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  • This slide : 1 min Cum Time : 1 min “ Welcome” ________________________________ About this package This material is overview training for ISTG Employees – all levels -- and people Interested in ISTG’s Systemic Innovation Program This version is intended for live presentation. It contains animation and links to detailed material. Expected run time of the course is tracked slide by slide. Pure presentation of material, no exercises, minimal discussion: 1 hour, 2 minutes Suggested time to schedule – 2 hours in enable healthy discussion Presentation + questions/discussion + full set of exercises: 5 hours Note date of presentation . Our current goal is to update this material once a quarter – primarily to update ISTG specific content – but also to update with Innovation Training BKMs. Make sure you are using the most current version – will be available through Systemic Innovation web site. 2005 Training Goal: Support initiative goal to introduce ISTG’s innovation; Bus Units, site and centre managers will set their own delivery goals and coordinate communications with each other to maximize audience delivery and to avoid duplication and conflict. _____________________________ Class set up: Instructor downloads material to their laptop If IDEO video will be shown: Instructor sets up IDEO CD in advance and practices video playing and audio settings Instructor displays material in Slide Show mode – Note: pages are purposely build with “rapid” builds If Classroom – suggest table groupings of 6-8 employees per table
  • This slide : 1 min Cum Time : 2 min Brisk pace: review objectives
  • This slide : 1 min Cum Time : 3 min Brisk pace: review outline
  • This slide : 0 min Cum Time : 3 min Move past this place holder – intended to visually show we are moving into this portion of the training
  • This slide : 3 min Cum Time : 6 min (This slide automatically – rapidly - builds the full text one area at a time) Start by asking group what is innovation (Short discussion – 1 min?) You may want to introduce the idea that some groups identify innovation tightly with problem solving Bring them back to the slide: “Here’s what the language experts say” First definition is the standard, English Dictionary version Second describes technical innovation Third describes creative innovation All describe the introduction of something NEW  emphasize this
  • This slide : 2 min Cum Time : 8 min (Automatic build) Top: This is the working definition ISTG is using Middle: Systemic Innovation is a term you’ll hear. (Read definition) Emphasize the word “Value”… Another way of describing it is with the word “Intentional”. We are intentionally investing in innovation to glean value from ISTG. Bottom: And we are investing in an initiative to make Innovation Systemic – real…rigorous… supported… alive and growing
  • This slide : 2 min Cum Time : 10 min (Automatic Build) When we describe innovation we talk about People. People are by nature innovative. We all know of the huge things in human history that have moved us forward… Harnessing fire… water power… the wheel… electricity... And think of the hundreds – THOUSANDS – of other, big deal breakthroughs in: medicine health care education and learning Sciences Note: (Concentrate on positive innovations, as people may bring up more negative applications like warfare… acknowledge they’ve got the idea, but if the class gets into this discussion move them back to positive application… like we intend with Systemic Innovation for ISTG)
  • Start building the under- standing that innovation can be done simply This slide : 4 min Cum Time : 14 min And think of the millions of ways we’re innovative just in every day life. Cooking: Think of the last time you planned for a meal, shopped for it and cooked it. You may have had to… adjust and create… compensate…substitute… innovate… due to the variety of problems we face in everyday life: availability of products temperature of the environment cooking equipment Driving: If you drove to work today you started off with a framework of understanding – things like when you needed to get here…the vehicle you’d use… the general route you’d take… … but you might have had to… adjust… compensate… innovate… due to, again, the variety of problems we face in everyday life: road hazards traffic conditions car problems (rattle off others like parking availability, annoying drivers) make it fun Work: And think about all the things you encounter with WORK… Final emphasis” This is the key to the whole slide -- emphasize the need to recognize all the innovation around us
  • This slide : 1 min Cum Time : 15 min Quickly summarize there are three types of innovation that are described by Intel Fellow Gene Meieran. Gene’s passion is innovation and he is part of ISTG Extended staff.
  • This slide : 2 min Cum Time : 17 min (No build) The term “radical innovation” is used to describe the way radically different solutions are given to the same problem. Think of how transportation has radically changed over time, with this example of coast-to-coast travel in the United States… From horses to automobiles to Jet travel… Discuss some of the factors that interest you. Highlight the volume and time improvements.
