but more as a one-time shot.
• Belief in the phrase, "This is how it's always been done."
• The phrase "Why aren't others doing it?"
• Employers second-guess the experts they hired to do a particular job.
• Capitalism is more concerned with quarterly reports showing a profit than
it is with improving the human condition.
• Those in power confuse leadership with management
• People refuse to realize that the stability of today will become the
stagnancy of tomorrow.
• Seen as a silver bullet.
• Top-down decision making.
• Groupthink.
• Solely the job of the innovation/R&D department.
• It implies decisions made by the current executives were wrong.
• People fear change
• People fear stepping outside of their comfort zones.
• Shortsighted leadership
• Risk aversion
• Fear gets in the way.
• Bureaucracy.
• Nostalgic illusions die hard.
• Lack of courage. People choose a slow death over the potential for a
breakthrough
• You take no for an answer.
• Lack of conviction.
• Because of complacency
• It threatens those in the existing power structure
• It's not incentivized.
Platform
• Businesses don't set aside time for idea generation and don't possess the
tools to generate ideas
Portfolio
• (no responses).