Keyhole methodology

The Keyhole Method underpins all analysis today, although it originated in thesis organisation theory, possibly by Sheridan Baker (Campbell: 2015).

The discovery of its applicability to innovation championing is a subject for another time however it suffices to say here that the process is synergistically arranged, which is why it applies to most process-oriented paradigms.

Crucially, it is important to observe the following steps in making any progress towards an analysis of innovation and its role in the modern workplace.

The "teaser"

Ultimately, the teaser will draw in prospective "pushers" and engage the non-bias rule.

The body

The body can easily be summarised by the acronym "PEEL":

• Point
• Explain
• Evidence
• Link

Each of these should connect back to the "pusher" in a way that is subliminal, yet ultimately free of influence. In respect of the latter it is crucial for the "pusher" to innovate him/her/itself rather than be "moulded" into innovation by an innovation champion's subtle guidance. (Crumb: 2017)

Guided innovation is not true innovation.

Ensuring the right level of incentivisation is quite a distinct process and should not be confused with guided innovation. The former is holistic, the latter is target-focused. As discussed elsewhere, focus is, perhaps counter-intuitively, the enemy of innovation. (Crumb: 2017)

The "clincher"

The clincher is important because it allows consolidation. Consolidation permits acquisition which permits adoption.

Once you have achieved adoption, the A:R ratio will be 1:0, which will necessarily mean that innovation is in operation, arguably at its most optimal level.

For more information see: Improving organisational structures.

Next: Potentialising actualities.