Innovation Leadership - Revision history

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-'''Innovation Leadership''' is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and risk. It is a necessary competency for organizations that hope to develop truly innovative products and services.<ref>Definition - What Does Innovation Leadership Mean? [https://medium.com/lightshed/what-is-innovation-leadership-8094f79620ca Taylor Cone]</ref>
+'''Innovation Leadership''' is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and risk. It is a necessary competency for organizations that hope to develop truly innovative products and services.<ref>[https://medium.com/lightshed/what-is-innovation-leadership-8094f79620ca Definition - What Does Innovation Leadership Mean?]</ref>
-__TOC__
+== Innovation Leadership Components<ref>[https://www.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf Innovation Leadership Components]</ref> ==
 Innovation Leadership Has Two Components
-*An innovative approach to [[leadership]]. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability?
+*An innovative approach to leadership. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability?
 *Leadership for innovation. Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition?
-This two-tiered approach generates the kind of [[Innovation|innovation]] that can produce the next new product or design, but it goes well beyond. It can spur the development of programs, services, and tools, including Innovation Leadership initiatives to build leadership capacity within and beyond the organization.
+This two-tiered approach generates the kind of innovation that can produce the next new product or design, but it goes well beyond. It can spur the development of programs, services, and tools, including Innovation Leadership initiatives to build leadership capacity within and beyond the organization.
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-=== Business Thinking Versus Innovative Thinking<ref>Business Thinking Versus Innovative Thinking [https://www.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf ccl.org]</ref> ===
+=== Business Thinking Versus Innovative Thinking<ref>[https://www.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf Business Thinking Versus Innovative Thinking]</ref> ===
 Today’s managers are not lacking ideas, theories, or information. They have extraordinary knowledge and expertise. They are skilled practitioners of traditional business thinking. Business thinking is based on deep research, formulas, and logical facts. Deductive and inductive reasoning are favored tools, as we look for proof or precedent to inform decisions. Business thinkers are often quick to make decisions, looking for the right answer among the wrong answers. Business thinking is about removing ambiguity and driving results.
@@ Line 26: / Line 23: @@
-== Characteristics of the Innovative Leader<ref>8 Characteristics of the Innovative Leader [https://georgecouros.ca/blog/archives/4811 George Couros]</ref> ==
+== Characteristics of the Innovative Leader<ref>[https://georgecouros.ca/blog/archives/4811 8 Characteristics of the Innovative Leader]</ref> ==
 *Visionary: Visionary leaders can take a “powerful vision” and break it down. Creating a culture of “innovation”, it takes small steps forward towards a greater vision, not a gigantic leap to the top of the summit.  Innovative leaders help people continuously grow with small steps that build both confidence and competence, so they are more willing to become more innovative themselves.
 *Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for.
@@ Line 37: / Line 34: @@
-== The Innovation Leadership Map<ref>The Innovation Leadership Map [https://systemgrowthconsulting.com/white-paper-innovation-leadership-contribution-performance/ Systems Growth Consulting]</ref> ==
+== The Innovation Leadership Map<ref>[https://systemgrowthconsulting.com/white-paper-innovation-leadership-contribution-performance/ The Innovation Leadership Map]</ref> ==
 Systems Growth Consulting of Manchester, UK in their Innovation Leadership Map© tells us about what innovation leaders can do to create better innovation outcomes through managing the inputs to innovation activities, the processes of managing and the firms operating culture. This is diagrammatically illustrated below:
@@ Line 45: / Line 42: @@
-== The Importance of Innovation to Leadership<ref>Why is Innovation Important in Leadership? [https://innolytics-innovation.com/innovation-leadership/ Innolytics]</ref> ==
+== The Importance of Innovation to Leadership<ref>[https://innolytics-innovation.com/innovation-leadership/ Why is Innovation Important in Leadership?]</ref> ==
 Every successful business innovation starts with idea generation. It’s about developing exceptional ideas that are the base for outstanding innovation success. Therefore, innovation and leadership are becoming more important to business leaders. Managers have to overcome the status quo, think ahead about tomorrow’s products and services, develop new business models and business processes.
