A New Innovation PerspectiveChange to Fluidity

向流动性改变的一个新创新视角

Today most innovation is focused oncreating new products or services.  These new innovations frequentlychange or modify operating models and business models, often not by deliberatedesign. We stipulate that most innovation should be focused on updating andchanging business models constantly and with increasing focus. With this focusnew products and services become by-products or outcomesthat support or sustain new business models for driving greater lastingsustaining competitive advantage.

如今大多数的创新都是关注于创造新的产品或服务。这些新的创新通常会改变或修改运营模型或商业模型，而不是通过深思熟虑的改变。我们规定大多数的创新应该关注于持续升级和不断变化的商业模型以及不断增加的焦点。有了这些焦点后，新产品和服务就会变成可以支持或保持趋向于更持久竞争优势的商务模型的副产品或结果。

This is the fourth in a series discussing theinterplay around innovation, to recap:

这是第四次一系列围绕创新相互作用的讨论，让我们来回顾一下：

Jeffrey Phillips ofOVO Innovationand I Paul Hobcraft at Agility Innovation would argue that we are failing tomanage the different and multiple interplays that are constantly taking placewhen innovation occurs. We are often ignoring them and failing to extract thebest or optimal value out of the innovation we are introducing.

In a White Paper we have just writtencalled “the critical interplay among innovation, business models and

change”we provide a foundationdocument that highlights the important interplay between innovation, businessmodels and change.

OVO Innovation的Jeffrey Phillips以及Agility Innovation的Paul Hobcraft讨论了当创新出现时，我们没有成功的去管理持续发生的不同和多重的相互作用。我们经常会忽视它们而且没有成功提取出我们所引入的创新中最好以及最优的价值。在我们刚刚完成的叫作“创新之中的关键相互作用，商务模型和变革”白皮书中，我们提供了一个强调创新，商务模型以及变革之间重要相互作用的基础文件。

A new white paper “Why innovators need a new change paradigm” takesthis even further by looking more specifically at emerging models and thecompetencies required to react to this change in more ‘fluid’ ways.

新的白皮书“为什么创新者需要新的变革模型”进行了更深入的分析，通过研究更加具体的存在的模型以及应对更具“流动性”方式的变革所需要的能力。

The Interplay is Demanding Change and New Models

If innovation continues at a high pace,and forces change across customers, the market and the innovator, as well ascreating new business models, then we can easily accept that innovators must begood at planning for and executing change.  Innovation and change aresomewhat symbiotic:  sustained innovation cannot occur without good changecapability, and innovation creates demand for change.

相互作用需要变革和新模型

如果创新持续处于较快的速度，并强制顾客，市场以及创新者做出改变并建立新的商务模型时，那么我们就很容易接受善于计划以及进行变革的创新者。创新和变革有一定的共性：没有好的变革能力就无法实现持续的创新，而创新也产生了变革的需求。

When we add in the interplay acrossinnovation, business models and change it’s evident that change is a constant,and will only increase.  Yet there is a significant problem:existing change models that describe how we think about andimplement change no longer seem valid, given the nature and the pace of change.

当我们将相互作用添加到创新，商务模型以及变革之间时，很明显变革就会持续，而且只会增加。现在有一个重要的问题：考虑到性质和变革的速度，描述我们如何思考以及进行变革的现有变革模型将不再有效

Innovators need a new change model

We innovators need a new model ofchange, for at least seven important reasons:

创新者需要一个新的变革模型

我们这些创新者需要一个新的变革模型的重要原因至少有以下7个：

1. As innovators we aren’t simplyresponding to external change, we are creating change, both for customers andfor our companies and markets. (inside, proactive change vs external, reactive)

1.作为创新者，我们不仅要简单的对外部变革做出回应，我们同样为客户和公司以及市场创造变革。（内部，主动变革VS外部，反应性）

2.External change is far moreunpredictable, in global markets new threats emerge from anywhere, at any timeand often delivered in totally unpredicted business models

2.外部的变革更加难以预测，在全球市场中新的威胁无时无处不在，而且通常会通过完全不可预测的商务模型传递过来。

3.The pace and nature of change isn’tslowing, but is accelerating and will continue to accelerate. (increasing pace,frequency and amplitude of change)

3.变革的速度并没有在减慢，而是在加速，并且将持续加速。（增加速度，频率和变化的幅度）

4.As we’ve demonstrated, most innovationhas the potential to be business model innovation, which will requirechange.  (As more innovation becomes focused on business model innovation,this will create even more change)

4.正如我们已经表明的那样，大多数的创新都有潜力成为商务模型创新，这就需要变革。（当更多的创新聚焦于商务模型创新时，就会创造更大的变革）

5.We recognize that change is no longer anoccasional threat but a constant companion (shift from the idea of change as athreat to change capacity as a competitive advantage)

5.我们认识到变革将不再是偶然的威胁，而是一个固定的伙伴（从变革作为一种威胁的想法转变为变革作为一种竞争优势）

6.The idea that companies can achieve aprotected steady state where change won’t affect them doesn’t seem to applyanymore (long periods of stasis are no longer possible.  Must be able tochange/evolve constantly)

6.公司能够获得受保障平稳的状态，且变革并不会影响他们的想法似乎不再被应用（不可能长时期的停滞不前，必须能持续的变革和发展）

7.We need to think of change as acapability that we constantly deploy, rather than a threat we typically avoid.(Need to develop change as a capability, to build skills, reduce barriers)

For these reasons the concept ofunfreezing and refreezing does not seem appropriate anymore.  As changebecomes more constant, and as we ourselves create change through innovation andbusiness model development we must be much more open to, and welcoming of, change. Rather than viewing change as an occasional nuisance or hurdle, we must buildcapabilities that allow us to implement change constantly, building barriersfor other companies that don’t embrace change or can’t change quickly andcapably.