  • This slide : 1 min Cum Time : 18 min (No build) … and this Intel example, from tubes to circuitry…
  • This slide : 2 min Cum Time : 20 min (No build) The term “Incremental Innovation” is used to describe a process where good ideas are applied to past solutions … additions, changes, tweaks… and the solution is generally the same idea “just” vastly improved over time. This example shows incremental innovation with the airplane, from initial biplanes through propeller driven, then jet propelled…
  • This slide : 1 min Cum Time : 21 min (No build) …and this Intel example with incremental improvements to processors…
  • This slide : 2 min Cum Time : 23 min (one Automatic build) The term “Reapplied Innovation” is used to describe a process where a solution for one area is applied to another area or problem This example shows super glue, originally designed to bond materials together, applied to human medical procedures to bind wounds And the final example is applying computer aided design techniques developed for architecture in Aerospace.
  • This slide : 2 min Cum Time : 25 min (All bullets automatically build) This is a statement we’re using in management and leadership development. We are looking to add value in all ways from new products to behavioral things and the way we work together The bottom line is to recognize that innovation can be applied in all areas of our work and lives.
  • If not using exercises: “Please note there are several exercises in this material that you can use for group discussion with your teams or staff. They are very useful to help groups understand the kinds of things we are striving to understand related to innovation. With our timing today we are going to skip the exercises.” If using exercises: Follow process outlined Option1: no exercises This slide: 0 Cum Time: 25 min Option2: full exercises This slide: 35 min Cum Time: 1 hour, 0 min
  • Quickly move past this place holder. “ Our next section is about the importance of Innovation” Option1: no exercises This slide: 0 min Cum Time: 25 min Option2: full exercises This slide: 0 min Cum Time: 1 hour, 0 min
  • Option1: no exercises This slide: 1 min Cum Time: 26 min Option2: full exercises This slide: 1 min Cum Time: 1 hour, 1 min (Slide automatically builds) Change is here to stay. We know this. We hardly need to be reminded that there is competition, pressures from all areas, and that we ourselves and our employees are constantly striving to improve and grow.
  • Option1: no exercises This slide: 2 min Cum Time: 28 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 3 min (Slide automatically builds) Innovation is clearly a key focus at Intel these days. You’ve seen the posters. Innovation is part of the heart of what makes “Intel” Intel. Most employees joined Intel to work for a cool, innovative place. The last few years has been hard on our industry. The company wants to reenergize this behavior…
  • (Slide automatically builds) It is widely acknowledged that innovation brings tremendous value to a company. Look at this example with Apple and the innovativeness of the IPOD. Option1: no exercises This slide: 1 min Cum Time: 29 min Option2: full exercises This slide: 1 min Cum Time: 1 hour, 4 min
  • Option1: no exercises This slide: 2 min Cum Time: 31 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 6 min (Slide automatically builds) In the spring of 2005 Martin Curley, the director of ISTG’s Innovation organization gave a challenge to ISTG management… … we have a rich source of innovation potential with the great employees of ISTG across the world… we can be a leader for Intel and our industry… … but to do this we need to be organized and invest in Innovation purposefully.
  • Option1: no exercises This slide: 0 min Cum Time: 31 min Option2: full exercises This slide: 0 min Cum Time: 1 hour, 6 min In this next section we’ll talk about ISTG’s response and our investments in Innovation.
  • Option1: no exercises This slide: 3 min Cum Time: 34 min Option2: full exercises These slides: 33 min Cum Time: 1 hour, 39 min (Slide automatically builds) ISTG has invested a significant focus on innovation…. … With everything listed on this page from a vision and goals… to organization infrastructure with things like a steering committee for Innovation and Research… … there are champions identified in every ISTG Business group to help drive innovation related activities… … We have funding, tools and the start of an excellent infrastructure for innovation… The embedded presentation has detailed information about everything ISTG is investing in innovation. (No exercises option): With the time we’ve allocated for this class we won’t go through the full slide set. (Full exercise option): -- in edit mode – open embedded presentation, walk through slide set (estimate 30 minutes)
  • Option1: no exercises This slide: 2 min Cum Time: 36 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 41 min (Slide automatically builds) One slide to emphasize about ISTG’s investments is our Guiding principles for Innovation… and of all the text on this page I want to emphasize the first area. We know we hire employees that want to be the best in the industry… and this states that we will acknowledge their innovative behavior and activities.
  • Option1: no exercises This slide: 0 min Cum Time: 36 min Option2: full exercises This slide: 0 min Cum Time: 1 hour, 41 min In this next section we’ll talk about how to innovate and how to encourage innovation.
