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Deck 4 of Collaborative Innovation Reference Framework

Deck 4 of Collaborative Innovation Reference Framework

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Examination of innovation types final split deck b Examination of innovation types final split deck b Presentation Transcript

  • Collaborative Innovation Reference Framework Choice of the Innovation Types
    • Nine different approaches to Innovation
    • Examination of the Innovation Types
    • This third presentation, Examination of Innovation Types , uses the innovation framework established above to examine a range of innovation “types” within the context of the innovation framework defined in the Core Innovation Framework deck.
    • We have broken these up into two decks for absorbing the significant detail provided within each type to ‘value’ the often subtle differences in applying the different type to your organization.
    • Using the framework we can establish which focus areas are critical for innovation success in the different innovation types. For example, we can see that Needs-based innovation relies on Trajectories, Discovery and Insight for success because of the importance placed on customer needs. Investigating the innovation “types” within the framework provides more detailed and careful examination of the actual work involved when innovating using that “type” or approach.
  • Nine different approaches to Innovation Types The Examination of Innovation Types we have decided to break down into two decks. We believe the details of each type needs to be absorbed and this simply becomes too much in the appropriate time initially. The other deck will be published separately from this release but will be re-combined going forward and found on the Wiki at http://cirf.pbworks.com
    • Deck A consists of the innovation types covering:
    • Management Innovation
    • Service/ Experience Innovation
    • Needs-Based Innovation
    • Design-Led Innovation
    • Business Model Innovation
    • Deck B consists of the innovation types covering:
    • Open Innovation (external, more open)
    • R&D Innovation (internal, more closed)
    • Operational Innovation
    • Technology-Led Innovation
    This is Type Deck B
    • We are interested in explaining the many facets that make up a successful innovation endeavour. It can be extremely tough to capture and explain the complexity of innovation. We would like to see an emerging reference model for innovation from this starting point. The end result is to create a common innovation model or framework that accelerates acceptance, reduces mystery, constant rework and simplifies innovation efforts. Innovation is dynamic. Opening this set of models allows for it to be constantly improved for all to benefit - this is our stated aim in publishing these models.
    • We submit these suggested models as a starting point to deconstruct how innovation works and to encourage a “common” innovation model across all geographies, industries and markets. Developing a common innovation model and approach reduces confusion and simplifies innovation work. We believe we can remove a lot of the mystique around innovation and help accelerate its adoption and implementation by firms everywhere if we can agree on basic models and principles.
    • We would encourage you to feel free to send commentary, corrections, additions or changes to the models or types to Paul Hobcraft or Jeffrey Phillips . We in turn will re-publish the model as necessary under a Creative Commons License, so that anyone who cares can use it and adopt the innovation model. We want this to be open and a transparent process but we will retain copyright while allowing others to copy, distribute, and make some uses of their work as long as we are credited for the original creation.
    • These are collaborative work-in-progress to achieve a common position for understanding innovation
    • Go to the Wiki on http://cirf.pbworks.com
    Our intention behind these different models of Innovation
  • Deeper examination of innovation types
    • We’ll examine the key differences between the NINE different innovation types or strategies that can be explored, recognizing that the innovation processes and many of the ‘core’ innovation capabilities DO remain the same regardless of innovation approach.
    • The constantly shifting boundaries of innovation matter and understanding the multiple options available becomes increasingly important to master.
    • Why do changing innovation boundaries matter so much? Because, at its most extreme, failure to detect, acknowledge, and respond to these changing boundaries can make the difference between organisational success and failure.
    • Each type of innovation described here requires some distinct attributes to be successfully deployed- these “differentiation points” define the type of innovation you want to do and how to go about it
  • Approach Type – Innovation Models
    • Innovators need to choose specific innovation strategies, models or types:
      • Management Innovation
      • Open Innovation
      • Design led Innovation
      • R&D led innovation
      • Service/Experience Innovation
      • Business Model Innovation
      • Technology Innovation
      • Needs-based Innovation
      • Operational innovation
      • What approaches to innovation should we choose? What is appropriate to our position?
      • Different approaches are appropriate to different innovation goals
    • N.B. These choices aren’t dependent or mutually exclusive – a firm can conduct “open” innovation and design-led innovation simultaneously, for example
  • Innovation Strategies- Decision Path
    • The choice of the strategy approach is determined by what your firm wants to achieve and equally what you have available to you.
    • Any gaps need to be recognized and you need to gain the knowledge and experience to build those into your approach and time expectations to achieve the result you would ideally like.
