Download Wilhelmer

Reminiscence of a better future
Syntax for complementary INNOVATION Counseling
MCD Conference
Doris Wilhelmer, 11. – 13.06. 2009
Some people see problems and ask:
„Why?“ I am dreaming dreams and ask
„Why not?“ Robert. F. Kennedy
Content table
1.
2.
Common understanding of innovation – definition
Pre-Complementary INNO-Counseling
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3.
4.
A Paradigm shift…to complementary INNO-Counseling
Complementary syntax for innovation counseling
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5.
Do‘s and Don‘t‘s of expert counseling paradigm
Do‘s and Don‘t‘s of process counseling paradigm
Paradigm constituting main distinctions
9 critical success rules for complemtary counseling
P-o-I: A new model for processing-organizational-innovation
OIS-architecture as an intervention for P-o-I context governance
Conclusions
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(1) Common understanding of innovation
Josef Schumpeter “theory of economic development” (1911)
 Innovation is seen as
 … creative destruction of structural and procedural patterns
 … establishment of new combinations and communication patterns
 … implementation of highly profitable new ideas and technical inventions
 Modes of innovation:

radical (discontinuance) - versus - incremental (continuance) innovation
 Uncertainty and high risk to be taken by…
 Entrepreneurs and R&D departments as drivers.
 External Drivers (versus self organizational processes):
 Organizations have to adapt to technology break through.
 The grad of novelty is depending on developments within sectors, nations and
regions.
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External INNO-Driver-Model
1st – 4th generation
EXTERNALLY DRIVEN
EXTERNALLY DRIVEN:
Technology / Market demand.
Market demand with internal sequential or
concurrent feedback loops.
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External INNO-Driver-Model
5th generation
EXTERNALLY DRIVEN
EXTERNALLY DRIVEN : Trends
Market driven process communicating with
different innovation systems.
Believe in possibility of “macroeconomic
forecasts” of INNO Cycles (Kondratieff /
Nefiodow).
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Cognition Biology & Management Cybernetics 1950
Insights: Internally driven Innovation based is on “operational closed processes“
tending to Lock-in phenomena
 W. Ross Ashby's Law of Requisite Variety (1956)
„Variety absorbs variety“:
Complex situations need complex solutions.
 Maturana / Varela (1987)
„Living systems are able to perceive only ~17 % of external
impulses. 83 % of “information” is the result of internal
extrapolations within human nerve system.
 H.v. Foerster (1973 / 1999)
“The world, as we perceive it, is our own invention.”
„Act always so as to increase the number of choices“.
Ethical imperative.
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Focus:
 Products & Services,
 Instruments & Procedures,
 organizational structures & processes
INNO-Driver-Model
6th generation & Open Innovation
INTERNALLY DRIVEN …
INTERNAL LY DRIVEN being partner of
Cross functional - cross organizational
cross INNO-systems generated P-o-I
cross organizational innovation networks
“inside –out” and “outside-in”..
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(2) Pre-Complementary INNO-Counseling
Two INNO-Counseling Approaches
 Expert counselors believing in
 …opportunity of instructive management of organizations (input
– management procedures / methodologies – expected output).
 … objectivity of information & possibility of “best practice” apart
from specific contexts
 Systemic counselors seeing organizations as
 …complex social systems – operational closed communication
patterns emerged in past times
 … autonomous systems which only can be influenced by
context management.
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… and the impact on “transformation spaces…”
PM-Organisation of SpezAd
OE architecture of systemic OE
Mirroring PM of ClieSys. Top-down structure
staffed one half ClieSys & half by SpezAd..
Separate CounSys & ClieSys embedded in Counselling Sys. Co-operation on equal base, neutrality.
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Do’s and Don’t’s of …2009
expert counselor (firms…)
… assume the role of top management
sparing-partners in forcing top-down targets
and project management structures.
… use deficit diagnoses as energyzing
sources for change.
Systemic Counselors…
… view problem descriptions as a kind of
solution for detached contexts
… use visions as a source for self transformation processes.
… authorize their junior and senior-consultants
to assume various project functions within the
transformation project.
… act as an autonomous system in co-operation
with the client system composed of different project
functions.
This strengthens the links between the
advisors and their home organization.
(Only clients staff members taking roles within the
project organization)
… sitting in the board of directors and acting
as project-managers, expert counselors are observed as interim managers and top management representatives.
… are keeping distance to their client systems.
… focus on individuals judging their acts and
competences.
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This helps them to change proactively between
all the different perspectives and interests of
clients' system and to co-ordinate clarifying
communication processes.
Do’s and Don’t’s of …2009
expert counselor (firms…)
… act as outsourced experts and servant of
top management goals.
This prevents top management from selftransformation and provides the stabilization of
old patterns within the client system.
The lack of meta reflection of advising
framework (= project organization) hinders
organizational self-transformation processes.
Systemic Counselors…
… observe and intervene from a neutral
perspective
and appreciate hierarchical targets and
perspectives as one relevant view among others.
…systemic counselors try to
break dysfunctional communication-patterns in
order to facilitate new views and actions between
relevant actors.