  • Option1: no exercises This slide: 2 min Cum Time: 38 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 43 min (Slide automatically builds) The number one thing to focus on is time… Innovation requires time to think… experiment… try… prototype… get by in and implement… It doesn’t “just happen”!
  • Option1: no exercises This slide: 2 min Cum Time: 40 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 45min (Slide automatically builds) With our busy schedules and lives, if you set time aside to Innovate – if you look ahead and block your calendar your activities might allow you do it… Busy people who reserve time for innovation – or anything, like reading time, work time, time with friends -- often find there are conflicts and can’t make their plans happen… But I guarantee you if you don’t purposely try to control your schedule and reserve time for things that are important to you, your lives will fill 100% of the time and you WON’T get to your dreams and plans…
  • Option1: no exercises This slide: 2 min Cum Time: 42 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 47min (Slide automatically builds) Take a moment and read the quote to yourself… Another key place to start is to encourage experimentation… risk taking… and innovation… in your workplace. Think about how you handle potential failures. If you or your group are risk averse talk about it and find ways to overcome fears and grow innovatively together. If you are the leader of a group please know there are tools available to help.
  • Option1: no exercises This slide: 1 min Cum Time: 43 min Option2: full exercises This slide: 1min Cum Time: 1 hour, 48min (Slide automatically builds) This is a key indicator of a innovative-friendly environment Nothing kills innovative thinking more than comments like: “ that’s a stupid idea” “ we tried that before” etc.
  • Option1: no exercises This slide: 2 min Cum Time: 45 min Option2: full exercises This slide: 2 min Cum Time: 1 hour, 50 min (No Build) It’s natural to think that innovation is done by radicals working alone… But the key thing to understand is that Innovation is done in groups… (Spend a few moments highlighting one or more of the ideas on the right hand column)
  • Option1: no exercises This slide: 1 min Cum Time: 46 min Option2: full exercises This slide: 1min Cum Time: 1 hour, 51 min (No Build) We have to realize that the right environment is needed to help people innovate
  • Option1: no exercises This slide: 1 min Cum Time: 47 min Option2: full exercises These slides: 1 hour, 23 min Cum Time: 3 hours, 13 min (Slide Automatically Builds) We have a great example of ways to set up an environment that encourages risk taking and some step by step practices to help drive innovative activity. (No exercises option): With the time we’ve allocated for this class we won’t go through the full slide set, but please know they are here for future reference. (Full exercise option): Play IDEO Video from CD (22 minutes) -- in edit mode – open embedded presentation, walk through slide set and exercises (estimate 60 minutes)
  • Option1: no exercises This slide: 2 min Cum Time: 51 min Option2: full exercises This slide: 2 min Cum Time: 3 hours, 15 min (Slide Automatically Builds) Key points from IDEO are: … make the environment fun … have a good balance between control & discipline and crazy inventiveness … creatively envision possibilities without hindering thought
  • (Slide Automatically Builds) These are the areas that ISTG is looking to measure Innovative activity. (Quickly state them as the slide builds) Do you know how to make these things happen? You can use the resources available on the ISTG Systemic Innovation Site to help…. Also consider working with the innovation champion who is responsible for your organization…. Champion names are listed on the site. Optional exercise: (15 min) Discuss one indicator in depth -- or review the Systemic Innovation Site live Option1: no exercises This slide: 3 min Cum Time: 54 min Option2: full exercises This slide: 18 min Cum Time: 3 hours, 36 min
  • Option1: no exercises This slide: 0 min Cum Time: 54 min Option2: full exercises This slide: 10min Cum Time: 3 hours, 36 min (No Build) Full exercise option: Lead a discussion per instructions.
  • Option1: no exercises This slide: 2 min Cum Time: 56 min Option2: full exercises This slide: 2 min Cum Time: 3 hours, 38 min (Slide Automatically builds) Recognizing and rewarding innovative behavior is another good way to make more happen. Use the ISTG Reward and recognition tools at all levels and use the word “Innovation” in the title.
