“We’re not interested in good ideas for their own sake – even though we love good ideas.”
Ignite’s business is innovation and change – it’s something we’re passionate about. There is a strong and positive correlation between innovation and success – provided that the great ideas are underpinned by rigorous challenge and effective implementation.
This is a vital link for us. We’re not interested in good ideas for their own sake – even though we love good ideas. There is no innovation without implementation: the best sounding ideas in the world are only really exciting if they lead to a result.
We have a fundamental belief that the ability to liberate is something that unites great consultants and great leaders. Great leaders never get everything done themselves, and neither do they achieve greatness by telling people what to do. They realise the potential in their people by being facilitative and enabling, by creating an environment in which those people can thrive and excel. They underpin this environment with a sense of passion for what the team is trying to achieve, and excitement about achieving it. One of the arts of a great leader is to provide enough direction to get a team moving together down the same road, enough space that the group can generate their own energy and momentum, and the inspirational leadership to make them hungry to use this environment to achieve something new and exciting.
Ignite consultants do the same – and ‘inspirational’ is our one of our core values. Our pedigree is one that has placed huge emphasis on facilitating and enabling our clients so that they not only achieve a result, they acquire new skills and capability too.
It’s this consulting style that has made our interest in innovation such a natural one to pursue. We’re at home in a place where people are being given the opportunity to have ideas, to test them out and to implement the best ones. We’re always looking to help our clients turn their organisations into such places. Some were organisations that were pretty good at encouraging idea generation (or “ideation”) but whose failure to see some of those ideas through effectively nipped the flow of creativity in the bud. Others were organisations where leadership behaviour implied that good ideas could only effectively come from the top, and that the rest of the business was purely about execution, or where good ideas just rarely saw the light of day at all, because there simply wasn’t enough nurturing (or “green-housing”) available to develop them.
Good ideas + good implementation = real innovation.
