Keep Your People At The Forefront Of Innovation

Does innovation not sleep at night? If not, you probably should. Despite our best efforts to move forward in a crash economy, infrastructure and operations (I&O) organizations are not moving fast enough. Whether it’s the adoption of outdated operating models or the inability to anticipate the need for speed, the path to survival is filled with companies that have failed to grow fast enough to survive due to new entrants from competitors focused on digital technology and innovation.

The process is above dexterity

I attended a recent conference (at a time when we were still meeting face to face) and I went into a session with a business a manager who talks about how his company has transformed its operations using the new system.

At one point in the conversation, he said, “Is there anyone with IT? If so, I apologize now. We did not ask for IT permission to invest in the platform. It would take too long to adopt after their rigorous change management process. The cost of entry for us was minimal, we occupied a very small area, proved the business case and signed a contract directly with the cloud provider … “

Wait, what did I just hear? Has IT really adapted so slowly that businesses, following the path of least resistance, have decided to apologize instead of permission? Gone are the days when process-oriented IT organizations could dictate what changes are approved and planned for implementation.

What does this example have to do with capacity building?

Speed ​​is a business requirement

In search of better support for business needs in innovation, I / O teams and developers use DevOps and product teams. But these initiatives alone will not support the continuing need for innovation. Acceleration requires a long-term strategy where opportunities underlie. According to Nicole Forsgren, Ph.D., Jazz Humble and Gene Kim, “By focusing on the capability paradigm, organizations can continually contribute to improvement. And focusing on right opportunities, organizations can help improve their results by enabling them to develop and deliver software with improved speed and stability. ”

I&O leadership needs to do more than just look for innovative organizational structures and frameworks to enhance maneuverability. We need to invest in our people, their skills and capabilities.

The strategy for people in the first place is to build the capacity of knowledge

Capacity building focuses an organization on the sustainable development of the knowledge and skills needed to support a continuous cycle of innovation. It is on a unique pentagram:

  • Training and development.
  • Knowledge management.
  • Cooperation.
  • Continuous improvement.
  • Managing organizational change.

Knowledge capacity building does not stand out as an innovative strategy; rather, it is an initiative that is needed to support existing innovation initiatives and work models. A well-defined model of capabilities is required build a modern, sustainable organization which can adapt to the changing needs of the enterprise. Strategy primarily means thoughtfulness, continuous development of employees’ abilities with an emphasis on innovation and in accordance with the desired business results.

Successful capacity building leads to enriching opportunities to deliver business value. Sharing knowledge through the flow of values ​​and enables decision-making based on understanding. At the heart of organizational change, agility is not a pendulum that swings back and forth between operating models and broad, broad changes. Rather, the organization comes to real organizational change through an iterative process of creativity – to try, learn and adapt. Continuous improvement will be the key to success.

For more information on building knowledge capacity, read my report, Knowledge management requires a capacity building approach. Any more questions? Ask for a leadership session here.

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