Capability and Capacity Building ______________________________________________________________________________
Why Build Innovation Capability and Capacity?
in all sectors build innovation capability and capacity to
differentiate themselves and to achieve or maintain competitive
advantage. In a Harvard Business Review article, Gary Hamel said, "A
company can't outgrow its competitors unless it can out-innovate them
.... Innovation is the fuel for growth. When a company runs out of
innovation, it runs out of growth."
But is innovation a viable
option at all times? Many organizations think not--particularly during
uncertain economic times--so they put innovation on the back burner or
take a middle-of-the-road position, deciding against innovation in favor
of "renovation." Yet
other organizations believe that disruptive or radical innovation is
the only way to avoid obsolescence, and they fully commit to innovation
regardless of what is happening economically. Are there precedents for
these kinds of decisions? And can organizations really thrive during
___________________________________________________________________________________________________ Is Innovation Realistic During Difficult Economic Times?
Some organizations have innovated successfully--even in the worst of times. Some leading organizations were even born
during difficult financial times. They include well known companies
such as General Foods, Barnes & Noble, Hershey's, Texas Instruments,
Mobil, Procter & Gamble, Baskin Robbins, Sara Lee, Mattel,
Applebee's, Olive Garden, and many more.
of our best known inventions were successfully launched in the Great
Depression, and several hundred successful companies, that are still in
business today, were launched in the period of time between 1929 and 1930. Some of them are in the
list above and others include Grumman, Macy's, United
Technologies, Starwood Hotels & Resorts Worldwide, Polaroid
Corporation, and many more.
Even though, today, we're not dealing with
anything of the magnitude of the Great Depression, we often
hear about the necessity of doing more with less. Innovation Outcomes strategic partner
Andrew Papageorge says, "Innovation is the only way to effectively
close the gap between increasing customer demands and decreasing
resources." And to that he adds, "Innovation can happen anywhere or
anytime once a culture of innovation is nourished."
That sounds simple
but most organizations find that they need outside assistance to accomplish
How do Organizations Build Capability and Capacity?
is often described as a team sport but it typically begins with
creativity within individuals. When innovation is
encouraged, it aggregates and becomes a team or organizational
competency. How can organizations build, leverage, and sustain innovation? They need to continually identify the key factors
that support innovation and potential barriers that suppress it at all levels. See our Top 10 Innovation Enablers and Top 10 Innovation Inhibitors. We work with individual clients, team leaders, and organizations, to build
the capability and capacity that support innovation and high
performance. We do this through:
planning and strategy that includes strategic and operations planning facilitation
change management and culture transformation that can transform loss into opportunity
leadership assessments to determine skill and competency gaps
leadership development to close those gaps
team assessments that evaluate team performance, cohesiveness, and alignment
team development to ensure ongoing high performance and to integrate new team members
assessments to determine the required future state again the current
state through evaluation of business models, delivery systems, critical
factors, and key processes
facilitation (e.g., brainstorming, nominal group technique, etc.) to
partner with clients in fostering innovation