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.
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
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
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
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
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
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
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
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.
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.
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
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
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
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
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
22INTEL CONFIDENTIAL | INTERNAL ONLYWhat are ISTG’sInvestments &GoalsFor Innovation?
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
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
25INTEL CONFIDENTIAL | INTERNAL ONLYHow do youInnovate?
26INTEL CONFIDENTIAL | INTERNAL ONLYTime Management:The #1 factorEXPERIMENT timeIMPLEMENTATIONtimeBUY-IN timeTHINK timeHow Do You Innovate?Prototype timeInnovation doesn’t “just” happen!RESEARCHtime
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!!
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
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!
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
31INTEL CONFIDENTIAL | INTERNAL ONLYInnovation is a Team SportManagers and Teams have to create andnurture an environment that supportsInnovation
32INTEL CONFIDENTIAL | INTERNAL ONLYOptional: Team InnovationDiscussion & IDEO ExampleHow Do You Innovate?Video Presentation(22 Minutes)Discussion Material:Group Techniques(1 hour)Team InnovDiscussion
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
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
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)
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
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?
38INTEL CONFIDENTIAL | INTERNAL ONLYBack to Time ManagementOptional Class discussionWith your busy work load, how can youtime for innovation?(5 min)How Do You Innovate?
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
41INTEL CONFIDENTIAL | INTERNAL ONLYWhat’s Next?
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
43INTEL CONFIDENTIAL | INTERNAL ONLYDon’t be encumbered by past history,go off and do something wonderful!