7.我们需要将变革视为一种我们持续部署的能力，而不是我们要尽量避免的威胁。（需要将变革发展成一种能力，来培养技术，减少障碍）

介于这些原因，解冻和重新冻结的概念似乎不再适用。当变革更加持续，当我们自己通过创新和商务模型发展来创造变革时，我们就必须更加开放并欢迎变革，而不是将变革作为一种偶然的滋扰或障碍，我们必须要培养能让我们持续进行变革的能力，为那些没有进行变革或没有迅速简练的进行变革的公司造成障碍。

Factors that must change

Perhaps the biggest change to status quothinking about change is the concept of a protected steady state where theorganization can “freeze” and resist or deflect change for a long period oftime.  The nature of competition is so fierce that we cannot wall off amarket, a segment or a company and avoid change.  Rather we need to createcapabilities, systems and knowledge that allows us to embrace change and use itto our advantage, whether we create the change through new innovation or thechange is thrust upon us from external factors or competitors.

必须改变的因素

或许对于变革现状思维的最大改变在于受保护平稳状态的概念，在这种状态下，企业能够长时间“冻结”以及抵制或偏离变革。竞争的本质是十分激烈的，我们无法脱离市场，部门或公司并避免变革。我们还需要培养能力，系统以及知识，允许我们实现变革并将其转化为我们的优势，无论是我们从新的创新中创造变革或者外部的因素或竞争对手强加给我们的变革。

Another concept that must berejectedis the idea that change is difficult,distracting and problematic.  In the older unfreeze-refreeze model thegoal is to experience a significant amount of change in the shortest amount oftime, moving as quickly to the new steady state as possible.  This signalsa lack of engagement, resistance to change and avoidance.  Why would wereinforce avoidance of change when the winners in the future markets will bethe firms that can embrace and manage change, who are constantly creatingchange through new innovation?  We need to create the belief that changeis a positive experience and change capacity creates a positive differentiatorfor those who invest in the skills and methods.

另一个必须要拒绝的概念就是变革是困难的，让人分心的以及有问题的。在陈旧的解冻—重新冻结模型中，目标是在最短的时间内体验大量的变革，并尽可能快的向新的平稳状态转移。这是缺乏参与，抵制和避免变革的标志。当未来市场的赢家是那些可以实施并管理变革的公司，他们持续通过新的创新来创造变革，那么我们为什么还要顽固的去抵制变革呢？我们需要建立这样一种信念：变革是一种积极的体验，变革能力为那些投资技术和方法的人创造了积极的区分者。

The old change model indicates signalsthat a company must endure a brief change activity to win a long period ofquiet in the new operating state.  This promise of eventual stability ismisleading and based on historical data, not future trends andindicators.  The older model makes promises that competitive forcescontradict.   New realities suggest that we need to be constantlyadapting to emerging opportunities and threats, and building changecapabilities.  Perhaps a new model for change is:

旧的变革模型表明，公司必须忍受一个短暂的变革活动以便在新的运营状态下获得较长时间的稳定。最终稳定性的承诺被误解，而且是基于历史数据，而不是未来趋势和指标体系。旧的模型承诺竞争会产生矛盾，新的事实表明我们需要持续适应出现的机会和威胁，并培养变革能力。或许变革新模型是这样的：

Unfreeze the Rigid – Build change capabilities/reduce cultural barrier Create change/Promote Fluidity

In this suggested change model werecognize that rather than adapting to a new reality, we need to build andsustain change capabilities to be prepared for any eventuality.  In thenew “state” we don’t expect to sustain a new status quo but to create changeand remain capable and be constantly fluid, embracing change and innovationconsistently.

解冻刚性——构建变革能力/减少文化障碍创造变革/促进流动性

在这个建议的变革模型中我们认识到，不但要适应新的现实，我们还需要培养并保持为任何可能性准备的变革能力。在新的“状态”下，我们不期望能保持新的现状，但是要创造变革并保持能力以及持续的流动性，就要始终进行变革和创新。

To succeed in future markets that willpossess far more change, at a much higher rate than before, with far moreinnovation,we need a new model for change that shifts the

concept of change from an occasional, painful interruption to a consistent,

evolving capability.  First we need to understand theexisting barriers and challenges associated with change. Then we’ll need tobuild change capabilities, and finally create a new operational and culturalstructure to sustain change.

在未来市场取得成功将会产生更多的变革，而且比以往的比率更高，在更多的创新下，我们需要新的变革模型，将偶然，痛苦困扰的变革概念转变成持续，演变的能力概念。首先我们需要了解既有的与变革相关的障碍和挑战。然后我们需要培养变革能力，最终创造一个新的运营和文化结构来维持变革。

Fluidity is becoming our growing need of

understanding today

There is considerable discussion aroundchanging structures and models to become more adaptive, agile and fluid. Withsuch an increasing level of complexity and environmental turbulence thatorganizations are having to master, most of their existing systems, processesand approaches are facing increasing challenges. The solutions of fluid, agileand adaptive are aiming to develop highly flexible and fluid organizations asan attractive answer to move towards.

如今我们越来越需要理解流动性

关于变革结构和模型更具适应性，敏捷性以及流动性的讨论相当多，组织者必须要掌控不断提升的复杂水平和动荡的环境，大多数的既有系统，程序以及方法都面临持续的挑战。流动性，敏捷性以及适应性的方案旨在将高度灵活性以及流动的组织发展成为具有吸引的向前发展的答案。

There is so much change beingundertaken, the growing call for quick improvisation and ad hoc responses allneeds to take us away from those rigid processes into open and fluids ones.

有太多变革需要去实施，快速以及临时回应不断增长的需求需要我们从刚性的流程转移到开放和流动性的流程中。

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