In our six-part series on Open Innovation, we’ll look at each of the elements required to deliver systemic innovation. We'll draw on insights from IS056000-series, and our work from across Europe. We'll provide actionable strategies for driving innovation across the organisation. Within this first post, we look at the first element: Leadership.
Fostering a culture of innovation requires more than just creative ideas; strong leadership is needed to champion innovation initiatives and guide teams towards meaningful change.
Understanding the role of leadership
Leadership is key in shaping an organisation’s culture, mindset, and direction, especially when it comes to innovation. Effective leaders inspire and motivate their teams to think creatively, take risks, and embrace change. They set the vision and provide the necessary support and resources to transform ideas into reality.
For innovation to thrive, leaders must ensure that initiatives like research, trials and pilots are treated as strategic priorities, rather than being pursued for the sake of novelty and optics. These efforts should be woven into organisations strategy, and seen as critical enablers for achieving strategic outcomes, with a clear route for scaling and implementation across the business.
Peter Hinssen, the author of the bestselling book ‘Never Normal’ says “Innovation often comes gradually, then suddenly”. The innovation leader’s role is to make sure that innovation activities are in line with its organisation’s overall strategy and enables the organisation to gradually seek and explore the uncertainty and the unknown instead of suddenly being hit by surprise.
The Innovation Collaboration Framework launched by Transport for London (TfL) provides exactly this opportunity. Through this framework, TfL collaborates with selected innovators on problem statements aligned to strategic business drivers. With the support of appropriate procurement mechanisms, innovations can move directly from concept to scale, ensuring impactful outcomes and accelerating the delivery of new and improved services.
“Leadership within public sector innovation is about opening the eyes of the business to how others can help solve their challenges, and it’s about engendering a culture of experimentation, in particular stopping trying to know everything about the outcome of a trial before saying ‘yes’ to it happening.” Theo Haughton, Open Innovation Lead, Transport for London
Considering this, our experience shows that the following strategies are essential for effective innovation leadership.
Key leadership strategies in innovation management
- Set a Clear Vision and Direction: Effective leaders articulate a compelling vision for innovation and communicate it throughout the organisation. They align innovation efforts with the overall business strategy, emphasising its critical role in achieving long-term goals. By providing a clear direction, these leaders inspire confidence and commitment among employees, driving alignment and a focus on shared objectives.
- Lead by Example: Leaders must demonstrate their own commitment to innovation. They actively participate in innovation initiatives, encourage experimentation, and reward innovative thinking. By embodying the values of creativity, collaboration, and continuous improvement, leaders create a culture where innovation is valued and celebrated at all levels of the organisation.
- Empower and Delegate: Effective leaders empower their teams to take ownership of innovation initiatives and provide them with the autonomy and resources needed to succeed. They encourage open communication, collaboration, and idea-sharing, creating an environment where everyone feels empowered to contribute their unique perspectives and insights. By delegating responsibility and fostering a sense of ownership, leaders unleash the full potential of their teams and drive innovation from within.
- Foster a Culture of Learning and Adaptation: Leaders must foster a culture where experimentation, failure, and feedback are embraced as opportunities for growth. They champion continuous improvement, where employees are encouraged to learn from both successes and setbacks and apply those learnings to future projects. By promoting this mindset, leaders create an environment where innovation not only thrives but evolves over time.
- Provide Resources and Support: Leaders play a critical role in providing the necessary resources and support to fuel innovation initiatives. They allocate budget, time, and talent to innovation projects, ensuring that teams have everything they need to bring their ideas to life. Additionally, leaders remove barriers and bureaucratic hurdles that may hinder innovation, creating a supportive environment where innovation can flourish.
Conclusion
Leadership is the driving force behind innovation within organisations. By championing innovation initiatives, setting a clear vision, leading by example, empowering teams, fostering a culture of learning, and providing resources and support, leaders can create an environment where innovation thrives and contributes to long-term success.
Each and every entrepreneurial leader aspiring to lead impactful innovation should ask themselves; How can I help my organisation to experiment and scale innovation initiatives addressing real challenges that matters for end users in the most reliable and systemic way.
As outlined in the ISO 56000 series, leadership's commitment and involvement are essential for establishing an innovation-friendly culture and driving innovation throughout the organisation. By embracing these strategies, leaders can empower their teams to unleash their creativity, drive meaningful change, and stay ahead in today's competitive landscape.
Looping back to Hinssen and the quote “Innovation often comes gradually, then suddenly”; Innovation is no longer a nice-to-have; it must be an integrated into the core of the business to reduce uncertainty and improve the odds of continuity. As the ISO56000-series shows us; innovation is multidisciplinary and cross functional, requiring contributions from all business functions to harvest the real effects.
Read our previous piece on is it time to kill the innovation department?
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