    • Choosing a specific innovation strategic approach has consequences on the people, skills, organizational structure and many other facets of the innovation model. These need to be equally addressed.
  • Exploring and selecting innovation types, models & philosophies Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Identify Potential Screen & Rationalize Management Innovation Approach Type Summary – Nine Strategic ‘Types’ of Innovation Models Establish Strategy Evaluate Skills
  • Innovation Management Universal Need Environment Stage Key Sub Anchor Capabilities & Competences (triggers) Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Consideration Factors Strategies/ Design Essentials of the Types of Innovation Approach IP Aware & Sharing Trust & Relationships Problem Definition Wisdom of Many Structured Discovery Process Search for Unarticulated Needs Opportunity Landscape & Uncontested Market Space Needs first approach NOT ideas VP: Customer Segments & New Channels Clear Revenue Streams & Cost Structures Identify Key Partnerships & Relationships Key Resources & Activity Clarity designer attitude & philosophy Designing in novelty, function & aesthetics Integrated design in all considerations Context, visualizing and framing Relevant & Valuable to Client Lives Co-create & Co-design Front stage & back stage needs Turning Services into Tangibles Correlation & Convergence Point Unlock the Business Value Seeing beyond incremental to evolutionary Collaborative & Cross Functional Superior or Evolutionary Champion & Advocate for Change Clarity of Purpose & Potential Need Disruptive Potential ‘ Step’ change in performance Understand ‘points of pain’ Engage hearts & minds, sense of urgency New ways to work & behaviours Management innovation Unchallenged Orthodoxies/ Beliefs Unarticulated Needs of Customers Underleveraged Competencies Underappreciated Trends
  • Investigating “Types” using this framework Execution Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics) . 4.Go-to-market execution 5. Enabling and Scalable Infrastructure Common Environment, Networking & Collaboration-Building Tools 3. Systematic Innovation Process 2. Trajectories, Discovery, Insight Identify Potential Establish Strategy Screen & Rationalize Evaluate Skills 1. Strategic Context Desire & Motivation to Innovation Existing Capabilities & Skills Strategies, Strategic Intent Resources and funding Trend Spotting Scenario Planning Product Development Launch Software Infrastructure Scouting Voice of Customer Align Market & Customer Environment Existing Product/Service Portfolio and Capabilities Organizational Readiness
  • Strategic Types of Innovation Short Explanations
  • Open Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Open Innovation Wisdom of Many Intellectual Property Problem Definition Building Trusted Relationships
  • Open Innovation
    • Open Innovation seeks and leverages ideas from partners, customers and individuals external to the organization. This assumes that many great ideas exist outside of the corporate boundaries. Open Innovation was first defined by Henry Chesbrough in his book Open Innovation .
    • Open Innovation is perhaps the innovation “type” attracting the most attention in the media.
    • OI supplements but does not substitute conventional practices
    • There are four components that are uniquely different and applicable to open innovation:
      • Intellectual Property Thinking
      • Crowdsourcing/Wisdom of Crowds
      • Problem definition
      • Building trusted broader open relationships
  • Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Business Development/Partnering External Network & Collaborative Management & Protocols IP Transfer Social Media Application Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Software / Information Networks Outward facing collaboration & contribution positions Interactive Value Creation : Degree of Connectivity x Degree of Interactivity x Degree of Sharing Absorptive Capacity. Relationship Capacity & Multiplication Capacity Fast concept work Rigorous Business Case : factors for projected value captured, risks highlighted, licensing costs outlined, opportunity costs of use of key resources, likely impacts, need for ‘hard’ evidence Communications : Establishing the need for open innovation, creating channels and messages to third parties, clearly identifying innovation needs, conceptual thinking, clarifying value and need Legal : Establishing a rapid vetting process for the provenance of new ideas, reflecting on the sharing of IP, shared meaning & solutions. Shared market analysis and trend spotting/ evaluation Scouting Networking Crowd sourcing Market & Customer Related Research Open Innovation Contests Co-branding/Co-marketing Trajectories, Discovery and Insight How ideas are GENERATED changes: Crowdsourcing, etc but how ideas are managed remains the same Incorporate partner goals in evaluation and selection of ideas Distributed ‘Co-creation ‘in a web of networks to explore outside the boundaries of the Org. Incorporate legal and IP into the innovation team The growing role of the customer within the open collaboration process OI Readiness Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process The consistent flow of knowledge to explore breaking opportunities Managing more on platforms and through ecosystems A clarity within the value proposition but flexible to explore alternatives The management of internal and collaborative tensions “ We use people to find content, we find content to find people”
  • Open Innovation Model Maturity
    • Managing open, distributed, modular innovation means managing conflicting criteria and rationales, including conflicts between innovation and dependability, flexibility and efficiency, and flexibility and reliability
