Iriz law for change and innovation

Iriz law for change and innovation

1) The Law of Leadership:
Executive level support (Board, CEO, Governance, Structure Capital and internal communication plan) is critical for an organization that wants to have innovation at is core. Leadership means «talking-the-talk» AND «walking-the-walk». It means committing (and protecting) resources (time, money, people, equipment) for innovation. How much time does the executive team as a group and individually spend working on innovation? Listening to status reports from others doesn’t count.
It means being there with the team and applause small successes and encouraged to think outside the box at all times.

2) The Law of Culture:
Establishing and nurturing an innovation culture sets the foundation for the organization. For leaders it means rewarding the right behavior (teamwork, collaboration, honesty, trust) and identifying and eliminating bad behavior (not-invented-here, passive/aggressive, turf battles). The key items in a robust culture of innovation are:
People: Every person feels ownership of the innovation agenda and is equipped and skilled to have impact.
Ideas: Ideas are actively solicited from all sources and valued and nurtured not criticized or minimized.
Alignment: All resources are aligned against the innovation agenda to ensure everyone is pulling the same direction.
Communication: Communication that is clear, honest, respectful and transparent is essential for teamwork and establishing trust within the organization.
Iriz loves Simon Sinek because it is a clean speech in a complexed situation.

3) The Law of Resources:
Innovation requires a committed level of resources (people, money, time, equipment) over an extended period of time. The level of resourcing is the validation for the importance and commitment the organization devotes to innovation. Does the executive team commit the best resources to innovation? Are the resources protected?
Iriz often have to challenge situations where as partner or customer are onboarding 25% FTE to do an innovative change for the company. That will never work. Iriz will in a project always protect the power of CONCURRENCY, CHANGE (Daniel Kahneman) and SPEED for a highly professional team sitting together working out amazing new ideas.

4) The Law of Patience:
Innovation takes time. More time than is expected. The organization must take the long view on innovation and avoid the temptation and resist the pressure for short-term adjustments. Annual resets of budgets force innovation to take on a short-term planning horizon. If resources are adjusted to help the organization meet quarterly budget challenges, then most likely, Law of Leadership is NOT in place. Are resources committed beyond the traditional budget planning cycle?
Iriz has experienced that the fundamentals for innovational culture are contracted broad mandates coupled with the safeguarding of change agents in the project. All resources do leave a role and will be onboarded with the role as a change agent and vision manager – what happens to the employee when the project is ready?

5) The Law of Process:
To succeed at innovation, organizations need an innovation process that fits and works within their organization and culture. The process should cover the full innovation chain from idea capture through the last steps of execution. This includes establishing and tracking a set of metrics that measures the success and areas of improvement within the innovation program.
Iriz programs will always use common processes such as Business Modelling, Design Thinking, Lean Innovation, etc. To support this we will need a business case and in all workshops on metrics and added values by innovation we will always ask – what is the cost of doing nothing.

6) The Law Of BHAG:
What is a BHAG? A BHAG is “Big Hairy Audacious Goal”. It’s what leadership lays out as the innovation agenda. The BHAG sets a clear and compelling target, serves as a unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization will know when it has achieved the goal. It does NOT prescribe the how. Iriz contributes on THE VISION, THE WHY and defines THE ROADMAP with our customers. We do need BHAG.

7) The Law Of Execution:
The ability to execute on both the innovation agenda and the quarterly objectives of the operating business is a key skill that the organization needs to have. Focusing on only one area of execution leaves the other to flounder. Segmenting the execution roles into separate silos works against the Law of Culture.
Iriz recommends to plan for both innovation and business as usual to find the synergies. It is important to establish an organization that THRIVES and maximizes the resources and the mandates established. Proven track record of delivering functional codes will result in new opportunities (Positive Risk) and the organization will have muscle memory on how to be agile in a fast moving environment propelled by technology.

Peace out!

Kilde: The 7 Immutable Laws of Innovation” by Phil McKinney

“If you have everything under control, you are not moving fast enough”

Mario Andretti
Del artikkelen
Share on facebook
Share on twitter
Share on linkedin