The quick start process is both very difficult and simple. The good news is that on a high management level, it is not all that difficult. The bad news is that the devil is in the details and you need someone there that knows about these details. The good news about the bad news (the devil and the details), is that the world has made tremendous progress in understanding what these details are.

Work Streams for Building New Capabilities

As for the good news, the recurring success pattern that we (and others) have found to be successful again and again by establishing these work streams:

Re-design the organisation. This is a series of workshops, training and coaching that ensures your organisation applies modern organisational design patterns relevant for innovation.
Re-build the list of expected results. This is what the agile people call the backlog. However, an innovation infused backlog is something completely different from a traditional backlog. This is difficult and requires a new mind-set. The difficulty is not so much logical as that suddenly creativity, insight and uncertainty management must become core skills.
Re-design (or ensure you are ready to re-design) your business model. Unfortunately, future proofing requires questioning what we are and why. This process, and the tools for it must be understood and learned.

All of these work streams are a combination of workshops, hands-on practical training and advise/coaching. This is not about achieving perfection or a perfect understanding, but about setting a system in place and ensuring there is enough knowledge and capability in the organisation to start turning the new wheels. Good enough, not perfect. This is not the end-game, this the start-game, the end game goes on forever.

The Launch Week to Make Things Happen Now

The work streams do not go on forever. Relatively soon they merge and collide in the magical launch week, if you are ambitious and focused this will be in 3-6 months. The launch week is a pre-set time in the calendar when you put the new system (ways of working) into real life operations.

This means that we have two design patterns for making things happen :

Micro-improvements every day. This will increase your delivery capability within the current organisational set-up.
The launch week concept. This is for quickly changing things a lot in a safe way. This is about increasing you capability through a new organisational (and business) set-up.

The launch week concept can be magical, and if you've not seen anything like it before, you may be surprised.

Support and Coaching to Make Things Stick

And no, this is n-o-t the time for you to leave and focus on other things. The launch week was the start-game, and now is the time for you to provide hands-on leadership to ensure things stick and improve, including building a culture of constant micro-improvements. This is a subject in itself, and with smart delegation you can do this and still not drown in it. But that is an article in itself, that you can find here.

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Innovation <</future proofing>> is no longer black magic

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The quick start process is both very difficult and simple. The good news is that on a high management level, it is not all that difficult. The bad news is that the devil is in the details and you need someone there that knows about these details.

The good news about the bad news (the devil and the details), is that the world has made tremendous progress in understanding what these details are. What used to be black magic is now slowly turning into science. We know what do do, the problem is that few of us are doing it. But still the good news is that all over the world people are learning and sharing what they learn. And ... that learning is increasingly relevant and practical.

The Launch Week Concept

The launch week is a key concept, and a core new design pattern for now we make things happen, that has proves surprisingly successful for those that want rapid change now. This is contrary to the traditional way of "lets get going and make small changes every day". Yes, that old way of thinking CAN work for improvement within the current system, but when you want to change in how your organisation works, and you want it quickly, micro change every day just does not work in the knowledge organisation.

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