Entovation International presents...
’Real-time’ SOURCE for
CREATING INNOVATION CAPABILITY
gy٠ro٠scope - n. a wheel mounting in a ring so that its axis
is free to turn in any direction; when the wheel is spun rapidly, it
will keep its original plane of rotation no matter which way the ring is
turned: gyroscopes are used in gyrocompasses and to keep moving ships,
airplanes, etc. level. gyroscopic (adj.), gyroscopically (adv.)
In kaleidoscopic economy, it is even more imperative that a vision for
an enterprise or a nation be compelling, coherent and concise. It should
be a stretch for the organization to achieve as well as distinctive to
catapult forward the competence of all stakeholders involved. The
ENTOVATION® Gyroscope enables your organization to determine your
desired direction managerially and a strategy to
realize progress and results.
If vision provides the direction, then values provide the base – a
solid foundation of interdependent variable that over time provide
consistency for enterprise innovation. These are the cultural norms that
ground inspiration and initiatives together –
individual-to-individual, group-to-group, and nation-to-nation.
The five (5) elements of the management architecture were originally
developed mathematically in 1989. They have evolved into elements that
– when managed as interdependent variables – provide management
practices that ensure managerial flexibility and agility.
Knowledge Innovation® PROCESS
Regardless of how it is described – theory to practice, need/seeds,
idea generation to practical implementation – the strategy is one of
innovation. Innovation is the process to be managed that ‘bets the
future’ of your company, institution, agency or nation. Contrary to
popular opinion, innovation is NOT creativity; nor is it R&D.
Innovation is knowledge operationalized – knowledge in action.
Innovation is what promises sustainability – through productivity and
growth – not one at the expense of the other.
The process can be described in 3 phases: Knowledge Creation, Knowledge
Conversion and Knowledge Commercialization. These activities, however,
hardly ever operate as a value-chain. Instead, they operate numerous
multi-level, concurrent tasks and events with feedback learning loops.
This is the environment that must be managed as a system dynamic with
interdependent variables linking economics, behavior and technology in
DIMENSIONS of Knowledge Innovation®
A collaborative process is supposed to be
operating as a system of interactions balancing both corporate and local
insights. It should include representatives from all components of the
strategic business network (SBN) or the ‘extended enterprise.’
If there is one place where the traditional
forms of management and the modern technologies come together, it is
around the concept of performance. The issue, however, of what to
measure may be more important (and more difficult) than how to measure.
The concept of education has undergone a
radical transformation over the past few years, especially as executives
have come to see the direct link between learning and business success.
One of the quickest, cost-effective ways to
leverage innovation capability is to convert what generally operates as
a value chain of functions into a strategic business network (SBN) with
all stakeholders serving as both sources of knowledge and points of
delivery or execution.
|| Companies have embraced forms of
scenario planning, which are really action learning models in disguise.
The objective is to tap into the knowledge, explicit and tacit, of as
many members of the organization and use that collective wisdom to
define a vision forward.
Organizations must be able to produce
products, software tools, and consulting services that support the
value-adding process of applying new ideas efficiently and effectively.
Organizations are awakening to the negative
effects of competitive strategy. Those able to manage an array of
partner interactions for both learning and economic value are likely to
maintain enough flexibility to sustain market changes.
|| Customer/Market Interface:
|| An organization needs a comprehensive,
integrated communications strategy that leverages its ability to
capitalize on its intellectual competence. External messages must be
consistent with an organization culture, vision and internal
||Organizations that are likely to succeed will
participate visibly in initiatives and forums that seek to advance the
state of the art and the state of the practice of a given field of
expertise, industry or nation.
|| Given the dramatic increases in
computer and communications technology as well as usage, companies
must develop a strategy of how to leverage the technology on their