synapfire.com
Perpetual innovation is in our nature as a species, and
particularly true in the world of information technology. Never has
this been more prevalent, or occurring at such an accelerated rate,
as it is right now.
Conversely, where enterprises are failing to deliver innovative
concepts and resolution to complicated challenges, pockets of
dedicated and driven individuals are striving to fill the void,
offering solutions to address the gaps. Through this, a multitude
of start ups, development houses, and Kickstarter' projects have
materialised within the IT industry, upsetting the status quo of
the old guard.
Capturing this innovative drive is no easy task for the CIO, who
has for some time now been focussed on maintaining stable
operations, and balancing budget to satisfy the demands of the
business.
Nevertheless, it is crucial for the survival and prosperity of
not only the organisation or the IT department, but also the CIO,
to cultivate and nurture innovation that will propel the company
forwards, and reaffirm the CIOs value within the organisation.
The CIO who does not appreciate the need to innovate to gain
competitive advantage, whether internally or through partners, is a
time-limited individual, and will become so in the eyes of the
executive when compared and contrasted to the business savvy CDO,
the newest executive function to start appearing within
organisations.
HOW CAN THE CIO INSPIRE A CULTURE OF INNOVATION? Within every
organisation there are individuals who have a natural affinity for
innovation and a passion to make things better. The CIO who can tap
into this, and draw upon the strength within the organisation to
empower these individuals, will be opening the door to a multitude
of future opportunities.
The CIO should look to inspire such a culture through the
nurturing and development of employee driven innovation, coupled
with communication of new
ideas, to capitalise on the creativity held within their own
company. Often there is a great deal of creativity within a
company, just waiting for the opportunity to be brought to the
surface through an inspiring leader.
There are several ways in which the CIO can encourage this
innovation within their business, but support from the executive
function in this endeavour is key to the success the initiative
will bring. Some of the methods that can be employed by CIOs are
explained within this article over the following pages.
A practiced and successful way to engage business departments in
a quest to discover and harness innovative solutions is to
establish an innovation forum. The forum should be a place to
regularly bring together key department stakeholders, and expose
them to both internally developed ideas, and partner innovation.
The forum, if conducted as an open conversation, can lead to
further investment in concepts, and a way of stimulating new ideas
across a diverse group of leaders for mutual company benefit.
It is amazing the creativity that can be gleaned from inspired
discussion between impassioned individuals all focussed on pushing
the boundaries of normal operating practices.
For the employees, this opportunity for exposure to the
executive, and encouragement of innovative
Innovation As a Means to Grow
synapfire.com
thought, is often the stimulant these creative individuals need
to inspire them to deliver game changing ideas.
A natural resultant extension of the forum is a publication,
which can be used to bring the whole organisation along on the
journey. This is an invaluable platform and method for the CIO and
their team to disseminate the inspiring content generated within
the forum, allowing the employees to see that their company is
forging ahead.
Where investment is possible to cultivate and inspire innovative
thought and practices, a place of focus for these developments to
occur within can bring further credence to the organisations
commitment to innovation. These solutions can be showcased in an
innovation suite, or venue, breeding pride within the employees,
and inspiring further innovation.
WHAT ABOUT HARNESSING EXTERNAL COUNCIL? Whilst a common practice
in Europe and the USA, a vastly untapped resource for IT innovation
within the UK is Universities, and academia in general. Keen to
make their mark on the world, and shrouded from negativity, the
undergraduate community is a breeding ground for the art of the
possible.
Mutual benefit can be attained through partnering with these
academic establishments to explore possibilities and solve problems
through fresh ideas and concentrated efforts.
Partnering with forward thinking systems integrators is also a
great way to tap into hubs of creativity, especially where the
integrator has dedicated budget and facilities, to bring financial,
operational, and cultural benefits to their clients.
Some CIOs are already realising the benefits that can be
harvested from embracing and encouraging innovation within their
own company, and tapping
into innovation development with partners, academia, and system
integrators.
THE TECHNOLOGY DISRUPTERS In the CIOs quest to advance the
technology discussion, and drive innovative practices within their
organisation, the wildcards are the disruptive influencers.
In the era dubbed as the age of the DIY innovator, it is no
longer the large enterprises with unlimited budgets that
necessarily lead the way in the quest for technological
advancement.
Pockets of individuals across the globe, working from their own
homes, or as small start-ups, are creating the next generation of
user interface, interactive mediums for presentation of data,
wearable technology, and more, often designed and targeted at the
end user and consumer market.
Capturing this creativity and passion is difficult, but also
presents a fresh and exciting way for the CIO to leverage the
technological evolution of ICT inception. Working with companies
who specialise in technology scouting allows exposure to raw
innovation within the more familiar enterprise world.
INNOVATION VERSUS EVOLUTION One trap to avoid falling into is
thinking that a new iteration of an existing concept or solution is
in fact innovation. Where the concept or idea is not actually a new
direction or approach to a problem or challenge, this is most often
evolution.
We often-here vendors announce the arrival of their new
innovative hardware. If we are truly honest about the item in
question, usually the changes are a natural evolution of a proven
concept or design.
Within their own organisation, the CIO must be careful that
evolution is not mistaken for innovation, and should strive to
encourage new direction when it comes to creation of solutions and
services.
TAKING THAT FIRST STEP IS THE KEY The CIO must decide which
approach to fostering innovation is the most appropriate for their
business. The methods described such as open forums, collaboration
with academia, and internal inspiration of employees, are all ways
in which smart CIOs are beginning to tap into this area, and in
doing so are re-affirming their position in the eyes of the
business as a leader with their sights firmly set on the
future.