The ABCs of Corporate Innovation

By George Waggott, founder and Roberto Fonseca-Velazquez, law student

George Waggott Law

A recent article published in the Globe and Mail explains the “ABC” model of corporate innovation. “ABC” stands for “Architects, Bridgers and Catalysts.” Each of these labels describes a type of person who is necessary to build a culture of innovation in an organization, and successful organizations use the range of skill sets which each of the A, B and C has to offer.

The ABC model was developed by researchers Linda A. Hill, Emily Tedards, and Jason Wild after years of study. Their book Genius at Scale argues that, at its core, innovation is not a solo effort but is instead a process of co-creation. The ABC framework specifically addresses the barriers to innovation in large organizations by emphasizing different leadership roles that collectively foster innovation at scale.

Architects

Architects are responsible for building a workplace where innovation can thrive. Rather than forcing change, architects reshape the social context of work so that employees feel encouraged to think differently and contribute ideas towards collective success. The approach of architects is to establish shared purpose, values, and rules that support experimentation, collaboration, and learning. By managing diverse perspectives and reducing fear of taking risks, architects create the internal foundation for innovation. Their work ensures that people are willing and able to co-create new ideas and solutions.

Bridgers

Bridgers work as links between their organization and the outside world. Bridgers act to connect internal teams with external partners such as other companies, institutions, or individuals. Their role is complex because they must align diverse groups with different goals, cultures, and ways of working. Bridgers are also focused on identifying the right collaborators to assist with a project, translate between stakeholders to build mutual understanding, and integrate contributions into cohesive outcomes.

The work of bridgers often falls outside the formal hierarchy or delineated job descriptions of their organization. A related point is that bridgers rely on their ability to build personal connections with various people and groups. Bridgers are essential for accessing external talent, tools, and perspectives that fuel innovation.

Catalysts

Catalysts lead innovation across entire industries, sectors, or even multiple countries. They initiate and sustain movements that bring together diverse stakeholders to co-create solutions. Catalysts are skilled at creating the conditions for innovation by empowering other people to innovate. Their success is measured by whether a culture of innovation continues even after they step back or leave the organization.

Adopting the ABC Approach to Innovation

While these three roles are described separately, they can sometimes be embodied by a single individual. The researchers who have reviewed these issues in detail stress that all three roles are necessary to sustain innovation within an organization. The ABC framework shows that innovation is a collective effort that can only thrive if leaders create the necessary conditions for each of the As, Bs and Cs to thrive. In other words, a successful group, project or organization needs some elements of the skills of architects, bridgers and catalysts.

For more information about George Waggott Law, please see: www.georgewaggott.com, or contact: george@georgewaggott.com