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Author: Rikus Grobler

The right organisational culture needed for Business Innovation – Part 2

By Rikus Grobler – I am still on the topic of creating a nurturing culture for innovation. In the previous article I laid the table with the argument that an organisation has to drive the “run the business” activities AND the “change the business activities”. Change in the sense of change for the better – for the sake of surviving and beating the competition. Established organisations are by definition designed to drive efficiencies and does not take disruption of the status quo well. A significant part of establishing the right culture is acknowledging this fact and creating the climate,...

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The business culture needs to support innovation incentives

By Rikus Grobler – I am on the topic of how to incentivize innovative behaviour in organisations. In the previous article it was highlighted that this is not such a straightforward matter as one might think and that it is imperative that organisations must first create an environment, or a culture, that fosters innovation, before just going the “cash for ideas” route. Hence, in this article, I want to look at the link between organisational culture and incentives for innovation, and also share some ideas on how to encourage innovative behaviour through other means than monetary rewards Incentivizing Innovation...

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Good ideas need to be rewarded for innovation to work

By Rikus Grobler – In the previous two articles I discussed the phenomenon of disruptive innovation, the occurrence where industries are basically made obsolete through an innovation that creates a new market and value network, displacing an earlier technology. As I always promulgate, innovation (including disruptive innovation) start with a novel idea, and by now you also know that I believe that people are inherently creative and have useful ideas. However, employees do not necessarily submit and implement the good ideas they have, sometimes they need a little “push”. How to give this “push” is not that straightforward, and...

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Disruptive Innovation – Part 2. Embrace disruptive technologies

By Rikus Grobler – I am continuing with the short series on the phenomenon of disruptive innovation. This is the occurrence where industries are basically made obsolete through an innovation that creates a new market and value network, displacing an earlier technology. In the previous discussion, I defined the spectrum of “newness” related to innovation (incremental to radical) and looked at some examples of disruptive innovation. In this article I want to review some strategies organisations can deploy to counter disruptive innovation or even benefit from it by creating new channels. Defending disruptive innovation Organisations today, face a big...

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Applying innovation to the Business Model

By Rikus Grobler – In the previous column I looked at the concept of selling innovation to the business, i.e. getting buy-in for innovation and changing behaviours in order to innovate. I made the case that an established organisation is designed to execute a repeatable and scalable business model as efficiently as possible. Every large organisation, whether it can articulate it or not, is executing a proven business model. However, competition and change are relentless, so business models become obsolete, e.g. the cassette tape player was replaced by the cd player, which was replaced by the iPod, which is...

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Making innovation real

By Rikus Grobler of Namibia Innovation Solutions [email protected] I get a lot of questions on how do you make innovation real, so that it is not only an “academic” or “theoretical” concept, i.e. how does it look in practice? Being an innovation scholar, I am always at risk of making innovation too theoretical, but having said that, I firmly believe that all practice have its roots in the theory, but that is probably a discussion for another day… So in this article I want to focus on making innovation tangible in your organisation. Making Innovation Real Before going...

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Innovation maturity

By Rikus Grobler of Namibia Innovation Solutions [email protected] In the previous article I had my say about how to deal with naysayers, the disbelievers in organisations who do not support anything new or different. Based on the number of hits on the article on the website, it looks like a number of naysayers have it coming for them! In this article I want to talk about innovation maturity. It is one thing to make a conscious decision about pursuing innovation in your organisation, but “dumping” a new way of doing things on an organisation usually goes along with...

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How to deal with naysayers

Background In the previous article I looked at the processes of aligning innovation goals with the organisation’s strategy. The rationale behind this is that if an organisation can incorporate innovation goals into the strategic plan, it will become something that is monitored and measured. I planned to discuss innovation maturity in this article, but I decided to skip it for this week and address another issue that has been bugging me for a while now – people who always see the negative side of things, and who are not open to any new ideas or a change in the...

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