    • As the use of Open Innovation progresses within a firm, the model will mature through these three phases:
    Partner Firm Partner Firm Partner Firm Customers & Clients Supplier Externally aware – receiving ideas from third parties Integrated – exchanging ideas with customers and partners Orchestrated Marketplace – All participants in a value chain involved in innovation Institute or University Competing Firm
  • Open Innovation Pros/Cons
    • Open Innovation presents powerful incentives and some significant challenges
    • Positives:
      • Many ideas from a wide variety of sources provide enhanced perspective
      • The “voice of the customer” has more weight
      • More minds applied to the problem
    • Cons:
      • Intellectual Property concerns based on idea origin
      • Expose strategic direction to outside parties
      • Identifying the “right” people to address a problem
  • R&D Led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . R& D Led Innovation Deep Technical Capabilities Collaborative and Cross-Functional Research and Methodologies Unlock Business Value
  • R&D Led Innovation
    • The most “typical” product driven innovation strategy, led by internal research and development teams
    • Mostly focused on discovering new products for new and existing needs across multiple time frames
    • Unique factors include
      • Highly collaborative & cross functional coordination, a converging point of knowledge.
      • Deep technical capabilities for ‘seeing beyond’ balancing incremental with evolutionary research
      • Strong research focus and methodologies- the convergence point and highly structured.
      • Different product life cycles to ‘unlock’ the business value
  • Business Case: justify, validate, emerging metrics & measurement of returns Lifecycle Recognition Management- central and distributed timeline differences Common Environment, Networking & Collaboration-Building Environment Scouting Networking Trend Spotting Regular Innovation Development Program is Established Synthesize, theorize, explore, hypotheses, clarify, investigate, design, develop, test, implement and improve Scalable, repeatable, end-to-end need, relationship focused Strategic intent : Leadership in creating “new to the world “technology that create defensible intellectual property, and unlock value Communications: clear internal communications about targeted market opportunities. More restricted and limited external communication. Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Metrics & ROI must be well articulated constantly for investments made Road mapping High Knowledge Acquisition Partnering with universities, independent research institutes, government labs, open market Seeing beyond Science & Technology shift “ Blue sky” & “White spaces” Carefully planned market launch Tight linkages with product Development and commercialization Granting ‘degrees’ of freedom to researchers Intellectual Property Mining Well-documented research methodologies Innovation internally driven by R&D Research &Development Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process “ Recognition return “of positive results from enhanced R&D work Linkage to Growth strategy and business platforms Established levels of internal collaboration ‘ Controlled ‘risk taking End result orientation to market
  • R&D Innovation Model Maturity
      • As the model matures, R & D innovation becomes increasingly more difficult
        • As a result the R&D led innovation effort must identify new technology or breakthrough developments to solve and grow the business (extend capabilities, explore adjacent markets for expertise)
        • Alternatively the R&D led innovation effort can apply its methodologies to research service, experience and business model innovations (apply existing capabilities to new problems)
        • Seek collaboration or extend internal knowledge through institutions, universities or its existing partners (Open Innovation)
        • Reflect on how to move beyond traditional boundaries.
  • R&D Innovation Pros/Cons
    • Relying on R&D alone for innovation presents a number of opportunities and challenges
    • Positives:
      • Clear provenance for intellectual property
      • Focused innovation efforts
    • Cons:
      • Innovation centered in only one portion of the business
      • Typically tied to product innovation ignoring opportunities in services, business models
      • Limited inputs and discussions with outside entities
      • Too focused on protection of ideas
  • Operational Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Operational Innovation Knowing Your Pain Points Step Change in Performance as Goal Current Sources of Inertia New Ways of Working& New Behaviours
  • Operational Innovation
    • Operational innovation is when breakthroughs in existing performance have to be made, a ‘step’ change not an incremental one to extract cost or improve just efficiency .
    • At this operational level, we can identify management practices, management processes, management techniques and organizational structures as those potentially requiring significant change to the rules and routines by which work gets done inside organizations
    • A high competence of change-ready needs to be present
    • Unique factors include:
      • This requires a ‘step change’ on performance caused by changing events and shifts that need responding too
      • Having a clear understanding of the different (multiple) pain points that need reflecting upon and changing
      • The need is to engage the hearts and minds of all involved in the evaluation promoting a strong sense of urgency, overcoming inertia
      • Ending up with new ways of working and different behaviors.
