Leading Innovation

Building Creative Capacity

Innovation is preceded by creation.

Creativity was the most in-demand soft skill for applicants over the past two years according to this LinkedIn Learning report.  Collaboration, at number 3, has also held it’s place for the past two years.  Any wonder?

That’s why we get excited about a focus on Collaborative Creativity.  It’s the engine that fires innovation.  Creative Collaboration also boosts  engagement.  And the good news is that creativity can be learned, practiced and improved.  You don’t have to wait for a flash of brilliance from your Muse.

We like this 4-P (right) model adapted from Mel Rhodes in his 1961/1987 article titled An Analysis of Creativity.  

Tap Creative Preferences.

Do you know how to support your creativity style?  The Kirton Adaption -Innovation Inventory (KAI) is an elegantly simple way to learn more about how you like to create and manage change.  The FourSight is based on the universal creativity model: are you a Clarifier?  Idea Generator?  Implementer?  What about your team mates?

Optimize Creative Climate

How does your working environment hinder or enhance your creative collaboration?  Leaders account for 40-65% of the climate variance in your organization (gulp). We provide an analysis of your climate using a research model that has identifies positive (or negative) effects on your organization’s success and help your team improve your climate for creativity.

Solve Creative Problems

Do you groan when someone says, “Let’s brainstorm!”?  Sadly, brainstorming is often more like brain draining.  It regularly fails to tap the brain power in the team.

Happily there is a structured process and treasure trove of tools to help a group diverge effectively (and efficiently) then winnow down options to a solid decision.  (And it can actually be fun).

Leading Innovation

Every organization needs to innovate.  Here at Third Thought we often use the Three Horizons Model (McKinsey) to frame an innovation strategy.  Every organization ought to have a portfolio of innovation–from improving today’s execution to developing seeds for the future.  And, more importantly, we believe that every leader should manage a portfolio of innovation efforts across all three horizons.

Horizon Three: Seed  Spot and champion new possibilities

Horizon Two: Commercialize  Transform new possibilities into viable opportunities

Horizon One: Core  Maximize margin of viable opportunities

Regardless of your function, whether you work in the R & D labs or manage current operations, there are opportunities to explore and innovate in all three horizons.