Normally when people think about innovation, they think in terms of doing innovative projects. And what do you do then? Well, you do a project, you think about it, you reflect. You create insights that can lead to new experiments and you do new projects, which is what we call the washing machine because it goes around and around and the projects actually generate income. Which is all good.
But of course, that's not the end game.
What you really want to do is change the organisation's practices, change its strategy, change its structure maybe when that's needed, and actually have impact on the whole sector. Because these insights should really travel up organisations.
What we found through our practice and research at UTS, is that there's a problem with this. The link between practices and strategy is very very difficult and often it doesn't work.
And why is that?
Well, strategy tends to be determined top down, from the sector downwards, instead of coming from the bottom up. So this is where innovation gets stuck. This is where innovation doesn't get to its full potential and doesn't have the impact that it should have.
The sector reacts to what it sees as its relevant environment, its field. And, with the insights that we have, we can also start influencing that perception, influencing that field. And once you can do that, then the top down process and the bottom up process work together to create innovation in the organisation.
The Master of Creative Intelligence and Strategic Innovation at UTS was custom made to support organisations through all of these steps. Effectively building a new innovation ecosystem within the organisation.
To find out more about Master of Creative Intelligence and Strategic Innovation, please contact our Partnerships team.