Every organization truly wants to deliver quality products that customers love.
They also want to grow/scale and increase revenue or maintain market share!
Only a few do though. Ever wondered why?
In this article, I share my observations on why this happens and a few things you can do to help move the bar in the right direction.
This article can be treated as a high-level guide on organizational redesign, digital maturity, and unlocking innovation. I have built the model shared here over a 6-year period by working with small organizations, start-ups – scale-ups to large enterprises, and global companies with different sizes of budgets ranging from 100k to 100 mil annually.
Table of Contents
- The GAPS theory
- The Innovation Digital maturity model
- The "Causes to Effect" Relationship
- The Agile Industrial Complex Phenomenon
- Avoiding firefights
- Unlocking Innovation
The GAPS theory
Quite often organizations struggle to address the key gaps from culture, strategy, people, and process to tech that impact their ability to scale, grow and increase revenue.
They also then suffer from employee retention and culture issues as they scale.
Remember poor strategy and culture scales if you have the money to invest!
To add insult to injury, these organizations are then trying to unlock innovation capability and they may even create these localized "innovation teams".
They aren't ready to do this though.
I have found that this is where they embark on "Agile/Digital Transformations" and fail.
This is where I strongly recommend the innovation digital maturity model to help paint a picture and tell a story.
Why?
In my experience, I find that innovation is tightly locked with an organization's digital maturity and it is part of the culture and strategy across people, processes, and technology.
The Innovation Digital maturity model
Before you jump into solving a problem or delivering a solution, digital readiness should be assessed.
It allows for a plan to be made to address gaps and support the transformation with the right people and teams to help drive the change.
Each organization is different and the state of the problems they have differs.
This is where we should change our approach to how they transform.
With this model, I am able to start engagements with a maturity assessment to look at culture, strategy, people, process & tech and then cater my recommendations and advice to the current state of each individual organization.
It is industry and organization agnostic, and I have used it across multiple industries and organization sizes, so I know it works.
Try it, and let me know what you find!
