Conclusion

As we have seen, building the organisation of the future requires a chief executive to step back from the success patterns of the past. This is an important statement.

Chief executives of medium- sized businesses know how to make money and to run their businesses. But often they do not have the organisation and systems necessary to embed the chief executive s personal attention to improvement and innovation throughout the business and in all employees . The task is to build these systems.

Leadership is a critical systemic capability ”both to lead the change as a CEO and to lead at every level in the organisation in the manner required for the future innovating organisation.

The intensity of customers value-for-money expectations has increased, as has the intensity of the competition.This is true for businesses of all sizes.We believe, therefore, that a chief executive has no option but to build profitable innovation thoughtfully into the enterprise s competitive business strategy.To do this a chief executive must:

• see innovation as a means to build the profitability and competitive strength of the business

• be passionately committed to building the required and necessary capacity for innovation, especially leadership capacity and a culture of disciplined creativity

• make a major commitment of effort, horsepower and time

• consider and implement the organisation and systems that will sustain growth, improvement and the innovating thrust

• consider objectively the horsepower, capabilities and accountability framework needed for success.

The systematic, four-step practical program outlined in this chapter can be customised to the environment of any business, and applied by the chief executive. This approach, combined with the checklist in Table 6. 1, provides a way forward for the chief executive who is determined to build an innovating enterprise. We commend these tools to you.

Tips for developing innovation

1. Realistically assess the current situation

   Understand your starting point ”as it is, not as you wish it to be. Be open to adding external views to your own objective analysis.

2. Understand what is required

   Identify the gaps in your organisation and the managerial and organisational changes and commitment required to develop innovation. This means reaching a view on your structure, critical processes, culture, client development and your people (especially your leaders ).

3. Build the picture for change with your leadership team

   Much depends on the visible commitment of every member of your management team. So, winning their commitment and contribution is essential. Build the purpose and plan with them, in a series of conversations and workshops.

4. Engage employees in fleshing out the plan

   If people can see what has to be done, then they can do it.They will be engaged and committed if they can, within limits of the direction, shape the parts of the plan that touch them directly.

5. Manage the current performance of the business

   Building the future is fun and energising, but you must continue to deliver the results necessary to keep the organisation in business.

6. Ensure the major components of the plan are delivered just-in-time.

   There is nothing more likely to stall progress than starting with high expectations and running into roadblocks due to poor planning.

7. Just get going

   Commit energy and passion and keep moving. Above all, celebrate success and ensure focus and discipline are maintained .