-The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the employee executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary innovation management leadership styles are changing. Companies that want to implement an [[Innovation Strategy|innovation strategy]] are required to build an innovation culture. They must be able to implement incremental innovation and [[Continuous Process Improvement (CPI)|continuous improvement]] as well as radical innovation. Business leaders play an increasingly important role in this process.
+The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the employee executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary innovation management leadership styles are changing. Companies that want to implement an innovation strategy are required to build an innovation culture. They must be able to implement incremental innovation and continuous improvement as well as radical innovation. Business leaders play an increasingly important role in this process.
-It is hard to imagine that ideas can be generated with a traditional management style: “[[Brainstorming|Brainstorm]]! Ideas now!” Creativity and strong hierarchical approaches are difficult to combine. Accordingly, management approaches are subject to significant change. Leadership concepts of innovation leaders differ fundamentally from those in companies that preserve the existing. A leadership style in which managers act as a promoter for new ideas is becoming increasingly important for innovative companies.
+It is hard to imagine that ideas can be generated with a traditional management style: “Brainstorm! Ideas now!” Creativity and strong hierarchical approaches are difficult to combine. Accordingly, management approaches are subject to significant change. Leadership concepts of innovation leaders differ fundamentally from those in companies that preserve the existing. A leadership style in which managers act as a promoter for new ideas is becoming increasingly important for innovative companies.
-==The Innovation Leadership Mindset<ref>Doing Things Differently: The Innovation Leadership Mindset [https://flevy.com/blog/i-aint-blue-i-am-different-the-innovation-leadership-mindset/ Flevy]</ref> ==
+==The Innovation Leadership Mindset<ref>[https://flevy.com/blog/i-aint-blue-i-am-different-the-innovation-leadership-mindset/ Doing Things Differently: The Innovation Leadership Mindset]</ref> ==
 Leaders differ much from Laggards. Embedded within their whole being is the Innovation Leadership Mindset.
@@ Line 68: / Line 65: @@
-== Paradoxes of Innovation Leadership<ref>Paradoxes of Innovation Leadership [https://en.wikipedia.org/wiki/Innovation_leadership Wikipedia]</ref> ==
+== Paradoxes of Innovation Leadership<ref>[https://en.wikipedia.org/wiki/Innovation_leadership Paradoxes of Innovation Leadership]</ref> ==
 Innovation leadership is complex, as can be seen from the Hunter & Cushenbery (2011) model, and often paradoxes emerge that require leaders to strike a delicate balance between two conflicting roles (e.g. encouraging innovative ideas vs. limiting innovative ideas to include only those that are most viable and useful to the organization). A balance must be struck, not only within the leader and their behaviors, but between conflicting interests of involved parties as well. These include conflicting interests between the leader and the employees/teams, between leaders and situational/contextual factors, and between the employees/teams and the organization. Critical potential paradoxes that are often faced by leaders of innovation have been provided by Hunter, Thoroughgood, Meyer, & Ligon (2011).
 *Internal/Localized Paradox: Internal/Localized paradoxes entail conflicting roles experienced within the leader.
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 == See Also ==
 *[[McKinsey 7S Framework]]
 == References ==
 <references/>

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-'''Innovation Leadership''' is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and [[Risk|risk]]. It is a necessary competency for organizations that hope to develop truly innovative products and services.<ref>Definition - What Does Innovation Leadership Mean? [https://medium.com/lightshed/what-is-innovation-leadership-8094f79620ca Taylor Cone]</ref>
+'''Innovation Leadership''' is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and risk. It is a necessary competency for organizations that hope to develop truly innovative products and services.<ref>Definition - What Does Innovation Leadership Mean? [https://medium.com/lightshed/what-is-innovation-leadership-8094f79620ca Taylor Cone]</ref>
@@ Line 7: / Line 7: @@
 == Innovation Leadership Components<ref>Innovation Leadership Components [https://www.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf ccl.org]</ref> ==
 Innovation Leadership Has Two Components
-*An innovative approach to leadership. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability?
