Manage Complex Innovation
To manage complex innovation, ask the right questions
Innovation is the change that outperforms the previous practice. To lead or sustain with innovations, managers need to concentrate heavily on the innovation network, which requires deep understanding of the complexity of innovation. Collaboration is an important source of innovation. Innovations are increasingly brought to the market by networks of firms, selected according to their comparative advantages, and operating in a coordinated manner.
When a technology goes through a major transformation phase and yields a successful innovation then it becomes a great learning experience, not only for the parent industry but for other industries as well. Big innovations are generally the outcome of intra- and interdisciplinary networking among technological sectors along with combination of implicit and explicit knowledge. Networking is required but network integration (networking of networks) is the key to success for complex innovation in today’s era where diverse technologies are available at its best. Social economic zones, technology corridors, free trade agreements and technology clusters are some of the ways to encourage organizational networking and cross-functional innovations. To win with innovation in a flat world we definitely need complex networking and crowd-sourcing.
Read more about this topic: Innovation Management
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“People always blame the girl; she should have said no. A monosyllable, but conventional wisdom has always been that boys can’t manage it.”
—Anna Quindlen (b. 1952)
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“Both cultures encourage innovation and experimentation, but are likely to reject the innovator if his innovation is not accepted by audiences. High culture experiments that are rejected by audiences in the creator’s lifetime may, however, become classics in another era, whereas popular culture experiments are forgotten if not immediately successful. Even so, in both cultures innovation is rare, although in high culture it is celebrated and in popular culture it is taken for granted.”
—Herbert J. Gans (b. 1927)