For the leader of the 21st century firm, innovation is increasingly about how effectively they can assimilate the new models of work and apply these to transform how their operational models are managed. Agility and adaptiveness are today's differentiators of competitiveness, but the evidence suggests that in terms of management and application of innovation the UK trails the pack. 

For many, innovating the organisation and the management culture involves tackling fear of uncertainty. Today’s transformational leaders are those who grasp this uncertainty and nurture deep trust across their teams, empowering and enabling managers to radically innovate their ways of thinking and working.

Because innovation is a choice everyone makes on a daily basis; because team culture determines whether innovations live or die; and because those who helped create today’s ways of working often stand in the way of transforming it for tomorrow’s needs, nurturing a culture of innovativeness and setting a strategy for innovation are ‘wicked’ problems for leaders.

If you recognise yourself and your challenge here, and if you are ready to lead a truly innovative culture, including empowering your managers to trigger the profound, transformative changes your organisation needs, then talk with me. I can provide 1:1 mentoring, exec team coaching, plus horizon scanning, help with designing strategic innovation portfolios, plus support and troubleshooting for leaders pursuing culture change.

I have deep experience of nurturing innovator networks, of tackling innovation-inertia, of applying cutting-edge real-world research to transform support service models and of leading to embed change.

For help with your innovation challenge, use the Contact Form to get in touch.

A suite of concise audio tutorials aimed at supporting managers advance their personal and team innovativeness. Ideal as part of a structured personal development plan, or for leaders or managers to use as trigger events within a wider innovativeness campaign.

Call me if you would like to explore customising these around your company initiatives or innovative projects. 

Kickstarting an innovators network

You feel proactive about innovation, several of your managers and wider team do too, and there are opportunities to build a movement for innovation. So, how do you create an innovation network, how do you engage your more innovative colleagues, and start a pro-innovation movement around the broader team?  

Nurturing an innovative culture

Your managers could, should, and maybe want to be more innovative. But something keeps getting in the way. Maybe the culture needs to change, maybe the way leaders and managers engage with innovators? What can you do to better nurture innovativeness, to provide managers and teams with the ‘air cover’ they need to behave more innovatively, and to tolerate it in others; and how can you build the climate of trust people throughout the team need to reveal their innovative side?

Building diverse teams of innovators

Not all innovators approach innovation the same way, nor do people attempt innovation for the same personal goals, or have the same views on what 'good' looks like. How can you use this diversity approach in a positive way to get more creativity and engagement with innovation; and how should you best approach the challenge of building a balanced network of innovators who will be able to make changes 'sticky'? 

Understanding why people react differently to innovation

You love innovation, even as other people seem bothered or even scared of it, or don’t get why it matters. Understanding why people react differently to innovation is key to initiating transformative thinking in organisations, and making big change happen. Learn why the differences occur, why they matter, and what you can do to get a better reaction to innovation.

Innovating under uncertainty and ambiguity

The biggest threat to innovative behaviour, at the very moment when it matters most. Probably one of the biggest operational challenges - how to re-frame uncertainty and ambiguity as opportunities for innovation rather than threats to it.