+*An innovative approach to [[leadership]]. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability?
-*Leadership for innovation. Leaders must learn how to create an [[Organizational Culture|organizational climate]] where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition?
+*Leadership for innovation. Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition?
 This two-tiered approach generates the kind of [[Innovation|innovation]] that can produce the next new product or design, but it goes well beyond. It can spur the development of programs, services, and tools, including Innovation Leadership initiatives to build leadership capacity within and beyond the organization.
@@ Line 27: / Line 27: @@
 == Characteristics of the Innovative Leader<ref>8 Characteristics of the Innovative Leader [https://georgecouros.ca/blog/archives/4811 George Couros]</ref> ==
-*Visionary: [[Visionary Leadership|Visionary leaders]] can take a “powerful vision” and break it down. To create a culture of “innovation”, it takes small steps forward towards a greater vision, not a gigantic leap to the top of the summit.  Innovative leaders help people continuously grow with small steps that build both confidence and competence, so they are more willing to become more innovative themselves.
+*Visionary: Visionary leaders can take a “powerful vision” and break it down. Creating a culture of “innovation”, it takes small steps forward towards a greater vision, not a gigantic leap to the top of the summit.  Innovative leaders help people continuously grow with small steps that build both confidence and competence, so they are more willing to become more innovative themselves.
-*Empathetic – Along the lines of [[Design Thinking|design thinking]], new ideas start with understanding the people they are created for.
+*Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for.
 *Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities.  We rarely create something different until we experience something different.
 *Open Risk Taker – This building upon the previous point. The term “risk-taker” has become quite cliché, as leaders often promote it, but rarely model it. People are less likely to take risks in doing something different unless they see those above them in the hierarchical structure do the same thing. If leaders want people to try new things, they have to openly show, that they are willing to do the same.
-*Networked – Networks are imperative to growth and innovation. Great leaders create networks beyond their orbit. They are not limited by their own ideas but draw upon [[Best Practice|best practices]] and the experience and knowledge of other thought leaders.
+*Networked – Networks are imperative to growth and innovation. Great leaders create networks beyond their orbit. They are not limited by their own ideas but draw upon best practices and the experience and knowledge of other thought leaders.
 *Observant – Great ideas often spark other great ideas. Consortiums, leadership Councils and Leadership Bootcamps are on the rise. The power of the Internet has also led to myriad of information resources.
 *Team Builder – The least innovative organizations often seem to surround themselves with like-minded people. Innovation often comes from conflict and disagreement, not in an adversarial way, but in a way that promotes divergent thinking. The idea is not to go with the idea of one person over another, but to actually create a better idea. Innovate Leaders do not surround themselves with yes men.
@@ Line 46: / Line 46: @@
 == The Importance of Innovation to Leadership<ref>Why is Innovation Important in Leadership? [https://innolytics-innovation.com/innovation-leadership/ Innolytics]</ref> ==
-Every successful business innovation starts with idea generation. It’s about developing exceptional ideas that are the base for outstanding innovation success. Therefore, innovation and leadership are becoming more important to business leaders. [[Manager|Managers]] have to overcome the status quo, think ahead about tomorrow’s [[Product|products]] and [[Service|services]], develop new [[Business Model|business models]] and [[Business Process|business processes]].
+Every successful business innovation starts with idea generation. It’s about developing exceptional ideas that are the base for outstanding innovation success. Therefore, innovation and leadership are becoming more important to business leaders. Managers have to overcome the status quo, think ahead about tomorrow’s products and services, develop new business models and business processes.
