[MUSIC]. Welcome to Week 8 of the Strategic Innovation Class. This week, we're going to talk about leading innovation strategy. So, far we've learned a number of things. We've learned that individuals must enlarge their tool set. And so individuals have to be perceptive and open if they're going to innovate. They have to be flexible thinkers, and they also have to be articulate communicators of their ideas. And the idea here is that if we can have a good idea, that's the first step on the path to innovation. And so, innovators, as individuals have these things. Next, we talk about groups and what happens in groups in terms of culture, in terms of risk, in terms of motion, emotion. We learn that innovators form groups that are emotionally safe, they're culturally open. Groups like these have team spaces. They have places where they can actually work, where they can communicate with each other, where they can leave things set up. And the also, most importantly, use an innovation process. And so, innovators form groups of these kinds. We've also learned that organizations structure and a couple of other things come into play. Organizational structure, we have one of the innovative organizations, they have flexible structures. They are very clear and articulate about their strategies, what it is they're trying to do together. And also, they provide resources. Resources in general, but also resources for learning, because these kinds of organizations, innovative organizations, they really view innovation as a process of learning, a learning how to do something better. Next, we talked about market. In the market and, and you know, basically, the industry level constraints. We talked about how innovators in industries they work to foster competition because competition is something we can work with that moves us forward. They talked about. We've talked about collaboration with suppliers and how the suppliers, the people that give us brain power, they give us resources, they give us money. Things like that, that we actually have to work with them and not sort of cut them out. And also these innovators, they watch the market. And they're watching customers, they're watching people out there because those people out there, especially the low end people, are the ones who are going to drive to kind of radical change that we hold on and watch out for. We, then, talked about society and how society must, basically legitimize innovation. How society if you're an innovator and you understand social values, you understand aspirations, you also understand how society's going to assert control and why. And then, also, you learn the historical obligations that you have as an innovator to the society. And to what came before does create obligations for what comes next. And so, we have to remember that. Next, we talked about technology, and this was last week. In the technology part, we talked about basically, how innovators should know and should account for the the limits of there knowledge. Like, how much do we know? Do we know that we know? Do we know what we don't know? The nature of time, time was a very consistent constraint and one[UNKNOWN] depends on how we talk about it, how we work with it inside of our organizations that matter. And also, innovators are going to account for the natural environment, the environment that basically forms the context for innovation. And so, those are number of things that we learned here, and by learning those and by understanding those, we can actually begin to identify the space within which an innovation is possible. And, hopefully, this is a new space and not the space that's currently there. So, if there's some people competing in an area that it's going to look like this, ideally we found another different place, because we understand the constraints differently than they do, because we've sort of gone through systematically. Hopefully, we're not outside of these things trying to think outside the box, but we're really inside and understanding where our innovations can take us. So, this week want to talk about leading an innovation strategy and what is that we need to do as we think about leading innovation going forward. Our agenda, we're going to talk about, I'm going to offer you a little story from Apollo 13 about when failure is not an option. That is when we're, when we're innovating and it actually matters. Because sometimes we treat innovation as something that doesn't matter. It's fun to do or it's do, something we do on our weekends or something that we do when we're not doing other important work. But if, if innovation matters, how to we treat that? We're going to talk about adoption and how we drive adoption. And this is about applying the constraints model to other people. We've been applying the constraints model to ourselves and our ability to innovate. But now I want to talk about it, applying it to other people. I want to talk about the process, how we lead the process. We've talked about some of the technical parts of the process, and I want to review a little bit a that an really talk about how it is that we manage and importantly lead an innovation team. I'm going to talk about innovative organizations to the extent that you want to build an innovative organization. I'm going to talk a little bit about innovation portfolios and some of the capabilities that you'll need to have in your organization to do innovation. Also, I want to talk about the importance of knowing your constraints. That is, what stops you, from innovating? And finally, I want to offer nine in-, innovation myths, things that we don't ever have to believe again. Because we've been through this class and we understand now, that there's some things that are just common wisdom that are just not wise at all. They're, they're just downright wrong. And we'll talk about why.