  • Business Case : justify, validate, emerging metrics & measurement of returns Lifecycle Management approach Primary Focus Time scale recognition & scalable considerations Areas of Operational Innovation opportunity : -Customer Loyalty -Cycle time reduction -Development process -Time to service initiation -Outsourcing -Shared Services -Integrated Global Delivery - Cost Drivers - Pain points for customers Clear Investigation & Validation methods Regular Innovation Development Program is Established and Separate from these more breakthrough initiatives Scalable, repeatable, well integrated end-to-end need. Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Communications need to articulate the problems and be disciplined Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes . Strong positioning skills & business development process Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change For operational innovation to succeed, the process must be persistent, constantly considering new ideas with clearly defined evaluation criteria Quick, accurate measurement of benefits and ROI impact ‘ The invention and deployment of new ways of doing work’ Ongoing targets: Achieve scale, breakthrough in efficiency , flexibility, effectiveness and agility Process expertise Engineering & Design Skills Operational innovation Rapid testing and deployment of new operational processes Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Degree of change and strategic need Change measurement criteria 1) cost drivers of the business, 2) competitive differentiation points, 3) problem areas for satisfaction points for customers. Exploring upstream and downstream potential & implication assessments Early warning systems awareness
  • Operational Innovation Maturity
    • As the model matures the key to operational innovation needs to centered around certain criteria:
      • Processes that influence (perception of) value
      • Processes that influence strength of (changing) relationships
      • Processes that influence (perception of) adding greater service
      • Processes that when combined with other parties accelerates and reduces costs.
    • Consistently looking at
      • The cost drivers of the business
      • The competitive differentiation points
      • Problem areas for satisfaction points for customers
      • For example: when the design, production and maintenance of products, processes and services, are distributed across extended organisational networks, are they at the same time, innovative and dependable?
  • Operational Model Innovation Pros/Cons
    • Operational Model innovation differs from Lean/Six Sigma
    • Positives:
      • Focuses on “step change” operation or process needs
      • Dramatically improves or eliminates process steps or operations
      • Radically reduces costs or improves process or service
    • Cons:
      • Very easily confused with Six Sigma or Lean processes
      • Often focused on very incremental issues
  • Technology-led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Technology-Led Innovation Clarity of Purpose & Potential Disruptive Potential Evolutionary or Superior to Existing Advocate of Change Leads
  • Technology-led Innovation
    • Technology-led innovation looks to exploit advances.
    • The choice is does technology lead or support concepts, market ‘pull’ or technology ‘push’ and depends on its potential to disrupt or enhance to contribute to innovation change.
    • Unique factors include
      • Technologies ‘disruptive’ potential has to be seen and evaluated against existing offerings for assessing its value
      • Is it evolutionary or superior to what is available
      • The clarity of its purpose and potential needs defining, correct arenas, targets and actions.
      • A clear champion & advocate of the change needs to lead.
  • Business Case : justify, validate, disruptive nature or supporting technology clarity/ role Lifecycle Management: links of technology to R&D Launch & Measure Impact & Effects Game changing or Incremental Time scale recognition & scalable considerations Common Environment Needs: Platforms, Networking & Collaboration-Building Environment Scouting Networking Trend Spotting Execution Management dependant on solution sought Synchronize Build Manage Monitor Measure Scalable, repeatable, end-to-end need, relationship focused Providing Consistent Feedback for updates, modification Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Piloting Prototype & Testing Environment Metrics & ROI: acceptable, feasible and enduring in value to customers Growth platform validation External supporting networks for application of concept Market ‘pull’ or technology ‘push’ Orientation- needs based diffusion strategies Synchronization & Visibility New or Unexpected markets to watch for Strong linkage to design innovation in synthesis potential, style and humanity considerations and science and technology ‘’ Crossing the technology chasm’’ for adoption success Pattern recognition Focus on cross development and integration skills Clear Links between engineering, research and design Value chain opportunities Adoption/ Diffusion understanding Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Technology-led Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Utility or Mechanism decision for Competitive Advantage
  • Technology-Led Innovation Maturity path
      • Recognize the stages to go through with technology-led innovation
    • Innovation Decision Process theory . Adopters of a technology progress over time go through five stages in the diffusion process. First, they must learn about the innovation (knowledge); second, they must be persuaded of the value of the innovation (persuasion); they then must decide to adopt it (decision); the innovation must then be implemented (implementation); and finally, the decision must be reaffirmed or rejected (confirmation). The focus is on the user or adopter.
