System innovation is a concept that has become more central in conversations about sustainable development, social change and innovation in general. But working with systems innovation means more than just understanding complex concepts or being fascinated by the overall structure. It requires the ability to navigate between different levels – from the systems level where problems and opportunities are identified, to the more traditional innovation level where ideas are tested and implemented. The key to success in system innovation is precisely this ability to switch between abstract and concrete phases, to create real effects.
Here are some concrete insights and experiences from work with system innovation.
To rig for system innovation
Creating the right conditions for system innovation means more than just gathering a team around a vision. It is about creating a structure where all parties understand what is at stake and can contribute to change. To do this successfully there are some basic principles to keep in mind:
- Define the terminology:
One of the most common obstacles in system innovation is that everyone involved has different definitions of what is meant by the concepts that you want to change. This also often applies to concepts such as “innovation”, “system” and “change”. Therefore, it is important to create a common language. By defining the concepts at an early stage, you ensure that everyone is on the same page and understands what is being discussed. This also leads to effective joint learning where all parties can contribute from the same basis. - Keep things open:
It can be tempting to make decisions quickly and create a sense of “moving on”, but in systems innovation it is important to keep things open for a longer period than usual. Making decisions too early risks creating limits that inhibit innovation potential. At the same time, you need to focus on the right boundaries – which parts of the system are not relevant to influence? Keeping an openness, but with a clear direction, is a balancing act that must be maintained. - Prioritize communication:
Communication is the basis for successful system innovation. Clear lines of communication and a positive attitude to collaboration make a big difference. In addition, system innovation often requires that different cultures and sectors meet, which requires humility before others’ perspectives and ways of working instead of “showing off” one’s own way of working.
Leading system innovation
Leading system innovation makes high demands on leadership. One of the most important insights is that it is often valuable to use external help for the process, even if you have the skills yourself. Neutral facilitators ensure objectivity and can help navigate through conflicts or complex choices without being emotionally invested in a specific outcome.
- Use external process help:
System innovation means keeping many different perspectives and interests in the air at the same time. Although you as the system innovation leader may have full control of the process, an external facilitator can help ensure an objective and structured process. This can be particularly useful to avoid conflicts or deadlocks between different parties. - Create balance in relationships:
System innovation is about building relationships based on fair exchange and common understanding. When all involved parties feel that they both get and give, and that their contribution is fairly valued, commitment is created. Maintaining this balance is one of the keys to long-term success. - Turn the other cheek :
Another important lesson is that humility and long-termism often produce the best results. When conflicts arise or when one party tries to push a specific agenda, it is important to remember that the strongest leader is often the one who can show generosity and patience. Long-term relationships are built on trust, and often this means that as a system leader you get to give more than you get – at least in the short term.
Creating urgency for innovation
Creating a sense of urgency is central to all innovation processes, and this applies to the highest degree to system innovation as well. But creating drive doesn’t mean creating stress—rather, it’s about establishing a sense of momentum.
- Embrace speed:
“What is not developed, is discontinued” is a well-known truth in the world of innovation. But at the same time, it is important to “hurry slowly”. Finding the balance between keeping the pace up and letting things mature is critical to achieving long-term change. - Create drive, not stress:
It is easier to have opinions about how something should be done than to actually implement it. Here, it is important to create a process that pulls people forward instead of pushing them. The pull instead of push principle is about creating an environment where people feel inspired to participate, rather than forced. - Make it fun:
Last but not least – don’t forget that system innovation can and should be fun! Creating space for laughter, joy and creativity drive engagement and help people remember the process. Doing something different, creating experiences that stand out, not only makes work more enjoyable but also creates stronger bonds within the team.
The shift between systems and traditional innovation
One of the most valuable insights from system innovation work is that real impact is achieved by being able to move back and forth between the system innovation level and the traditional innovation level. At the system level, we innovate the big issues and the broad changes that are needed to change a system, but it is when we use that to innovate at a concrete level that we create direct results, that we later can reflect on at a system level. When we succeed in switching between these levels – by first defining problems and opportunities at the system level, then moving down to concrete implementations and then coming back and drawing conclusions at the system level – we achieve real change. The key is not to get stuck on any of the levels, but to focus on constantly moving between them.
Working with system innovation is about navigating between the abstract and the concrete, between understanding the whole and implementing specific changes. By rigging processes, leading with balance and creating a sense of urgency without creating stress, we can make system innovation not just a buzzword but a path to real change.
