Disruption might well be a bit of a buzz word, but the world really is changing at an unprecedented rate. If your organisation is like most established ones, you’re probably already quite good at squeezing value out of your current business models and the business probably innovates sporadically; however, it is likely that it’s now clear that to survive, let alone thrive, sporadic innovation isn’t going to cut it. But can established, typically conservative, risk-averse organisations transform themselves into being highly innovative ones? Is there really a best-practice approach? You bet there is!
Because the needs of customers are changing more quickly than ever before, whilst entire markets are being transformed by the wide-spread adoption of cutting-edge technologies, it has never been more difficult to stay relevant. In the pursuit of ongoing commercial success, organisations typically rely on continuing to execute what they have proved to be effective and efficient methods for exploiting their business models. But in the modern, rapidly-changing environment, what was effective and what was an efficient business model will soon be ineffective or inefficient, or in the worst cases, redundant.
These organisations are often referred to as being ‘ambidextrous organisations’ – they can exploit and explore concurrently. Ambidextrous organisations are able to maintain their balanced approach by having the right innovation strategy, structures, organisational capability and culture in place.
These key elements (innovation strategy, structure, organisational capability and culture) must be developed in line with best practice if they are to be developed successfully and efficiently. They must also be developed in sequence.
If you’re serious about an organisational transformation, you’ll already know that it’s not something which can be done with a bolt-on process and a few training sessions. So what does engaging with us on a transformational project look like?
You should now be familiar with Innovation’s Hierarchy of Needs; it forms the basis for how we work with you to transform your organisation into being a highly innovative one.
The diagnostic is performed by us personally. We will interview a few key people and look at some relevant structures and processes but we don’t survey staff or engage in massive report writing – the diagnostic is lean.
Armed with the information we get from the diagnostic, we roll the program out. Typical initial elements are:
Perhaps most importantly, when you work with us, you work with a genuine innovation partner. We are deliberately very small. We are passionate and we’re into real change. We don’t have junior consultants in our team. We’ve worked at consultancies which operate by having partners and principals sprinkle fairy dust, before ‘introducing you to their colleague’ who is clearly a junior – and who will be doing most of the work on your project! With Orange Squid, you’ll work with passionate executive-level professionals who will be hands-on as you develop organisational capability.