Innovation is a comprehensive and structured process, and much more than – the often intangible – creativity alone. Identifying those innovation profiles combined with support from management will ultimately lead to Innovative Work Behaviour (IWB).

Indispensable in all this is an innovation coach, who facilitates and guides the innovations and innovation teams as a direct mentor. By supporting, providing feedback, communicating clearly about goals and expectations, encouraging experimentation and networking across departments, the innovation coach - who incorporates the three competences (ideator, champion, implementor) - will maximise individual Innovative Work Behaviour. With the authority to lead multiple innovation teams simultaneously.

Who is this white raven? How can we select the innovation coach?

Selection criteria for innovation include:

  • Being an ‘Innovation Master’ as Innovative Work Behaviour (IWB) profile
  • Being a stimulator of creativity
  • Being a promotor of IWB
  • Being able to communicate the innovation goals and expectations
  • Being open to new ideas and new ways of doing things
  • Being an intra-group cooperation stimulator
  • Being an interdepartmental networker
  • Being an inspirer
  • Being intrinsic motivated to innovate successfully

The role of an innovation coach:

The role is to guide individuals or teams in the process of generating, developing, and implementing new ideas and strategies. While an innovation coach can play a key role in facilitating and supporting the innovation process, they are not necessarily a "safeguard" for innovation.

Innovation can involve taking risks and exploring new ideas, which can sometimes result in failure or setbacks. While an innovation coach can help to minimize risks and provide guidance to individuals or teams, they cannot guarantee success or prevent all possible failures.

Innovation coaches may also help to create a climate of innovation within an organization, by promoting open communication, encouraging experimentation and creativity, and celebrating both successes and failures as opportunities for learning and growth.

Overall, while an innovation coach can provide valuable guidance and support to individuals and teams engaged in innovation, they are not necessarily a safeguard for innovation success, as innovation inherently involves risks and uncertainties. On the other hand, they can safeguard ‘dedicated time for innovation’ when the day to day business operations (the performance engine) take up most of the peoples time and resources..

Here's what our clients typically achieve when working with us and our Innovation Coach Exchange (ICX)concept:

An answer to:

  • Who are the right Innovation Coach candidates?
  • How to set-up the framework for a cross-departmental Innovation Coach?
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