  • (No Build) Full Exercise Option: Follow instructions Option1: no exercises This slide: 0 min Cum Time: 56 min Option2: full exercises This slide: 35 min Cum Time: 4 hours, 13 min
  • (Slide Automatically builds) Full Exercise Option: Conduct a group discussion and capture good ideas. Option1: no exercises This slide: 0 min Cum Time: 56 min Option2: full exercises This slide: 5 min Cum Time: 4 hours, 18 min
  • (No Build) Let’s spend a couple of minutes talking about tools and resources Option1: no exercises This slide: 0 min Cum Time: 56 min Option2: full exercises This slide: 0 min Cum Time: 4 hours, 13 min
  • (No Build) There are a ton of tools and resources available to you and your team (list a few) As mentioned before, the ISTG Systemic Innovation Web site is intended to be your one stop shop for references, research, tools and processes. Option1: no exercises This slide: 1 min Cum Time: 57 min Option2: full exercises This slide: 1 min Cum Time: 4 hours, 14 min
  • (No Build) What’s next? Option1: no exercises This slide: 0 min Cum Time: 57 min Option2: full exercises This slide: 0 min Cum Time: 4 hours, 14 min
  • (Slide Automatically builds) From this point: Check out the site and resources Start rewarding and recognizing innovation Participate in activities – look for requests Support your business group and champion Option1: no exercises This slide: 2 min Cum Time: 59 min Option2: full exercises This slide:2 min Cum Time: 4 hours, 16 min
  • Option1: no exercises This slide: 1 min Cum Time: 62 min Option2: full exercises This slide:1 min Cum Time: 4 hours, 19 min (No Build) “ Thanks!”

Innovation management speaker notes Presentation Transcript

  • 1. © 2005 Intel Corporation. All Rights Reserved.INTEL CONFIDENTIAL | INTERNAL ONLYInnovation 101A Comprehensive overview of Innovationand what it means to ISTGISTG Systemic Innovation InitiativeVersion: Q4.2005.1 (Material will be updated Quarterly)
  • 2. 2INTEL CONFIDENTIAL | INTERNAL ONLYCourse Objectives• Provide a basic understanding of the practice ofInnovation and tools and references to assist peopleto be innovative.• Provide information about ISTG’s innovationinvestments and goals.• Provide links to detailed processes and proceduresthat can be used to deploy innovative practices.
  • 3. 3INTEL CONFIDENTIAL | INTERNAL ONLYCourse Content• What is Innovation?• Why is Innovation important?• What are ISTG’s investments and goalsfor Innovation?• How do you innovate?• What tools and resources are available?• What’s next?Optional exercises andmaterials included forin-depth application asappropriate
  • 4. 4INTEL CONFIDENTIAL | INTERNAL ONLYWhat isInnovation?
  • 5. 5INTEL CONFIDENTIAL | INTERNAL ONLYWhat is Innovation?• Main Entry: in·no·va·tion; Pronunciation: "i-n&-vA-sh&n; Function: noun1 : the introduction of something new2 : a new idea, method, or device : NOVELTYww.m-w.comNew … New … New … New … New … New … New … New• People Creating Value by Implementing New Ideashttp://www.thinksmart.com (innovation network)• The introduction of a new product, material, or device into use.www.premierinc.com/all/techbreakthroughs/glossary/Definitions: standard, technical, creative
  • 6. 6INTEL CONFIDENTIAL | INTERNAL ONLYSystemic Innovation Defined• Innovation: The introduction of something new forthe people or organization that adopts itISTG Definitions• Systemic Innovation: Creating value with ongoinginnovation from ISTG employees• Systemic Innovation Initiative: the organized effort to makesystemic innovation a cultural element within ISTG−investments in training, tools, and methods that are all geared to enable acreative value to the organization
  • 7. 7INTEL CONFIDENTIAL | INTERNAL ONLYPeople are inherently innovative• Stellar examples we all know−Discoveries/Applications that changed the world:Harnessing Fire… The WheelA thousand other examples…Language…Stellar
  • 8. 8INTEL CONFIDENTIAL | INTERNAL ONLYPeople are inherently innovative• Simple examples we don’t even think about−Solving problems in every day life:We need to recognize the innovation inside andaround us – and encourage moreCooking WorkingDrivingSimple
  • 9. 9INTEL CONFIDENTIAL | INTERNAL ONLYThree Types of InnovationRadical -- Incremental -- ReappliedSource: Gene Meieran
  • 10. 10INTEL CONFIDENTIAL | INTERNAL ONLYFundamental changes in the way people travelFundamental impact on world economyRadical Innovation:The World1 person4 mph60 days; 6x106seconds/person4 people40 mph6 days; 100,000 seconds/person300 people600 mph5 hours; 60 seconds/person1860 19701910Coast-to-Coast Travel