-The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the [[Employee|employee]] executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary innovation management [[Leadership Styles|leadership styles]] are changing. Companies that want to implement an [[Innovation Strategy|innovation strategy]] are required to build an innovation culture. They must be able to implement incremental innovation and [[Continuous Process Improvement (CPI)|continuous improvement]] as well as radical innovation. Business leaders play an increasingly important role in this process.
+The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the employee executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary innovation management leadership styles are changing. Companies that want to implement an [[Innovation Strategy|innovation strategy]] are required to build an innovation culture. They must be able to implement incremental innovation and [[Continuous Process Improvement (CPI)|continuous improvement]] as well as radical innovation. Business leaders play an increasingly important role in this process.
 It is hard to imagine that ideas can be generated with a traditional management style: “[[Brainstorming|Brainstorm]]! Ideas now!” Creativity and strong hierarchical approaches are difficult to combine. Accordingly, management approaches are subject to significant change. Leadership concepts of innovation leaders differ fundamentally from those in companies that preserve the existing. A leadership style in which managers act as a promoter for new ideas is becoming increasingly important for innovative companies.
@@ Line 88: / Line 88: @@
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-[[Leadership]]<br />
+*[[McKinsey 7S Framework]]
 </div>

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 [[Business_Model_Innovation_(BMI)|Business Model Innovation]]<br />
 [[Innovation_Strategy|Innovation Strategy]]<br />
 [[Chief_Innovation_Officer|Chief Innovation Officer]]<br />
 [[Collaborative_Innovation|Collaborative Innovation]]<br />

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 Every successful business innovation starts with idea generation. It’s about developing exceptional ideas that are the base for outstanding innovation success. Therefore, innovation and leadership are becoming more important to business leaders. [[Manager|Managers]] have to overcome the status quo, think ahead about tomorrow’s [[Product|products]] and [[Service|services]], develop new [[Business Model|business models]] and [[Business Process|business processes]].
-The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the [[Employee|employee]] executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary [[Innovation Management|innovation management]] [[Leadership Styles|leadership styles]] are changing. Companies that want to implement an [[Innovation Strategy|innovation strategy]] are required to build an innovation culture. They must be able to implement incremental innovation and [[Continuous Process Improvement (CPI)|continuous improvement]] as well as radical innovation. Business leaders play an increasingly important role in this process.
+The traditional relationship between managers and their subordinates was characterized by authority and obedience. The supervisor commands, the [[Employee|employee]] executes. Disciplined. Correct. Without contradiction. Hierachies reminiscent of the military. But in contemporary innovation management [[Leadership Styles|leadership styles]] are changing. Companies that want to implement an [[Innovation Strategy|innovation strategy]] are required to build an innovation culture. They must be able to implement incremental innovation and [[Continuous Process Improvement (CPI)|continuous improvement]] as well as radical innovation. Business leaders play an increasingly important role in this process.
 It is hard to imagine that ideas can be generated with a traditional management style: “[[Brainstorming|Brainstorm]]! Ideas now!” Creativity and strong hierarchical approaches are difficult to combine. Accordingly, management approaches are subject to significant change. Leadership concepts of innovation leaders differ fundamentally from those in companies that preserve the existing. A leadership style in which managers act as a promoter for new ideas is becoming increasingly important for innovative companies.

