Aleem Walji is chief innovation advisor within the World Bank Group. He oversees programs related to big data for development, social enterprise, innovations in service delivery to the poor, and innovation process management.
This blog is part of a November-December 2014 series on Innovation Labs, a joint project between Bridgespan and The Rockefeller Foundation.
Innovating Practice in a Culture of Expertise
A phased approach to innovation can help expert-oriented organizations embrace experimentation and learning.
By Aleem Walji | 2 | Nov. 18, 2014
When I joined the World Bank five years ago to lead a new innovation practice, the organization asked me to help expand the space for experimentation and learning with an emphasis on emergent technologies. But that mandate was intimidating and counter-intuitive in an “expert-driven” culture. Experts want detailed plans, budgets, clear success indicators, and minimal risk. But innovation is about managing risk and navigating uncertainty intelligently. You fail fast and fail forward. It has been a step-by-step process, and the journey is far from over, but the World Bank today sees innovation as essential to achieving its mission.
It’s taught me a lot about seeding innovation in a culture of expertise, including phasing change across approaches to technology, teaming, problem solving, and ultimately leadership.
More http://www.ssireview.org/blog/entry/innovating_practice_in_a_culture_of_expertise.
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