  • 11. 11INTEL CONFIDENTIAL | INTERNAL ONLY1/1,000,000 the size; 1/10,000,000 the weight1/1,000,000 the cost10,000,000 X the performance and reliabilityRadical Innovation:Intel’s SuccessFundamentally changed the way people compute and communicate
  • 12. 12INTEL CONFIDENTIAL | INTERNAL ONLY Faster Better Cheaper More: reliable, safer, user-friendly, convenient1903 1920 1940 1980Incremental Innovation:Faster, Better
  • 13. 13INTEL CONFIDENTIAL | INTERNAL ONLYIncremental Innovation :Faster, BetterIntel386Intel386™™ DXDXIntel486Intel486™™ DXDXPentiumPentium®® ProcessorProcessorPentiumPentium ®® IV ProcessorIV Processor19871991199319961998PentiumPentium®® IIIIProcessorProcessor1.51.5µµ 1.01.0µµ 0.80.8µµ 0.60.6µµ 0.40.4µµ 0.250.25µµ 0.180.18µµ 0.130.13µµPentiumPentium®® III ProcessorIII ProcessorProcess generations2001
  • 14. 14INTEL CONFIDENTIAL | INTERNAL ONLYReapplied Innovation• The re-application of an existing concept or solution into annew context is innovation.−Superglue used as surgical stitches−Successful CAD migration from Architecture to Aerospaceto Semiconductors allowed Incremental Innovation thatfueled their growth.
  • 15. 15INTEL CONFIDENTIAL | INTERNAL ONLYInnovation on the jobInnovation exists in every aspect of the company and every aspect of your job.• Innovation brings value to our customers, employees andshareholders. It can be seen in a variety of ways, including theobvious:−New products for market−New adoption of existing technologies−New application of technologies• As well as seen in less obvious ways:−New ways to interact and communicate with your team−New approaches to saving costs−New processes to simplify and reduce standard operating procedures• Any new way to add value, enhance your surroundings and overall bemore productive and create winning results with the job you have.
  • 16. 16INTEL CONFIDENTIAL | INTERNAL ONLYOptional Class Exercise• Individually (5 min)−Write examples of innovation you have recently seen in yourteam• In small groups (15 min)−Each person shares examples−Group selects two examples to share with the rest of theclass• Full class (15 min)−Each Table shares examples−Class discusses themes and thoughts that arise from theexamples
  • 17. 17INTEL CONFIDENTIAL | INTERNAL ONLYWhy isInnovationImportant?
  • 18. 18INTEL CONFIDENTIAL | INTERNAL ONLYInnovation is a constant challenge• Internal: Organizational survival and adaptation• Competition• Products• Processes (Operational Excellence)• Shareholder value• External: Turbulent external environment• Economic, political, demographic• Personal: Career Path• Be on the leading edge, trained for innovation• Sense of ownership in the company• Each employee has potential to create an innovation“The only constant in our business is that everything is changing. Wehave to take advantage of change and not let it take advantage of us”.Michael Dell
  • 19. 19INTEL CONFIDENTIAL | INTERNAL ONLYInnovation is part of Intel’s culture and values• When we innovate, we advance.• We take informed risks to realize newopportunities.• We seek creative ways to solve problems.• We embrace change and challenge the statusquo.Our actions bring Intel Values to lifeInnovation is Vital to Intel
  • 20. 20INTEL CONFIDENTIAL | INTERNAL ONLYInnovation is ValueBusinessWeek MagazineSurvey Shows Apple Most Innovative Company;Global Brand Value up $1B July 22, 2005“Apple is the world’s most innovative company, according to a poll of more than940 senior business executives from around the world…”http://www.themacobserver.com/http://www.themacobserver.com/article/2005/07/22.3.shtmlarticle/2005/07/22.3.shtmlImplementing innovative solutions is required for profitability… forgrowth… for survival today.iPod
  • 21. 21INTEL CONFIDENTIAL | INTERNAL ONLYISTG’S Challenge• How can we increase our return on Innovation?− leveraging intrinsic motivation− creating external motivation− changing the game?• How can we capitalize on the creativity and competence,motivation of 7100+ ISTG employees?• And then capitalize on the creativity of 90,000+ Intel employees• And then assume a world wide leadership roleMartin Curley: ISTG Staff Presentation, March 2005Recognize Innovation as a lateral processand apply Technology, Management Discipline and Marketingto the Innovation Process
  • 22. 22INTEL CONFIDENTIAL | INTERNAL ONLYWhat are ISTG’sInvestments &GoalsFor Innovation?