    • Rate of Adoption theory. Diffusion takes place over time with innovations going through a slow, gradual growth period, followed by dramatic and rapid growth, and then a gradual stabilization and finally into a decline.
    • Perceived Attributes theory. There are five attributes upon which an innovation is judged: that it can be 1) tried out (trialability), that results can be 2) observed (observability), that it has an advantage over other innovations or the 3) present circumstance (relative advantage), that it is not 4)overly complex to learn or use (complexity), that it fits in or is 5) compatible with the circumstances into which it will be adopted (compatibility).
    • Need-based Diffusion Strategies
    • - Need for recognition and process involvement. The chances of successfully "selling"
    • - Need for vertical support structure to overcome technophobia. Support provided by staff for discipline/content credibility
    • - Need for well-defined purpose or reason. If the innovation can be demonstrated as an effective, efficient and easily applied solution to those focused needs, it is more likely to be adopted and integrated.
    • - Need for ease of use and low risk of failure. Need for ease of use and early success
    • - Need for institutional/administrative advocacy and commitment. Promote the conditions and activities that can enable adoption to prevail.
  • MI OI RDI SEI NBI DI BMI OpI TI Strategic Considerations : we’re really serious about innovation. In terms of the future of management, we’re at the beginning of what will be a fairly long journey where innovation lies at the very core Capability & Competency issues : In a company you often can't change what managers do in any direct way. You can only change it by changing the processes that govern their work that will allow organisations to reach new performance thresholds Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Capability & Competencies based upon ‘ Distributed’ Co-creation in a web of networks of suppliers and independent specialists Strategic Partner and Preferred Choice Clarity Strategic intent : Leadership in creating new to the world ideas that create defensible intellectual property, and unlock value Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Strategic Need : A rigorous controlled approach to collecting needs, to then formulating growth strategies and generating and validating breakthrough ideas. Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Design thinking can drive Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Strategic Considerations : BM are bound inextricably to the type of philosophy you want to pursue, it is a design process within its self, the heart of it is the value to the consumer and how it links to other strategic innovation initiatives. It is the point of departure where all else flows Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes. Urgency need Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Strategic statements Capability & Competency statements Summary
  • Cu lture & Climate: We need to change our orthodoxies that bound our thinking —the habits, dogmas, and conceits we have never taken the trouble to challenge Resource Considerations: We need to quickly discover that there is still a big gap between our rhetoric of innovation and the reality . Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Resource Considerations : dynamic configurations that rapidly change and need to respond, that focus on solutions that people see compliment their lives, quick team assembly, diversity of views Resource Considerations : the structure for turning job outcomes into insight, insight into products that meet customer needs correctly through a very collaborative internal process Culture & Climate needs to provide a sequenced and focused idea generation environment based on customer expertise. Culture & Climate- people first, business second- the human side of innovation Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management, shared reporting, engaging hearts and minds in the need for change Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? MI OI RDI SEI NBI DI BMI OpI TI Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Climate & Culture statements Resource Considerations statements
  • Why does structuring innovation really matter?
    • Many companies fail to extract the most from their investments in innovation, this can be attributed to many pitfalls, to name a few:
    • Not having a complete understanding of innovation, all the different options to achieve a sustaining innovative organization
    • Insufficient insight into what customers really want
    • Failure to make innovation connected and explicit in vision, objectives and part of the strategy and fabric of the organization
    • Lack of balance between the ‘dynamic’ parts required to be successful
    • Weak links between business strategy and product portfolio
    • Insufficient engagement of the whole organization to pursuit innovation
    • A lack of resources or not placed in the appropriate part that brings value in your high priority areas.
    • A weak innovation process that places its focus on one part, not appreciating the whole process needs equal emphasis
    • A missing set of enabling structures within the organization
    • Knowing that different types of innovation require ‘distinctive’ recognition
    • Nurturing and managing innovation is an intricate process that is demanding.
    • Paul Hobcraft
    • Email : [email_address]
    • Phone Number
    • +65 91 751 4350
    • Jeffrey Philips
    • Email: [email_address]
    • Phone Number
    • +01 919-844-5644
    Contact Details Collaborative Innovation Reference Framework For Europe, Africa, Middle East & Asia For North & South America
    • Go to the Wiki on http://cirf.pbworks.com