The TIM Foundation is Launching the Innovation-Lite Training for the 1st time in Toronto 27 October 2015 and Ottawa 29 October 2015.



The Course INNOVATION-LITE One-Day Course Outline


One Million Acts of Innovation, Jerry Boyer is our Training Partner and Co-ordinator for the Toronto Event 27 October 2015.

To register and for more information contact:

Jerry Boyer


The Code Factory, Ian Graham is our Training Partner and Co-ordinator for the Ottawa Event 29 October 2015.

To register and for more information contact:

Ian Graham

Total Innovation Management Foundation

Draft White Paper…..How to Be an Innovation Nation GHS v.3.docx

Paul4innovating's Innovation Views

Outcomes ROI neededThe typical linear and often siloed mindset that we have for much of our innovation thinking within our business organizations, has to rapidly fall away. We are in the ‘cusp’ of a fundamental change that technology, platforms and connected ecosystems will bring into the mix for connecting and collaborating in dramatically different ways than the past.

One of the implications will be our need in measuring and the metrics within companies. The measurement of inputs, throughout and outputs need to become far more focused on delivering speed and scale potential as the critical points. We are far more needing to focus on the outcomes as our primary point of measurement.

This is a further post on discussing outcomes as the focal point of our innovation measurements, following my recent one of “Shifting to Ultimate Outcomes”

Recognizing the emergence of the outcome economy

The outcome economy which is emerging has many…

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All future blogs will be through the Tim website.

David Williams

downloadA 2012 study by Accenture found that organizations that have a holistic, formal innovation structure consistently report better outcomes of their innovation programs. But Kevin Daly of Affinnova is skeptical. In a recent piece, Daly described Affinnova’s own survey of 400 innovation practitioners involved in consumer product development. According to the survey, top performing companies (i.e. those with highest new product success rates) were no more likely to have a formal innovation system than average performing ones.

Of course, it’s tempting to explain the contradicting results by differences in the study design (the precise reading of the questions, the corporate positions of the study respondents, etc.). But the meaning of the term “innovation structure” is terribly important too.

Imagine that you just began studying a foreign language. You’re trying to apply a heavy “structure” of grammar and pronunciation rules learned from a textbook, but you’re frustrated with…

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David Williams

– Meeting or exceeding measurable innovation objectives
– Successful, capable and valuable

– A permanent core business function
– Steady, mature and constant

Could you think of any organization that would not want effective and sustained innovation?

Many people would suggest that this cannot be achieved and may not even be realistic…..We don’t think so.

How many organizations do you know who have made innovation a core business function that’s fully integrated into their operations, not engineering, design, product development or R&D…..Innovation?

Go back 50 or so years ago, the IT function in organizations for the most part did not exist. With the advancements over the years in computers, software, networks and communications the IT function gradually became a necessity. HR, marketing and quality functions have similar stories.

Is innovation the next business function that will grow and mature out of necessity….We think so? I also think we can agree that today’s innovation is all over the map, similar to the way the quality function was 30+ years ago.

There is too much emphasis on the single parts of innovation, such as ideas, creativity and culture, etc., typically at the expense of all the other parts which results in a dis-functional system.

A lot of this single-mindedness comes from the consultants and software developers that are pushing their agenda for the one or two things they may be good at. Perhaps they should collaborate with each other and collectively provide a bigger picture and stop suggesting they alone have the solution.

In order to have a functional innovation management system that is effective and sustained you must address all the interacting and interrelated parts from a holistic point of view.

see more… Chart

Similar to quality management there is an innovation management standard that specifies all the parts and the requirements to develop and implement an innovation management system. Think of it as an instruction to build something, it takes the guess-work out of it so you don’t have to make it up as you go along.

It should be noted that the standard provides the minimum requirements and does not attempt to specify how to develop or implement the innovation management system. It does not attempt to standardize innovation and suggests that each innovation management system will be unique to each organization and will share common elements.

Stop treating innovation as a part-time experiment, don’t worry about creativity and your culture. Stop talking about innovation and asking for ideas. It’s all about establishing a capability to innovate first. You can’t measure and improve on something you don’t have.

Develop the innovation base discovery (front-end), development (middle) and deployment (back-end). You can take the Innovation-Lite approach to get started.


Add to, enhance and continually improve your base innovation management system, integrate it into the business operations and over time your innovation capability will mature and become a core function as planned from the onset.

Not having an innovation management system and resulting capability is not an option for effective and sustained innovation.


David Williams

Innovation in any organization (private, public, non-profit, etc.)
starts with making choices.

When left alone innovation will not just happen. R&D and invention are not innovation, and being creative and generating opportunities and ideas do not have value if there is no means to validate, develop and execute them. Culture, collaboration and employee empowerment can influence innovation but cannot deliver it.

So it does come down to making choices.

If you ignore innovation and do nothing you have made a choice. If you choose to innovate you have two additional choices to make;

CHOICE ONE – Don’t get too committed, get some free advice, play with it, implement some ad-hoc practices (maybe some book you read while on holiday), get some ideas that have no alignment to your corporate objectives and vision, not to mention innovation objectives. Get some seemingly good ideas that you have no means to fully develop and execute, frustrate your employees, disembark other stakeholders, waste time, money and resources, ultimately fail, and kill the initiative.

CHOICE TWO – Make a commitment, do it with some tangible structure that you can evaluate, measure, improve and build on for the long-term. Take a holistic view and purposely develop a solid base and capability for effective and sustained innovation designed to mature over time based on a body of knowledge.

see more…Innovation Maturity Cycle

Regardless of your current innovation status there is nothing wrong with getting a fresh start and fixing previous mistakes and there is always room for improvement in any innovation system.

It’s hard to argue logic, if you want effective and sustained innovation make the right choice.

Paul4innovating's Innovation Views

A new core Innovation CapitalIf someone came to you and asked the question: “tell me what makes up your financial capital?” I expect you could answer this fairly comfortably. It might need a little added help from your finance department but you could produce and show significant details that we are all ‘schooled’ to understand and generally have accepted, as under common definitions and standard practice.

Our businesses are measured constantly on their financials, we produce a constant flow of reporting documents that provide useful insight and allow for a more informed judgement by present and future investors on the health of the company. We are ‘wedded’ to our financials and ignore the real value within our organizations of all the other critical capitals that generate and strengthen the business.

What if that same person came to you and asked instead: “what makes up the innovation capital of the company?’”…

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Total Innovation Management (TIM) Foundation

David Williams


Read here….News Brief TIM 5.0


David Williams

Now there is no excuse for any organization to start and/or improve their innovation management journey.

Learn more…………INNOVATION-LITE Brochure