#344 Ally Muller - Defeating the Valley of Death and the Innovation Graveyard

#344 Ally Muller – Defeating the Valley of Death and the Innovation Graveyard

Welcome to 344 of The Today's Leaders Podcast, Building Tomorrows Best Leaders, Today. We have had a strong focus on culture and leadership well being and in this episode, we head back into the innovation space, or in this case, let's call it...
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Welcome to 344 of The Today’s Leaders Podcast, Building Tomorrows Best Leaders, Today. We have had a strong focus on culture and leadership well being and in this episode, we head back into the innovation space, or in this case, let’s call it INNERVATION, innovation from within corporations

Our guest today is Ally Muller. A leader in innovation and author of the book Corporate Innervation: Unlocking the Genius Inside Your Organisation, Ally works with CEOs, Leadership Teams, and Executives to rethink innovation to add real value to the bottom line.

Ally has incredible insight on:
– The Valley of death
– The Innovation graveyard
– On demand innovation
= Dealing with the Myths of Innovation

This is a podcast not to be missed

Connect with Ally:

Goya consulting goyaconsulting.com.au
Linkedin  https://www.linkedin.com/in/allisonrmuller/

If you are looking to build better leadership skills, check out The Today’s Leader website at todaysleader.com.au

Today’s Leader, Building Tomorrow’s Best Leaders, Today. Being the best leader today forging greater success tomorrow. The mindset to make a difference and the ability to create an impact. It really is about your very own leadership revolution. 

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You are standing Stronger, Braver, and Wiser. Don’t forget the golden rule – Don t be an A-Hole

Check Out our Top 10 Leadership Podcasts: https://todaysleader.com.au/the-best-leadership-podcasts-for-2021/

Key Points

Ally_muller08:44:

Innovation is one of our top three, top five strategic objectives or aspirations. What do we do now? How do we make this work? So we can actually go all the way back and build out an innovation strategy so that we can understand how we reining this because inherently it is solving the problems. it is solving those complex problems that we don’t have the answer for it.

Ally_muller09:07

So we build the frameworks and the structures to sit around there. Um, and that’s when I start to teach people about what I call being data driven and intuition. Let. because innovation in the way that we teach it operates at two speeds in the organization. So you will have your strategic plan that the organization has put in place, and there will be a very clear understanding about what it is that they are going to deliver, and what projects are going to happen in that portfolio of work. Inherently, there will be a series of gaps that sits between what happens in the strategy and how do we achieve our financial goals, our customer goals, or whatever it is that they were setting the markets for ourselves as the organization. that’s where innovation can occur. So what we need to think about is how are we breaching the gap between what we need know to day and what the potential problem is that we’re trying to solve, and that it that is one element of that. So yes, we build structures and governance around that, because the reality is we can’t just innovate on demand, which is a real challenge and a real problem, And it’s something that I teach leaders and people all the time. Invention demand actually creates a very significant problem and and a really large focus of fatigue in leaders. Um, in inside organizations they feel really challenged, and and they struggle with that, and usually the outcome is that

Ally_muller10:43

We may potentially fail. Leaders definitely do not like to fail. They feel that that is a very bad impact not only on the Te morale of the people that they’re leading, but also what happens to their performative views and their performance and potentially bonus indicators. And and how does that then roll down to the team around them? So so what does that look like? Uh, So we give them the space and the opportunity to work out. What are the real ideas that we’re going to go forward with. How are we going to structure them? How are we going to use the data and that, how are we going to basis on the intuition of what we know about where we want to go for, so that it’s quite a complex framework and process that sits around them, but it actually works. And then so

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