Reordering the Organization’s Genetic Code for Innovation

Reordering the organization’s genetic code for innovation.As we enter 2012, what really disappoints me is that we still have not cracked the innovation DNA code sufficiently to embed this within the organizations genetic principles, structures or systems for completing an everyday innovating business. Why is that?

I see no reason why innovation cannot be a clear (integrated) management discipline, shared, taught and fully aligned with an organization’s strategic intent and execution. It needs to have a set of molecules that carry the ‘genetic’ innovation information in logical and a comprehensive arrangement of its separate elements. These need to be strung together like all living cells by a set of clear rules. The code order defines the sequence, the “alphabet” of the organizations ability to innovate. Well that is how it should look if we want to allow innovation to enter the present DNA of an organization. Innovation cannot sit outside or be run in parallel but it needs to form part of the essential organizational code.

I am convinced innovation can be implicitly understood but I still feel there is an awful lot of conflicting advice being offered that must leave many confused. Let me add to the confusion!

We really do need to break down the existing code of organizations DNA to ‘implant’ innovation within the building blocks. I feel we have four intervention points to reorder the thinking.

Reordering the organization’s genetic code for innovation.

1. Decision Makers & Our Rights

An organization rises or falls by its decisions. The people placed in the decision making roles determine what should be going on and what, who and why this (set of) decisions are right for the direction and health of the organization. This is where the vision, the mission, the strategic intent ‘kick-in’ and innovation needs to align to this to achieve the aspirations needed and hopeful growth. Innovation needs to be deeply embedded in this, it needs to be seen, understood on its part it must play. It needs the other part here, the transferring of the rights- the right to think, get involved and where and how they participate in creating something. People need to be invited in.

2. The Motivating Factors

Knowing the objectives, knowing the limits, boundaries and having clarity on the incentives to innovate are crucial. Knowing the underlying values, the beliefs and the encouragements for adding to the climate to innovate can motivate or destroy. Innovation needs not just objectives but a clear understanding of the degrees of freedom and encouragement being made available. This becomes the point of understanding a common language, knowing the policies and key principles to stimulate and further strengthen innovations role it plays. Motivation forms the decision- making body within the alphabet on our abilities to innovate.

3. Knowledge & Information

The intensity of knowledge, the flow of information ‘fuel’ the opportunities that need working upon. I’ve written previously on absorptive capacities about learning to absorb new innovation knowledge and describe this part of the DNA need in some detail there. Also I wrote earlier on the need to move towards a more distributed innovation model describing the flows for gaining more engagement and deeper involvement. It is the consistent, open flow of knowledge and information in stronger collaborative platform ways that will be the spearhead and stimulation points for innovation to be valued and seen for its worth. The coordination and collaborative nature of innovation really needs to be engrained in any DNA and everything that looks like a silo, you need to have some form of ‘bunker busting’ way to neutralise this really harmful effect on any innovation organism.

4. Structure & Scope

Innovation is often very uncomfortable to embrace. It chips away at well established processes and structures. The power of established processes are the bedrock of organizational memory and the skill to ‘unpick’ those that hold back innovation (for growth) from those that unite the often difficult task of managing across an organization is really challenging. There are ‘points of conscious choice’ in what to abandon, what to loosen up and what to adopt. Having people who are skilful at recognizing the implications becomes vital. They need depth of understanding across the business, they need to seek a ‘power’ balance and they can’t afford to upset (too much) the regular operating rhythm unless it is seen to be a better way forward. Often innovation is incompatible with ongoing operations but usually needs just targeted organizational change.

What is critical in my mind though is that innovation cannot be isolated from ongoing operations; there must be a continued engagement and ‘creative tension’ between the two. What is clear you do need a formal, intentional resource commitment to innovation and its ongoing integration, it is most unlikely to be organic.

We need to identify all the innovation impediments.

To make any transition, to embed any different DNA you do need a management makeover. Often today’s approaches to managing can conflict. Innovation can be strangled if you try to simply embed it into existing parameters. There are inbuilt inhibitors that are deep and systemic. Bringing to the surface the current political and ideological factors is no easy task. Spotting what is more innovation friendly becomes necessary and this is why having innovation visible from the top, integrated in all decisions draws out the impediments. The antibodies need to be recognized to successfully overcome them and then put in place a DNA sequence that works that has innovation as more of the core.

“Relentless Innovation” by Jeffrey Phillips certainly helps.

Jeffrey has written a timely book, released in December 2011.  His basic argument is that today’s typical business model impedes innovation as the emphasis is still on efficiency (at any cost), alongside the cost-cutting for supposedly short-term gain. He terms this as “business as usual” (BSU) and it actively rejects the innovation effort, so much called for by CEO’s and needed for regaining growth.  He also points his finger at a problem that has perhaps been ‘hidden in plain sight’ that the middle manager is plainly not equipped to manage innovation, alongside all of their other activities; something has to give or be put into a new balance.

He believes he can achieve a ‘dual capability’ of achieving efficiency and innovation into a consistent set of capabilities that can become a core everyday discipline.  I would recommend buying a copy and I feel you will appreciate and identify with many of the arguments laid out by him, for challenging the way we are still running our organizations.

Making a shift needs a new innovation DNA alphabet.

Innovation is a shift from those known, consistent, honed sometimes comfortable processes to unknown, unexpected and unusual ones. This makes anyone uncomfortable but if you demand really path breaking innovation you need to recognize your organization needs some significant changes to allow innovation to be integrated into your existing processes.

To initiate this shift and integrate innovation, it does needs a new rebalancing to take place. A new DNA sequence where innovation reorders the genetic code of the organization between what Jeffrey talks about of balancing the investments made in efficiency with the new needs of placing innovation within the sequencing required for any organization today, to deliver a healthier model for sustaining growth in the world 0f 2012 and beyond.

Understanding the makeup up of the innovation DNA codes and where the parts fits within, and alongside, many of your existing practices is essential. We need to finally crack this code in 2012. Just remember to ‘invite’ people in who understand the consequences and impact points and can ‘graft’ the right gene into the right oder for the synthesizing process this needs (for you) to be successful

image credit: dnastructure

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Paul HobcraftPaul Hobcraft runs Agility Innovation, an advisory business that stimulates sound innovation practice, researches topics that relate to innovation for the future, as well as aligning innovation to organizations core capabilities.

Paul Hobcraft

Paul Hobcraft is recognized for his consistency to champion and informs on innovation. He focuses on building innovation capacity, competencies, and capabilities and promotes innovation in informative, creative and knowledgeable ways, piecing together the broader understanding of innovation. Paul continually constructs a series of novel and relevant frameworks to help advance this innovation understanding and writes mainly through his posting site of where he regularly publishes his thinking and research based on solutions that underpin his advisory, coaching and consulting work at




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No Comments

  1. Bernard Cartoux on January 2, 2012 at 5:40 am

    A path to identify the DNA ?
    I believe taht innovation is more like and exploration phase than an exploitation phase ( you call efficient .
    Therefore I wonder if the builsdieng blocks of the Organization DNA’s Matrix should be spread used for this exploration phase .the question becomes : What about decision maker and rights for an exploration phase,for knowledge and information, for the motivatiog factors and for structure and scope.
    Having this you identifie the gap.
    As each organisation has its own existing DNA, to fill the gap it becomes mandatory to have a dedicated approache per organisation. Observing could perhaps gives some issues.

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