Authority is granted by the organisation; credibility in internal innovation labs is earned separately. The hardest part of the organisational leadership discipline is rarely deciding — it is holding the decision when it becomes unpopular. Participants finish able to explain this aspect of organisational leadership to a non-specialist audience without losing precision. Sessions alternate between guided analysis of internal innovation labs and supervised application. The professional literature on the practice within organisational leadership converges on a small set of controls that reliably work. The programme suits teams tackling the organisational leadership discipline together as readily as individuals attending alone. What blocks progress on internal innovation labs is usually unclear ownership rather than unclear intent. The course covers this aspect of organisational leadership at the level of detail needed to act, and stops there. Participants leave with a first-ninety-days plan for the wider organisational leadership agenda rather than a set of notes.
Expected Learning Outcomes
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Compare the organisation's handling of internal innovation labs with recognised practice, and close the material gaps.
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Design a training and briefing approach that sustains competence in internal innovation labs.
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Review your own performance on internal innovation labs as rigorously as you review others'.
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Distinguish the parts of internal innovation labs that must be standardised from those that require judgement.
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Delegate responsibility for internal innovation labs without losing sight of the outcome.
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Make decisions on internal innovation labs at the right speed for the risk involved.
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Recognise when internal innovation labs needs a different leadership style than the one that got you here.
Who Should Attend
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Staff seconded into improvement work on internal innovation labs.
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Human resources partners advising leaders on internal innovation labs.
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Managers of geographically distributed teams handling internal innovation labs.
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Team leaders responsible for daily delivery of internal innovation labs.
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Project and programme managers whose delivery depends on internal innovation labs.
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Consultants coaching leadership teams on internal innovation labs.
Course Modules
Open any module to see its sessions and topics.
01
Internal innovation labs: conflict, politics and informal power
2 sessions · 8 points
Session 1Deciding on internal innovation labs when the information will never be complete
Prepare the response for the most likely failure in internal innovation labs.
Agree the smallest change to internal innovation labs that would be visibly useful.
Remove steps in internal innovation labs that add effort without adding assurance.
Check that records of internal innovation labs answer the questions likely to be asked.
Session 2Delegating internal innovation labs without abandoning it
Set the review point at which internal innovation labs will be reconsidered.
Set the review interval for internal innovation labs and who attends.
Decide what will be stopped to create capacity for internal innovation labs.
Assess the workload internal innovation labs adds and what you will remove to make room.
