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Spotlight on Innovation

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Here is a presentation that I made to the Magellen International Talent Management Association on May 18th, 2010.

Here is a presentation that I made to the Magellen International Talent Management Association on May 18th, 2010.

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  • © 2008 PDI Ninth House. All rights reserved. Editable. See appendix for examples.
  • © 2008 PDI Ninth House. All rights reserved.
  • © 2008 PDI Ninth House. All rights reserved.
  • Transcript

    • 1. Spotlight on Innovation Mr. Adam Walz, M.Ed., PDI Ninth House Mrs. Véronique-Sophie Bounaud, Axa May 18 th , 2010
    • 2. What is Innovation?
      • “ Innovation is the specific instrument of entrepreneurship…the act that endows resources with a new capacity to create wealth.”
      • — Peter F. Drucker
    • 3. Climates for Generating Innovation Still Need Work — Mary O’Hara Devereaux, Human Resource Planning Society , April 2006 * Percent Strongly Agree
    • 4. The Need for Innovation
      • “ What’s likely to kill you in the new economy is not somebody doing something better, it’s somebody doing something different.”
              • ─ BusinessWeek , Michael Bloomberg
    • 5. Innovation Prevention: Organizational Hazards People learn very quickly which behaviors are rewarded in any system. Recognition/Rewards: “ This isn’t on your list of goals; we need you to focus.” Too many stakeholders can kill greatness. Structure/Hierarchy: “ We have to get buy-in from all levels before taking any action...” Initial negativity smothers ideas and opportunities before they can develop. Culture/Mind-Set: “ Let me just play devil’s advocate for a minute…”
    • 6. The Aztek Story
    • 7. Barriers to Innovation
      • What are your organization’s biggest challenges to innovating?
    • 8. Three Specific Questions
      • What makes innovators different from other employees?
      • How can we increase our workforce’s innovative capacity?
      • How can enterprise 2.0 tools support the people-side of innovation?
    • 9. What makes innovators different from other employees? Innovators have developed and honed a strong set of discovery skills.
    • 10.  
    • 11. The Innovator’s DNA Source: Dyer, Gregerson, & Christensen, The Innovator’s DNA. HBR December, 2009
    • 12. "Everyone who has ever taken a shower has had an idea. It's the person who gets out of the shower, dries off, and does something about it that makes a difference.“ — Nolan Bushnell
    • 13. How can we increase our workforce’s innovative capacity? 1. Engage the masses 2. Adopt innovation-friendly practices 2. Leverage individual differences 3. Align talent to your innovation cycles
    • 14. 1. Engage the Masses Source: McKinsey 2010 Global Survey. What successful transformations share
    • 15. 2. Adopt Innovation-Friendly Practices
      • Dress code: “You must wear clothes”.
      • An organization that is flat, transparent, and non-hierarchical.
      • A company-wide rule that allows developers to devote 20% of their time to any project they choose.
      • “ Keep the bozos out” and reward people who make a difference.
      Source: Gary Hamel, “Management à la Google,” WSJ, April 26, 2006.
    • 16.
      • ROWE – “Results-Only Work Environment”
      • Productivity is up an average 35% in departments that have switched
      • Factoid: It wasn't imposed from the top down.
      • Created CultureRx – subsidiary to help other companies go clockless.
      • Next Challenge: Implement ROWE in stores.
      2. Adopt Innovation-Friendly Practices Source: Michelle Conlin, “Smashing the Clock,” BusinessWeek, December, 2006.
    • 17.
      • Workers set own hours, pay, and hire boss
      • All jobs are 6-month temporary assignments.
      • Employees elect the corporate leadership and initiate moves into and out of new/existing businesses.
      • No org charts, no five-year plans, no dress code, no titles, no offices, no administrative assistants, no HR department.
      2. Adopt Innovation-Friendly Practices Source: Ricardo Semler, “The Seven-Day Weekend,” Portfolio Hardcover Publishing, 2004.
    • 18. 3. Leverage Individual Differences High Risk Taking Low High Low Creativity Challenger Innovator Practicalizer Sustainer Modifier Synthesizer Planner Dreamer The Creatrix ® Model — Creatrix®. A Richard Byrd Company, 2005.
    • 19. Know what YOU are good at.
    • 20. 4. Align Talent to Your Innovation Cycles Source: Geoffrey Moore, Dealing with Darwin Core Context Mission Critical Non-Mission-Critical Manage Mission-critical Processes At Scale Extract Resources To Repurpose For Core Invent Differentiated Offering Deploy Differentiation At Scale IV III II I Deploy Invent Offload Manage Fund next innovation
    • 21. How can enterprise 2.0 tools support the people-side of innovation? Enterprise 2.0 tools are capable of creating greater transparency, knowledge-sharing, community, and accountability.
    • 22. Case Study: Proctor & Gamble
    • 23. Case Study: Qualcomm Our goal was to deliver an innovative learning program that would instantly engage participants and develop strong leadership skills. One of our challenges was to create a program that participants would find immediately valuable and that would be highly relevant for their roles. 15,500 EMPLOYEES, WIRELESS COMMUNICATIONS SCALABLE, ENGAGING, BLENDED LEARNING DEVELOPMENT PROGRAM FOR HIGH-POTENTIAL LEADERS RESPONSIBLE FOR MAJORITY OF REVENUE, AND CRITICAL TO BUSINESS SUCCESS 52% INCREASE IN SKILL LEVEL AND/OR KNOWLEDGE FOLLOWING COMPLETION OF PROGRAM; SCALED TO FIT GLOBAL DEVELOPMENT NEEDS; LEVERAGED TECHNOLOGY TO CONTROL COSTS
    • 24. Emerging Leaders Program
    • 25. Yammer
    • 26. Community Site
    • 27. Questions / Comments?