In preparation In preparation.
How to build a lasting, repeatable capability that drives commercial innovation
Every organisation says it wants more innovation, and few manage it consistently. Ideas are generated and then lost; promising innovations stall between the pilot and the business; and nobody tracks whether the value arrived. Because so little of it is measured, it depends on who happens to be in charge.
Innovation and AI sets out the method Gareth created at Klynetic Innovation, rooted in FODA, and the practice of running it. Each topic follows the same pattern: here is the problem, here is a framework for a solution, and here is why getting an organisation to do it is hard, with what to do about the politics, the incentives and the habits.
It is written for the chief executive of a mid-sized organisation who wants to speed up innovation in the age of AI, and for the person they task with doing it: the case and the framework for the first, enough how-to to start on Monday for the second.
The series
Develop five areas, maximise your contribution and get rewarded
Everyone wants to make a contribution that counts. Contribute! sets out the five areas that decide whether yours is seen and rewarded: competence, opportunity, enthusiastic effort, minimising barriers, and engaging others.
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How to be a leader: inspiring confidence, what goes on inside your head when you are alone with the decision, and why you sometimes have to hand out certainty when you know the odds could go either way.
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How to benefit from the AI disruption and not be sidelined by the change
There is no such thing as no politics. Sixty-one plays, good and bad, so you can build support for your ideas, spot the moves being made against you, and get the credit for your work as AI changes who does what.
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How to make sense of the intangible activity
Places structure on the intangible activity that precedes sales: seven capabilities, from customer experience to competition watch, that together drive a company's top-line growth.
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The human skills that set people apart when knowledge is cheap
Measuring the human qualities that make the difference: 190 competencies in three sections, The Basics, Consulting and Leadership, each described from novice to master.
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Stop relying on experts and turn competence into productivity
Competence belongs to a person; capability belongs to an organisation. How to choose, design, build and mature a capability by organising competent people with systems, routines and motivation, with innovation as the worked example.
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