Communicative Matrix Object for Innovation development

A scheme that links the systemic front with daily operations

Generative methodology is based on the strategic concept that in order to renew the communication system of any organization, it is necessary to create, as the project moves forward, an increasingly dense web of relationships on two distinct but simultaneously and synergistically developed fronts:

  • the systemic front, which includes an overall replanning of the entire system of communication, both internal and external. This front inevitably requires much time and involves actions that progress from general to the particular, from the planning of the new model of communication to its complete implementation;
  • the operative front consists of activating one or more tools, i.e. communicative matrix objects (CMO), that reflect the new communication strategies being planned for the general system. It may be a matter of reworking a communicative tool that is already in place or of completely new communicative objects. The CMO is fundamental for resetting the relationships between internal organizational communication and external communication.

A tool for experimentation

The CMO, identified by the planners as the most suitable tool to undertake the generative process of innovation for an organization’s entire system, makes it possible to start experimentation of new communicative and marketing solutions right from the earliest stages of the project. It’s an essential tool in that, alongside conceptualization of the new strategies being planned for the organization, it allows testing them for their effectiveness and advantages during the planning stage and at the same time brings to the surface conflicts that may arise (and they always do) and sets into motion fruitful negotiations among the various parties interested.

Involve individuals, render communities autonomous in their communication

Therefore, using a CMO offers many advantages:

  • it allows the planners to bring analysis to the daily communicative practices and render it participatory, setting off a type of observation that comes from total involvement of the people working everyday;
  • it supports the growth of innovative ideas to be developed in direct contact with the real situation of the organization’s daily activities;
  • it triggers indispensable training in the new communication cultures and techniques;
  • it guarantees gradual transformation of the communication and marketing strategies so as to avoid discontinuity. This is because innovation–even the most profound and radical–is more effective and lasting when it is self-generated, enhancing the existing resources to their maximum and guaranteeing a functional inclusion of novelty rather than a traumatic one.

And the most important advantage:

  • it allows the CfGC, from the absolute beginning of the project, to set up and execute their consultation in such a way that the community, who has requested their support, is in a condition to progressively acquire autonomygradually incorporating the necessary expertise for innovation into their structures while enfranchising from the CfGC.

All these aspects are within the context of community building, in which the use of new communication technologies places individuals and their value at the strategic center of innovation and development, whether they are internal or external stakeholders of the organization in question.

Communicate in order to have things in common

The decision to use the CMO to innovate communication and marketing of any organization derives from many years of testing. We’ve found that communication tools (i.e. brochures, websites, social media channels, events, etc.) are more effective the more they succeed in bringing into communication various stakeholders: incisive communication is such only if it is able to create the conditions for these subjects to discover unexpected benefits, expediencies, and common advantages.

In practical terms, this means:

  • reflecting on the vision and mission of the organization by way of continuous and open communication;
  • analyzing and continually replanning behaviors and procedures to coordinate and add value to the work of people and various sectors;
  • sharing a language and rules;
  • testing and evaluating in daily practice the use and value of automation systems as a function of the objectives to achieve in the short-, very short- and long-term;
  • sharing and participating in experimentation through collective, collaborative and deeply educational actions. This is possible only through strict respect of roles and responsibilities (which are also subject to continuous evaluation and redefinition).

In every CfGC project the objective is, and remains the same: to reinforce communities of knowledge, experience and practice that give live to the most diverse of organizations, considered by the Center as emulating living systems.

Communicative Matrix Object (CMO): the heart of generative planning

The Communicative Matrix Object (CMO) is the principal means by which the CfGC begins to rebuild the entire communication system of an organization. In the initial phase of the project, a working communication tool is created to undertake in-depth analysis. At the same time, a new system of communication is developed and put into place for the organizations the CfGC has been called on to assist. These organizations maybe be businesses, institutions, or associations. It may be a communication tool which is already in use or it may be created from scratch: from the rebuilding of a website to the creation of an event; from managing and monitoring a Board of Directors meeting to redesigning a point of sale; from developing an effective social media strategy to the creation of a coordinated image, a newsletter or a house organ. Read more >>