  • 23. 23INTEL CONFIDENTIAL | INTERNAL ONLYISTG is Committed to InnovationLeadership and Direction−Vision, Goals, IMBOs, Critical Success Indicators−ISTG Innovation and Research Steering Committee−ISTG Innovation Organization−Innovation Champion Work Group−Systemic Innovation ProgramCulture, Environment and Tools−Standard Operating Procedures−Funding−Infrastructure, including Innovation Centres−Processes and toolsDouble-click Icon(in Edit Mode)Est: 30 MinuteDiscussionDetailsISTG Investment inInnov
  • 24. 24INTEL CONFIDENTIAL | INTERNAL ONLYISTG’s Guiding Principles for Innovation1. ISTG hires, develops, acknowledges, rewards and retains innovativeemployees2. As a result ISTG creates and adopts innovative solutions to problemsand explores new opportunities in the Information Technology space andmeasures our results.3. ISTG Supports the Intel Risk-Taking Value by• Fostering and encouraging innovation and creative thinking at all levels• Challenging the status quo and embracing change and• Listening to and evaluating all ideas and viewpoints• Learning from our successes as well as our mistakes• Encouraging and rewarding informed risk taking4. ISTG Supports Intel’s corporate guiding principles for Innovation
  • 25. 25INTEL CONFIDENTIAL | INTERNAL ONLYHow do youInnovate?
  • 26. 26INTEL CONFIDENTIAL | INTERNAL ONLYTime Management:The #1 factorEXPERIMENT timeIMPLEMENTATIONtimeBUY-IN timeTHINK timeHow Do You Innovate?Prototype timeInnovation doesn’t “just” happen!RESEARCHtime
  • 27. 27INTEL CONFIDENTIAL | INTERNAL ONLYTime Management - adviceSchedule time to innovateHow Do You Innovate?If you block time on your calendar for innovativeactivity it MIGHT happen……if you don’t it WON’T!!MIGHTWON’T!!Guaranteed!!
  • 28. 28INTEL CONFIDENTIAL | INTERNAL ONLYEncourage Risk Taking• Do you allow yourself to be a risk-taker?• Do you encourage it in your peers?By definition, of course, risk taking involves the potential failure as well assuccess. And organizations can quickly kill entrepreneurial spirit if people knowthey will be punished for every promising idea that doesn’t work out in the end.Innovation leaders discourage people from “playing it safe” by creating climateswhere innovative ideas can fail without penalty to the originating person or group.2005 Hay Group Study: “The Innovative Organization: LessonsLearned from Most Admired Companies”.How Do You Innovate?yourselfyour peers…your manager?your manager
  • 29. 29INTEL CONFIDENTIAL | INTERNAL ONLYThe next two things said…Once an idea is suggested, the next 2things said should support and expandthe idea …How Do You Innovate?not squash it!
