Well, I kind of take issue with that. I think the motivation for change is often right there in the wider workforce and it’s the hierarchical structures or organisations that do jack $hit for supporting innovation [or creativity for that matter].

In my experience, an ‘innovation pipeline’ with its Board members bottle-necked at one end and a seemingly endless series of filters, checks, balances and powerpoint presentations in-between can be a most stifling situation.

The idea that a Board member needs to champion, advocate for or mandate innovation is barking up the wrong tree… perhaps and old, withered and diseased tree.

Let’s focus on the ‘system’ supporting innovation and creativity, not the individual people. The question could be “How does the system behave?” rather than “how should our Board Innovation Champion behave?”

The future of work is networked. I want my senior leaders integrated with what’s happening; curating, watching, listening, responding, acting. A system of innovation provides space for every employee to have ideas, contribute and be heard; regardless of role, pay grade or job title.

Let’s move on from conceptualising Board members as ‘thought leaders’ who are the only mechanism by which change can be mandated, motivated and sanctioned – and grunt workers being at the “coal face” or “front line” of an organisation, eagerly awaiting authority to be given for thinking, and relying on the Board for a motivational kick up the backside.

There is no front line.

There is a garden awaiting some care, turning the soil, composting and sowing of seeds, which could produce anything we want – even things we weren’t quite expecting.

So let’s garden.