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John Scotland
Thomas Edison
I have not failed, Ive just found 10,000 ways that wont work.
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Fear, innovation and business success Innovation leadership attitudes and competence The blueprint for workplace innovation How to build and lead the best teams for innovation How to implement a proven creative problem solving process in your organisation
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Approaches
Coach and develop / Team Focus 5 Flexible benefits / Soft values Networked teams
Command and control / Individual focus Fixed reward / hard systems Bureaucracy
Bottom 1% 1
Middle 1% 1
Top 1% 1
Innovation
(Soo, C. et al. 1 1 ). 11
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NEW
Australian business and public sector management is imbued with a sense of research and development but it lacks the 7 skills, knowledge and confidence to work creatively and
Boeing (US) Virgin Atlantic (UK) Toyota (Japan) RBS (UK) Du Pont (US) Samsumg (S Korea) LEGO (Denmark) BP (UK) H&M (Sweden) Nokia (Finland)
Reckitt Benckiser (UK) PepsiCo (US) Tesco (UK) Apple (US) Aviva (UK) Google (US) Canon (Japan) Novartis (Switzerland) Microsoft (US) Adidas (Germany)
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Yes = 44.5%
Only 9.3% reported having a formal innovation strategy and allocated budget in place
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Summary AIC Research Findings THE INNOVATION GAP Concept of Innovation not always clearly understood. Most organisations dont know how to cross the bridge between concept and implementing performance-based innovation strategies. Whilst 44.5% of organisations claimed their organisation to be innovative only three had a formal innovation strategy in place. Only one organisation offered their employees creativity/innovation related education and training.
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Barriers
Resistance to change Org culture and climate Corporate structure Workloads and Lack of skills
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F EAR
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Innovation Champion
Current State
Lack of useful ideas Lack of skills or support for creative and strategic breakthroughs Perhaps, other challenges and problems
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Product
Innovation Innovation 4Ps 4Ps
Press
Process
People
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Product People
Process
s es Pr
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Innovation 1 Ps
Product
Press
INNOVATION INNOVATION
Process
People
Press
Press is short for pressure - that is, the context within which people, process and product operate. The environment, both internal and external to the organisation, presses in on and out from the organisation.
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Climate Survey - Impact of the Work Environment (KEYS) Innovation within the organisation depends upon: Organizational Motivation the basic orientation of the organization toward innovation Resources everything the organization has available to aid in the area targeted for innovation Management Practices supporting freedom and autonomy in the conduct of work; challenging interesting work; Expertise knowledge, talent and skill Creativity Skills having a flexible problem-solving approach,. Intrinsic Motivation the desire to solve the problem or accomplish a task
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Culture Climate Analysis (KEYS) Business Creativity and Innovation Index (BICI) Strategic Approach to Innovation in your Organisation
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Expertise
Intrinsic Motivation
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Organisation Creativity
Creating Increasing the Future Energy & Effectiveness Initiative Innovation & Under Pressure Unique Potential
Success
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Resources
Management Practices
Organizational Motivation
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Organizational Motivation the basic orientation of the organization toward innovation; shared vision; providing rewards and recognition; lack of internal politics, and lack of overemphasis on the status quo. Resources everything the organization has available to aid in the area targeted for innovation, including time, funding, information and materials. Management Practices allowing freedom and autonomy in the practice of work; providing challenge; specifying clear strategic goals and forming work teams comprised of individuals with diverse skills and perspectives.
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Management Practices
Innovation
Organizational Motivation
Expertise
Creativity Skills
Individual/Team Creativity
C
Task Motivation
Creativity
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What you CAN do: Talent What you WILL do: Motivation HOW you will do it depends upon your intrinsic motivation
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Innovation 1 Ps
Product
Press
INNOVATION INNOVATION
People
Process
What are the mechanisms and processes that lead to innovative products, services, processes or procedures?
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4-Power Innovation
Clarify
Pinpoint the problem to solve
Ideate
Come up with new ideas
Develop
Refine ideas into strong solutions
Implement
Put the plan into action
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Innovation 1 Ps
Product
Press
INNOVATION INNOVATION
People
Addresses the issues related to PEOPLE, such as individual differences and teamwork
People
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FourSight Preferences
Clarifier
Diagnostic Thinking
Developer Ideator
Visionary Thinking Evaluative Thinking
Implementer
Tactical Thinking
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On average, it takes about 3,000 raw ideas to lead to a commercially successful product or process
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Initial Experiments Projects ideas New product
Stevens & Burley, 1997
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Ideas
Team Profile
1 1 1 1 1 -1 -1 -1 -1
Clarifier Ideator Developer Implementer
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Innovation 1 Ps
Product
Press
INNOVATION INNOVATION
People
Product
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Is it understandable? Is it well presented? Is it attractive and credible? Will people buy it? Can it be commercialized?
RESOLUTION
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Ideas Management
Ideas need to be: Generated Captured and Retrievable Evaluated Developed Implemented Rewarded Measured
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Deliberate climate creation and cultural influence Innovation vision Encourage challenge & risk taking Collaboration Resources for innovation Celebration
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Model and coach for innovation and creativity Develop innovation teams and leaders Generate breakthrough ideas Capitalise on intrapeneurship Customer Service Insight into drivers and opportunities
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Measure innovation costs & benefits Incorporate innovation in performance management Establish supportive systems Use innovation to increase profit Seek to accelerate breakthrough thinking
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Thankyou