  • 30. 30INTEL CONFIDENTIAL | INTERNAL ONLYInnovation Myths and RealitiesMyth:1. Individuals drive innovation2. Innovation begins withbrainstorming sessions3. Innovation requires creativepeople4. An innovation process willgive you the results you needReality:1. Innovation is a team sport2. Innovation is grounded on anunderstanding of usersInnovation begins withdesire to add value to auser or end customer3. Innovation requires effectiveproblem solvers called“creators”4. An innovation process isonly one tool or enabler foreffective innovation
  • 31. 31INTEL CONFIDENTIAL | INTERNAL ONLYInnovation is a Team SportManagers and Teams have to create andnurture an environment that supportsInnovation
  • 32. 32INTEL CONFIDENTIAL | INTERNAL ONLYOptional: Team InnovationDiscussion & IDEO ExampleHow Do You Innovate?Video Presentation(22 Minutes)Discussion Material:Group Techniques(1 hour)Team InnovDiscussion
  • 33. 33INTEL CONFIDENTIAL | INTERNAL ONLYIDEO Nuggets• Designing human experiences• “People have a lot of participating in the IDEO Way,the design firm’s five-stepprocess that emphasizes with the consumer,brainstorming,solutions by creating actual prototypes, using technologyto find creative solutions, and doing it all with incrediblespeed.”How Do You Innovate?fundisciplined yet wild-and-woollyempathyanything-is-possible visualising
  • 34. 34INTEL CONFIDENTIAL | INTERNAL ONLYEvidence of InnovationDo you know how to perform the processes so yourinnovative work can be counted?− For more information work with your Organization’s InnovationChampion and visit the Systemic Innovation intranet siteHow Do You Innovate?• Total Innovation-related Business Value for ISTG• Total Innovation-related Business Value per Business Unit• # of Innovation Harvesting Activities (including Campaigns)− # of ideas harvested− # of ideas acted upon• # of Invention Disclosure Forms filed• # of Intellectual Property Forms filed• # of White papers published• # of Innovation-related Rewards and Recognitions• 2005 baseline set with Innovation Assessment• Innovation Funding Model established for ISTGISTG is working tomeasureinnovativepractices
  • 35. 35INTEL CONFIDENTIAL | INTERNAL ONLYEvidence of Innovation… dowe have it right?Optional Classdiscussion:Are there otherways to innovate?…other things tomeasure?35INTEL CONFIDENTIAL | INTERNAL ONLYEvidence of Innovation… know theprocesses!•ISTG Measures Innovative Results through…− # of ideas generated in innovation campaigns− # of ideas accepted for implementation through campaigns− # of Invention Disclosure Filing (IDF)− # of Intel Patent submissions− # of White Papers published− # of Innovation-related Rewards and Recognitions•Do you know how to perform the processes so yourinnovative work can be counted?− For details visit the Systemic Innovation intranet siteHow Do You Innovate?(10 Minutes)
  • 36. 36INTEL CONFIDENTIAL | INTERNAL ONLYEthics for InnovationBusiness Interaction• Give credit where credit is due – innovations oftenhave many contributors and an obscure source – makesure you carry the names of the originators to the endvalue celebrations• Honesty• Truth• Intel’s Code of Conduct• Social basis of trustUse ISTG Rewards and RecognitionTools to acknowledge the Innovationof the people around you• Goodie Drawer• SRA• DRA• Etc.How Do You Innovate?http://istg.intel.com/recognition/Use the word “Innovation” inYour Recognition
  • 37. 37INTEL CONFIDENTIAL | INTERNAL ONLYOptional Class ExerciseBuilding from the previous exercise where you identified examples ofinnovation seen in your team …• Individually (5 min)− Write examples of innovation you have recently seen in your team and namethe innovator (s)• In small groups (15 min)− Each person recognizes examples with the small group− Group selects two examples to recognize with the rest of the class• Full class (15 min)− Each Table recognizes innovators with the full class− Class selects winning innovator (s)− With assistance from the class, Instructor submits an Award to the winninginnovator (s)How Do You Innovate?
  • 38. 38INTEL CONFIDENTIAL | INTERNAL ONLYBack to Time ManagementOptional Class discussionWith your busy work load, how can youtime for innovation?(5 min)How Do You Innovate?
  • 39. 39INTEL CONFIDENTIAL | INTERNAL ONLYWhat Tools andResources AreAvailable?
  • 40. INTEL CONFIDENTIAL | INTERNAL ONLYInnovation Tools / Resources:• Innovation Environment:− Innovation Centres− ARC center in Oregon− Innovation Labs• Innovation R & D Council – Concept Cars• Innovation Self-Assessment• Campaigns/Harvesting: Innovation Engine• Innovation Development and Classes− Innovation Curriculum; Team Innovation Workshop• Research and Reference materialhttp://innovation.intel.com
  • 41. 41INTEL CONFIDENTIAL | INTERNAL ONLYWhat’s Next?
  • 42. 42INTEL CONFIDENTIAL | INTERNAL ONLYSystemic Innovation is Now• Find more information on the ISTG Systemic Innovation Web Site:http://innovation.intel.com• Begin using the ISTG Awards & Recognition Program to appropriatelycall out innovation already in process• Participate in “Innovation Idea” contests• Moving into Q4’05, innovation will be woven into employee, managerand organizational expectations− Imbos, career discussion and reviews− Organizational baseline assessment and goals− Continued reward and recognition− Increased number of “Innovation Idea” contests− Role Model and lead ISTGYour organizational Innovation Champion providing more detail
  • 43. 43INTEL CONFIDENTIAL | INTERNAL ONLYDon’t be encumbered by past history,go off and do something wonderful!