This includes reflection and optimization of
counseling architecture in order to remain a
helpful transformation framework for the
transformation process.
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(3) Initial situation - Paradigm shift
Co-operate instead of competing against
 Two counseling paradigms run against own borders…
 … rejection of organization & “not invented here syndrome”: expert counseling
 … become part of “log in phenomena”: process counseling
 Consulting firms for the first time are negatively affected by
financial crisis
 … counselors being critically questioned by clients.
 … clients expect a combination of clear results targeting top-down
interventions, as well as the reactivation of internal strength and
implementation efforts.
 Two counseling paradigms are forced to gain sensibility concerning
the logic and operating mode of the different counseling
paradigm..
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(4)
1.
Complementary Syntax:
Self-governance
of complementary counselor systems
9
guidelines
Voluntary co-operation, time investment in unique identity,
speaking with one voice, innovative learning milieu.
2. set & keep borderlines to home systems
High flexibility for unique models, new combinations of roles,
interventions, architectures, widened scope of options.
3. Symmetrical relationship
Based on symmetrical relationship in CounSys. Enables to
question interventions. Strengthens self- confidence & cooperation between ClieSys & CounSys.
between the counselor and client system
4. Decision making in client systems
Based on meta-reflection of presumptions & impacts of
decisions. Enlarging ambiguity & options. Helping ClieSys to
find it’s own way of pattern breaking & transformation.
5. Complementary mode as
Enables speaking Clie’s language deepening trust & positive
transformation milieu. Integrative approach cross linking
expertise & social implementation strength.
an intervention into client systems
6. Integrated complementary architecture
as joint governance space
7. Paradox logic
Driver for intervention planning & visions
8. View on the innovation systems
Important context for processing innovation
9. Complementary innovation counseling
as reminiscence of a better future.
© systems research
Opens a communication space for feedback processes apart
from hierarchy. Makes roles & settings modifiable & context
tailored. Ritualizes handing over between OE and SpezAdv.
Intervention to strengthen a specific perspective in order to
support is contrary side: E.g. trust of hierarchy to act neutral
apart from hierarchy. Creativity vs. structures, slow vs. speed
etc
Organizational INNO system including internal and external innovators shaping INNO-paths. Transforms traditional organizational
borders of Corporate INNO system linking OIS with CIS.
Problem or solution focus is targeting pattern breaking &new
info in ClieSys. Putting problems into perspective shows
them as solutions for past situations ->self-confidence.
Model for processing-organizational innovation
(P-o-I)
Spencer Brown’s hook
INNO beeing a Co-Production
 OIS actors
 CIS actors
 GIS actors
OIS = Oganizational Innovation System
cross organizational space, pattern breaker.
CIS = Coroprate Innovation System
regular organization, context of OIS, stability.
GIS = Global Innovation System
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local, regional, sectoral, global actors; co-authors.
OIS-architecture
Strategic-framework
Function…
 Strategic framework
 Medium for context-governance
 Different elements required in different CIS evolutionary
phases.
No element of hierarchy but cross functional, organizational, IS
 “Gap configured”, responding to CIS vacancies.
 Periodical self-evaluation and self-transformation of OIS
(as a CIS pattern-breaker function).
 Validity period of 3 – 4 years.
GIS
Engine for self-transformation
 cross-communication between GIS
and OIS actors at fuzzy end of innovation.
 Implementation of new OIS patterns
in daily routines & self transformation
of CIS via OIS-architecture
 Restore functionality of CIS patterns
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OIS
CIS
OIS-architecture:
ASSUMPTIONS…
Co-production of actors!
How to weaken OIS…
 Context specific capability of
 Offer INNO-manager
pattern breaking actions
careers and pay them
more money!
 Implement INNO
architecture as a
INNO-management
function in CIS
hierarchy on low level
apart from special
demands…
OIS
CIS
 Forbid OIS actors to
co-operate with
external INNO
actors…
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Clear order / demand of
CIS Top-Management
Critical numbers of
OIS actors
(5) Conclusions
Complementary INNO counseling
has widened staff potentials that allow…
Complementary INNO counseling
Is nothing new. What is new is…
… to understand fact-related dimensions of
problem descriptions in order to be able to
recognize and activate internal know-how
within solution processes
… the changed communication between
formal strong distinct counselors paradigm
activating new combination potentials of
interventions.
… to build up a communication-framework
that instantiates client systems to take self-responsibility for problem-solutions
…the increasing curiosity of counselors to
understand more about the logic of former
distinct approaches.
… to integrate relevant INNO-actors of GIS in a
way that sharing multi-perspective know-how and
future expectations helps calculate actual
positions and co-create useful contexts for joint
co-production of innovation.
…the fact that client systems have
experienced the limitations of both
approaches requiring new combinations in
order to fasten self-transformation processes
and to survive global changes and crises.
© systems research
Thank you for your attention!
Some people see problems
and ask: „Why?“
I am dreaming dreams and ask
„Why not?“ Robert. F. Kennedy
© systems research