Rivalry in Innovation fom McKinsey

As the CEO of an innovation driven organisation and the author of several patents and innovations, I find the way of handling the issue very interesting . The consultant talks about a basic direction and the practitioner reveals the nuances, delivering a wholesome palette. Collaborative inter disciplinary rivalry really at work. Like Lord Krishna the consultant and Arjuna the practitioner; together delivering the great Bhagvadgita.

Here is yet another perspective.

1. We are trying to draw lessons form history. Well, that’s great.

a. Why did this beautiful Renaissance period innovation die down? Are there any lessons to be learnt from its demise?

b. Unbridled rivalry can be really ugly. Great many innovations resulted from unbridled rivalry between the Germans and the Manahattan Project Scientists. Results are there for all to see. Is collaboration the only way to prevent unbridled rivalry? Can collaboration be more dangerous than rivalry?

c. What mix is required for the creation of a perpetual innovation factory?

d. Innovation by whom is clear. For whom, for which object; are these also relevant questions?

e. Should there be limits to direction, content and extent of innovation?

2. Mark provides a working framework for innovation in which rivalry plays just the right amount of role. A sub-objective cannot be permitted to overrride the main objective. Any talk of rivalry, innovation out of context could be disastrous. Vertical and lateral stretch are very important in today's context.

3. Mark has shown the way knowledge, organisational and constituent energy (funds, time and energy per se) and mass (which is the receptacle, immediate source and drain of energy at the same time) have to be integrated and directed unto the value source which is the customer, leaving aside knowledge which cannot be integrated unto the organisation (microprocessor knowledge, for instance). This what makes GE the powerhouse that it is. Thank you so much, Mark for sharing a big secret of GE.

As an innovator entrepreneur, I agree with Mark. When I look around, I find that he real limit to vertical stretch capacity of an individual comes from within and that to horizontal stretch comes from inability to network. This collaborative article between the two authors… Bernard , an expert of management strategy and Jessica, a student of Italian studies provides a good example of both vertical and horizontal stretch leading to innovative insight into an unexplored area. The paragone paradigm propounded by Bernard and Jessica converts apparent rivalry into stretch energy.

We are spreading innovation to the nooks and corners of my organisation. Perpetual rewards for innovation seem to work. I see the synchronised growth of the organisation and its employees in that . Thanks to all of you for forcing me o stop by and take stock of innovation practices. I do hope the authors and the readers try to answer my questions.

Yadav Chandna