Most organisational attempts to embrace innovation as a way of life end up as conspicuous failures. Studies show that there are two dead-cert ways of failing to embed an innovation culture: the first is by trying to impose it from above, and the second is by trying to import it from outside. By contrast, the most successful efforts are where leaders create conditions that inspire people to take the lead in enabling, embedding and embracing innovation in their day-to-day activity.

This ‘inspiration-led’ approach is often what organisations set out to achieve, but even senior leaders with impressive track records often lack (and privately admit they lack) experience in getting organisations to embrace innovation as a way of life. Such leaders naturally reach out for external support, but if they turn to the same old sources of consulting help they find themselves faced with a choice of providers, all of whom are hampered by the same fundamental limitations. These limitations stem from a business model that constrains them to provide ‘one-size-fits-all’ services, whatever their advertising might claim. So most innovation leaders inevitably end up imposing and importing so-called ‘best practice’; and that turns out to be about as inspiring to their people as a visit from the Spanish Inquisition...

Whether your people embrace innovation as a way of life is determined by organisational and human factors that interact in complex and non-obvious ways. These simply cannot be addressed effectively by one-size-fits-all approaches. However intellectually appealing and well-meant they may be, attempts to impose or import an innovation culture invariably generate unforeseen side-effects that undermine the improvements sought.

Research also shows that most leaders fully understand that innovation thrives when more of the control is located closer to the action – in the individuals, groups and teams that perform the day-to-day business of innovation. But the research also shows that the same leaders consistently fail to convert this understanding into sustained action – the so-called ‘Knowing-Doing Gap’. Old habits, relationships, attitudes and perceptions don’t just get in the way, they turn out to be surprisingly hard to shift. It can be very scary for leaders to back off from up-close hands-on control without feeling out of touch or even that they are being irresponsible. It can be harder still for those used to having someone else tell them what to do – and take the blame if it goes wrong – to give up this security blanket and take greater responsibility for their own individual and collective performance. The toughest part of the challenge is the multiplicity of systemic reinforcements to legacy ways of doing and being that are deeply embedded, enmeshed and entrenched in processes, procedures, measures and mindsets. This legacy is hard to tackle because it is invisible and skilful (unconscious). What was unconscious competence at what the organisation valued in the past has become unconscious incompetence at what the organisation needs for its future. In this way, the real innovation inhibitors often remain undetected and unexamined, even by experienced change agents who have succeeded in superficially similar, but subtly different situations…

At Aligned Agility we understand these challenges. More importantly, our understanding is not theoretical, but comes from more than 25 years of helping innovation leaders to tackle these challenges pragmatically and successfully in their real world contexts. We provide senior–only consulting support; ‘grey hairs’ with the experience, insight and sensitivity to guide you on your unique journey, reflecting and respecting your specific needs, your current reality and your aspirations for embedding innovation as a way of life in your organisation.

Alongside advising, guiding and coaching you, other innovation leaders and key enablers, we work with your people ‘at the coal face’ of innovation who must be inspired to enable, embed and embrace innovation as their way of life in the organisation. We combine one-on-one work to understand and influence different individual perspectives, with team and group interaction to shift attitudes, perceptions and behaviours.

We help you craft, execute and guide a uniquely tailored approach that best enables you and your people to deliver your desired innovation-driven business results.