Agile management and innovation in the network: coincidence instead of stubborn planning


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Innovation Management - in many Company This means: rigid processes that are planned down to the smallest detail. The future could be less planning, more coincidence and networking and a constant beta phase.

Synnovation

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Simone Janson Simone JansonSimone Janson is publisherGerman Top20 blogger and Consultant for HR communication.

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Change processes in companies

What exactly does it look like when innovation takes place in a constant beta phase rather than in rigid products? There are already examples: companies like Google have been successfully implementing the Beta-Prinzio for a long time. Now there is also a word for this process: Synnovation!

I met with my colleague Katharina Daniels some time ago Interview about change management in the company and the processes necessary for it: About managers who become general curator gardening. Less control is the condition for innovation.

Innovation of the future = management of chance

“Synnovation” now describes the paradigm shift from rigid, well-planned processes to “allowing the accidental”. Innovations arise between staged disruption and controlled coincidence. The age of innovation has begun.

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The title “Synnovation” is derived from the growing importance that lies in the networking of different sources of knowledge. Because the call for (real) innovations is getting louder. They are a guarantee for more competitiveness and corporate success in the future.

Rethinking innovation processes

The term innovation therefore ranks high on the agendas of leading companies. How do innovations develop? How do companies manage the chance to become more innovative and inspire their customers?

In companies, a change of thinking can be observed in the development of innovation - away from foreclosed insellations towards a process that promotes free, innovative thinking. Synnovation

Through crowdsourcing recognize customer interests at an early stage

Collaborative multi-stakeholder processes - meaning, for example, dialogues with a wide range of interest groups from different sectors and fields of knowledge - are enjoying increasing popularity.

There is, of course, another technical term: crowdsourcing. You use the swarming intelligence of many to gain ideas that you would never have come up with - and to achieve real innovation.

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Synnovation = networking of different knowledge disciplines

The advantages of these processes are obvious: customer perspectives can be detected and integrated at an early stage. The know-how from other branches of industry and knowledge disciplines not only allows you to look beyond the famous, but also bring new knowledge into circulation

Synnovation therefore essentially describes a new culture of innovation in which the new no longer arises primarily from a restricted fantasy of acceleration, control or overcoming. "Innovation loses its technocentric focus," said the authors.

Networking-oriented office design

“Engineering innovation” takes the place of a systemic art of innovation that is multi-layered and multi-dimensional. Innovations thus derive their “ingenious” moment from synthesis, from the creative re-combination of already existing elements that can be intelligently applied to new uses.

But with which methods and approaches can companies try to open up the issue of innovation in a new, synnovative way? This includes the intelligent design of work processes such as an office architecture designed for networking.

Flexible work increases sales?

Even the chance meeting with a colleague in the hallway can offer a great added value if this encounter proves that one is dealing with similar questions.

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And then I got this study, which could actually have cheered me loud: Because allegedly said there, by flexible working, the productivity and thus also the turnover in companies.

Flexible working models study

Reason for joy?

Hooray! The argument to finally introduce everywhere flexible working hours. But stop, stop: It's not that easy! What the study clearly shows, however, is that the Germans are not exactly the most innovative.

Regus sells workplace solutions worldwide and in this context always likes to ask its international customers - with interesting results. In this study, Regus 16.000 interviewed executives from various companies in 88 countries about their work habits.

Germans are far behind in terms of working flexibility

For example, 43 percent of German interviewees said they are more inspired and motivated thanks to flexible work patterns, and 35 percent feel healthier as a result. 72 percent of all surveyed worldwide see a direct link between flexible working hours models and increased productivity.

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What is noticeable in this context: In China, 90 percent see this relationship, in Germany only 59 percent. At all, the Germans are in the back seat in quite a number of aspects when it comes to flexible working. Only when it comes to saving the question of whether more freelancers will be hired in the next few years, they are suddenly behind Mexico and India on 3.

Further survey results from Germany are:

  • 63 percent of respondents said they are working more on the road than before.
  • 35 percent of the interviewees confirmed that the employees of their company feel more healthy than before thanks to flexible working models.
  • In smaller companies, flexible working models are more likely to be implemented than in larger companies. Here, 75 percent of employees stated that their company is more flexible than before, whereas only 60 percent of employees in larger companies reported this.

Methodology error in sales

So far, the study is also very nice and helpful, if one is to compare, for example, the international attitude of executives to flexible working time models. But then the authors make a serious mistake: They simply ask the companies about the sales profits.

And they are also supposed to be there - it does somehow Sense: More productivity, more sales - right?

Sounds logical, but is not used

48 percent of German executives see a direct link between flexible work and sales growth. At the top of China, it is 81 percent, in India, Belgium or the Netherlands, it is still above 70 percent.

But this is precisely the methodological error: the managers were asked about their personal assessment. The statements were not checked, for example by comparing the sales before and after, but it was simply asked for the opinion.

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How would you decide?

And now imagine, you like flexible working hours - what do you answer to such a question? By the way, not in bad intent, but more so from the gut, because you like to work like that. And out comes an increase in sales that, unlike productivity, would have been measurable in any case.

The study is in principle very interesting - only at the point mE apples are compared with pears.


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  1. Marius

    An excellent contribution, please more of it!

  2. Laura B.

    I've spent a lot of time on working and productivity techniques and am now very excited about your blog, which offers a lot of suggestions.

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