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-[[File:Innovation Leadership Map.png|500px|Innovation Leadership Map]]<br />
+[[File:Innovation Leadership Map.png|400px|Innovation Leadership Map]]<br />
 source: Systems Growth Consulting
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-[[File:Innovative Leadership Mindset.png|400px|Innovative Leadership Mindset]]<br />
+[[File:Innovative Leadership Mindset.png|500px|Innovative Leadership Mindset]]<br />
 source: Flevy

@@ Line 1: / Line 1: @@
 '''Innovation Leadership''' is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and [[Risk|risk]]. It is a necessary competency for organizations that hope to develop truly innovative products and services.<ref>Definition - What Does Innovation Leadership Mean? [https://medium.com/lightshed/what-is-innovation-leadership-8094f79620ca Taylor Cone]</ref>
 == Innovation Leadership Components<ref>Innovation Leadership Components [https://www.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf ccl.org]</ref> ==
@@ Line 8: / Line 12: @@
-[[File:Innovation Leadership.png|400px|Innovation Leadership]]<br />
+[[File:Innovation Leadership.png|500px|Innovation Leadership]]<br />
 source: CCL.Org
@@ Line 18: / Line 22: @@
-[[File:Business Thinking Vs Innovative Thinking.png|400px|Business Thinking Vs Innovative Thinking]]<br />
+[[File:Business Thinking Vs Innovative Thinking.png|500px|Business Thinking Vs Innovative Thinking]]<br />
 source: CCL.Org
@@ Line 31: / Line 35: @@
 *Team Builder – The least innovative organizations often seem to surround themselves with like-minded people. Innovation often comes from conflict and disagreement, not in an adversarial way, but in a way that promotes divergent thinking. The idea is not to go with the idea of one person over another, but to actually create a better idea. Innovate Leaders do not surround themselves with yes men.
 *Focused on Relationships – The focus only on Innovation makes one forget that it is ultimately a human endeavor. For example, it isn't the smartphone that is innovative, but the thinking behind creating a smartphone where the innovation happens. Being an “innovative leader” is not only about creating new and better ideas, but also about developing those who report to you as future leaders.

← Older revision		Revision as of 19:23, 29 April 2021
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	*Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for.		*Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for.
	*Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities. We rarely create something different until we experience something different.		*Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities. We rarely create something different until we experience something different.
		+	*Open Risk Taker – This building upon the previous point. The term “risk-taker” has become quite cliche in our work, as leaders often promote it, but rarely model it. People are less likely to take risks in doing something different unless they see those above them in the hierarchical structure do the same thing. If leaders want people to try new things, they have to openly show, that they are willing to do the same. Networked – Networks are imperative to growth and innovation. It is easy to think you are doing something amazing when you are not looking beyond the walls of your school. Great leaders have always created networks, but now this is not limited to face-to-face interactions. It is also not as limited for those who live in rural areas. Anyone willing to connect is now able to connect. It is simply a choice. We can no longer be limited to the ideas in our own school. We need to connect with others outside and choose what works for our organization and remix it to be applicable. Observant – Great ideas often spark other great ideas. Things like “Genius Hour” and “Innovation Week”, that have become synonymous with school, were probably sparked by seeing things outside of schools and modifying them to meet the needs of kids. The power of the Internet is that we have access to so much information, not only from schools, but from outside organizations. Although a business solution might not necessarily work “as is” for a school, if we learn to connect ideas and reshape them, it could become something pretty amazing. What I am hoping to see one day is that although we can take great ideas from outside companies like Google, our practices in schools will become so innovative that people will look at borrowing from education. Team Builder – The least innovative organizations often seem to surround themselves with like-minded people. Innovation often comes from conflict and disagreement, not in an adversarial way, but in a way that promotes divergent thinking. The idea is not to go with the idea of one person over another, but to actually create a better idea that is often in the middle of the two ideas shared. If a leader is going to be innovative, surrounding yourself with people that mirror your personality is not the way to get there. Always Focused on Relationships – Innovation has become such a huge focus of schools, they we often forget that it is ultimately a human endeavour. I don’t see a smartphone as something that is innovative, but it’s the thinking behind creating a smartphone where the innovation happens. It is easy to lock yourself in an office, connect with people on Twitter, and appear from your room with some great idea or new thing. The problem is that if you are want to become an “innovative leader” it is not only about you creating new and better ideas, but your staff. If you have lost focus on the people in the building, new ideas might appear, but they might not be embraced. Spending time with people and building solid relationships with them often leads to them going miles beyond what is expected and move away from “what has always been done”. When people know they are valued and safe in trying new things, they are more likely to do something better. This is at the core of an innovative school.