As we navigate our way through a recession, collaborations can play an important part in keeping our forward momentum, helping collaborators share risk, share investment and double the chances of success.
The value of collaborative innovation within the corporate sector must be clear to anyone interested in the future of their business.
In an environment where innovation fatigue and cost pressures threaten to undermine green-shoot projects and ideas, collaboration may be one of the most effective ways to grow and build new revenue streams.
In light of this, Creative Leadership Collective looked to explore how this might best happen in real-world terms.
At the final roundtable for 2018, members of the CLC and our invited colleagues got together in a workshop to explore how we might collaborate to innovate across non-competing organisations to produce sustainable innovations or new companies.
The workshop was led by Liberty’s CIX Lab and provided valuable insight into how to design and run collaborative experiments to achieve mutually rewarding, collaborative innovation that is both effective and pragmatic.
CIX, the Centre for Innovation and Cross Collaboration, was built by Bruce Adrain and his team at Liberty, and was created with the mandate to bring disruptive innovations that build a better, safer future.
CIX is driven by Bruce’s belief in the power of ‘give first’, collaboration and shared economy and, in light of this, CIX offered CLC members insights into challenge alignment, concept experimentation models, and rapid prototype build or ‘ways of work’.
‘The Fusion Workshop concept we developed and ran with the CLC is ideal for collaboration practice,’ says Bruce: ‘Especially when you have ideas coming from different industries. We have a saying: “The most sticky innovations come from where industries collide”.’
Never a truer word spoken, as far as the CLC is concerned.
Ruan Schutte, an innovation consultant at CIX and the workshop lead, says: ‘It’s great when delegates get comfortable in role-playing the position of CEO in an imaginary company that encompasses the collective skills, capacity, resources and capabilities of all the participating companies – you really start seeing ideas and opportunities that gets delegates emerged in discussion on these ideas.
‘But the pivotal point for me was when the buzz started between the CLC delegates on the side lines and they began to uncover some ideas or opportunities to co-create something for mutual benefit.’
We look forward to hearing about some of the real-world collaborations to come from this workshop and look forward to more of these in the future.