One of my favourite books of all time has to be Vijay Govindarajan and Chris Timbles 10 Rules for Strategic Innovators: From Idea to Execution. Within the nomenclature, the authors prophetically articulate the dire need for new roles types to balance the tensions of NewCo in CoreCo. Here, the Dynamic Coordinator (DC) manifests as the Individual whom is vested with monitoring ongoing interactions across organisational silos (intra and extra company) whilst concurrently adjudicating as a coach and mediator when NewCo and CoreCo cannot resolve differences on their own!
The premise here is to ensure that the DC supplies relevant opposing forces to the natural gravitational power pull towards CoreCo – as after all, NewCo is the genesis of the learning organisation within an incumbent firm. Academia can relate to this anecdotally as Kurt Lewin in organisational behaviour introduced the force field analysis method which is still to date the foremost strategic tool used to understand whats needed for change in corporate and personal environments. Remember, the environment is three dimensional with them being the leadership, connectivity and executional zone. Collectively, these stem self-organisation and allow us to ensconce the core mission of
1. Choosing powerful links between CoreCo and NewCo
2. Establishing context for borrowing
3. Moderating ongoing interactions
These are poignant references points for any strategic innovator regardless of industry or commerciality as you are effectively inspiring emergent processes (or creating new ones that benefit both NewCo and CoreCo). By doing so, you are turning tension into productive force, something that all change leadership teams yearn to fulfil.
To put this into context so that anyone can use these toolsets, I am effectively borrowing from the book a few diagrams that explain how beneficial the role of the dynamic coordinator is in achieving commercial outcomes. Whilst we can continue on this topic indefinitely, as there are numerous case studies and empirical examples of where these were successful against entities such as Island Post Online, Corning Life Sciences and the New York Times – we should all appreciate this contextually and within our own organisational systems.
So when you are looking at a major change initiative or if your organisational leaders are talking abut innovation, remember, you need to have the DC on board and charged with access to all company resources to fulfil their purpose!
Source: Harvard Business School Press – 10 Rules for Strategic Innovators: From Idea to Execution
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Interesting point of view. Wondering what you think of its implication on society as a whole though? People obviously get frustrated when it begins to affect them locally. Ill be around soon to check out your response.