I would like to open up discussion about something that is the heart of planned change in how we learn and work: strategic management of technology innovation. I welcome your thoughts about the nature of technology innovations (in general or specific instances) and any ideas that you have about how we might effectively manage them as individuals and in organizations.
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I’ve learned that one of the biggest difficulties faced with introducing an innovation into the market is the fact that the markets do not exist, therefore cannot be analyzed.
Let alone, I see many companies fail because of disruptive technologies, once again attributed with the lack of a market to be analyzed. Often times, a manager would only have an inkling that an innovation is interesting, yet when pushed to describe it to their boss, it’s difficult to articulate. And before you know it, a disruptive technology is replacing your existing business.
In addition, from the consumers, company’s R&D firm, or even their suppliers, there’s a penchant need for all of them to discover an innovation together in order to succeed. Therefore, when I think of strategic management of technology innovation, there’s less of a parochial view that it pertains to a company and how it manages, but involves the consumers, the suppliers, the individuals, and the organizations and how they interact and possess dynamic capabilities.
Well said, Chris. Collaboration with other stakeholders and users of an innovation is key to unlocking the complexity of managing something that is not yet visible and when it appears, it usually redefines our existing notions.
Nonetheless, we have to manage (planned) change or possibly be victims of it. Combining collaboration with an empirical understanding of the nature of innovations as they tend to behave over time can help us plan for change (and be ready to change plan ;-).
After all, planning for innovation is mostly about planning change and the response of people to that change.
I welcome other personal views of what innovation means to you,
Doc