Working transnationally : Managing Creativity in Innovation in Europe
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Working transnationally : Managing Creativity in Innovation in Europe

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How to manage creativity while working with different stakeholders from different country ? ...

How to manage creativity while working with different stakeholders from different country ?
A presentation also available in Video on Youtube
http://youtu.be/7UVSr4mPyuA
A presentation made by Viktor Scholtend, PhD and professor at TU Delft, Netherlands for the European project KARIM (www.karimnetwork.com)

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Working transnationally : Managing Creativity in Innovation in Europe Working transnationally : Managing Creativity in Innovation in Europe Presentation Transcript

  • Break barriers – Think creative Brussels – 28 February 2013
  • We all know these games and tricks Link the 9 dots with 4 straight lines without ever taking the pen off the paper. 1 2 3 4
  • And we also know these brain teasers that drive you crazy. View slide
  • IDEO’s approah to creativity Human Centred Design View slide
  • 5
  • 8 Creative work atmosphere
  • A ‘low tack’ reusable and pressure sensitive adhesive. Dr. Spence Silver
  • Responsible Innovation within SMEs It seems if we want to be creative, we need to break with the dominant logic • Escape existing mental models • Decouple commitment to allocated resources • Flexible budgeting and allocation • Installed-based customers?
  • Responsible Innovation within SMEs Also some companies have provided • Time to experiment within the working hours • Allow for trial, error and failure • Developed incentive structures/ ownership of ideas Gain control by giving up control
  • But maybe we can facilitate creative behaviour, in the end we need good ideas. And where do good ideas originate? Strategic inflection points • Leading customers • Most advanced and demanding • Not necessarily largest • Leading suppliers • Competitors • New firms/ firms in related areas • Research institutions/ academe • … we need to bridge to others
  • • Learning that takes place continually within a single domain may be more dependent on, and hence situated within, a single context than learning which spans multiple domains. • Learning in one domain (local search) provides little new knowledge and improvements are mostly incremental, hence performance increase is likely not to deviate much from current performance levels. • To innovate, problem solvers must disentangle the extant knowledge learned in the context of one domain in order to see how it could be valuable in another.
  • • Bridging to other networks provides access to knowledge domains more distant from current ones • Especially for new ventures to succeed, entrepreneurs must attend to building new ties that link others to these ventures for a discussion of the differential advantages of bridging and building network ties • These bridging ties change the network into more sparsely connected networks with many weak ties that enjoy brokerage advantages based on the ability to arbitrage nonredundant information exchanges, whereas bonding ties reflect the strong and dense network ties that promote trust and cooperation among its members.
  • • Bridging ties • Connecting with people in networks that are disconnected from other networks • Information benefits • Time benefits • Referral and scope benefits for better evaluation • Negotiation benefit • Bonding ties • Connecting the people within existing networks • Same information, same experience, same cognitions, same language • Communication benefits • Fast development • But little new information, less creativity
  • Networking and importance of bridging and bonding ties
  • Networks provide two things 1. They help you identify opportunities to be creative 2. They help you capture value from an opportunity But if we only have bonding ties, it may speed up innovation but we got stuck on an idea problem, having too many bridging ties provides us with more novel information, a source to be creative, but we may have an action problem bonding ties Bridging ties
  • #3. Search Cannot find good help # 4. Transfer Cannot work together “wrong chemistry” Ability #1. Not-invented here Do not want to reach out # 2. Hoarding Do not want to help Motivation Four barriers in network collaboration that limit creativity and execution of creative ideas Idea problem Action problem
  • Problem to identify opportunities Not invented here - Rule 1: build outward, not inward Search - Rule 2: build diversity not size - Rule 3: build bridges, don’t use familiar faces - Rule 4: build weak ties not strong Problem to capture value Hoarding - Rule 5: swarm target, do not go it alone Transfer - Rule 6: Switch to strong do not rely on weak
  • Step 1. Build your network outward, not inward • Build a sizeable network outside of you own unit and country Step 2. Build Network Diversity, not Size • Build to different kinds of units, knowledge, demographics (gender, nationality, age….), professions, life styles, interests…. • Many contacts to similar people less value
  • Step 3. Build weak ties, not strong • Weak ties = infrequent contacts, less close • Weak ties provide access to new knowledge and help search in large companies • Not part of cliques that circulate old news Step 4. Use Bridges, don’t go it alone • Networks run on intermediaries or bridges: people who help others connect • A good number of bridges needed: needs to be cultivated, known and used
  • Step 5. In difficult network situations, need to influence other party (swarming) so that they will help out —it is not automatic • Influence tactics: what can you do? Common Link. Enlist people you both know. Common good. Appeal to the common good (“one company”) Reciprocity. “You help me now, I help you later.” Threaten. “Help me, or else….” Escalate. Ask your boss to talk to his boss…… Step 6. Switch from weak to strong ties in tough project situations • You need strong ties (frequent and close) for working together on complicated things • Invest in team-building ahead of time
  • Effective = Identify Opportunities X Capture Value Network for Creativity 1. Built outward 5. Swarming targets 2. Diverse network 6. Switching to strong ties 3. Many weak ties 4. Many Bridges
  • Our Current Market Our New Market Spin-offs Licensing Other firm’s market Internal Technology External Technology Technology Sourcing Research DevelopmentBridging ties to external information in order to recombine information for more radical innovation Bridging ties to external information in order to recombine information for more radical innovation Bonding ties to speed up the process of incremental innovation or to make the process more efficient
  • Break barriers – Think creative