People Innovation Presentation 2008   Claire Swyny, Perth
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

People Innovation Presentation 2008 Claire Swyny, Perth

on

  • 6,363 views

This presentation was given by Claire Swyny as part of Konica Minolta's Innovation: Mind the gap seminar

This presentation was given by Claire Swyny as part of Konica Minolta's Innovation: Mind the gap seminar

Statistics

Views

Total Views
6,363
Views on SlideShare
6,306
Embed Views
57

Actions

Likes
9
Downloads
567
Comments
1

9 Embeds 57

http://www.slideshare.net 29
http://innovatieklimaat.blogspot.com 13
http://develearning.massbay.edu 5
http://coachingpertutti.blogspot.com 4
http://blog.slideshare.net 2
http://208.96.55.108 1
http://mgmt.talkingvillage.com 1
http://creanova.blogspot.mx 1
http://www.slideee.com 1
More...

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

People Innovation Presentation 2008 Claire Swyny, Perth Presentation Transcript

  • 1. Creating People Innovation 18th September 2008 Claire Swyny Manager, Chandler Macleod Consulting WA
  • 2. What is innovation?
    • “ Innovation is trying to figure out a way to do something better than it’s ever been done before”
    Matthew E. May, Elegant Solutions: Breakthrough Thinking the Toyota Way
  • 3. Innovation - Just a Fad?
    • “ Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns”
    • McKinsey survey on Innovation - January 2008
  • 4. Innovation - Just a Fad?
    • “ A company’s ability to innovate - to tap into the fresh value-creating ideas of its employees, partners, customers and partners is anything but faddish. Innovation has in fact become a core driver of growth, performance and valuation”
    • McKinsey survey on Innovation - January 2008
  • 5. From the Survey…
    • More than 70% of senior executives consider innovation will be at least one of the top 3 drivers of growth in their companies in the next 3-5 years
    • Others see innovation as the most important way for companies to accelerate the pace of change in today’s global business environment
    • Most executives are generally disappointed in their ability to stimulate innovation
    • There are no best-practice solutions to seed and cultivate innovation
    • The structures and processes that many leaders use to encourage it are important, but NOT adequate
    • However, 94% of senior executives consider people and corporate culture are the most important drivers of innovation
  • 6. Link Between Leadership & Innovation
    • As with any top-down initiative, the way leaders behave send strong signals to employees
    • Innovation is inherently associated with change and takes attention and resources away from efforts to achieve short-term performance goals
    • Holding leaders accountable for encouraging innovation makes a big difference
    • The research implies that most senior executives do not actively encourage and model innovative behaviour and thus do not provide the support employees need to innovate
  • 7. Barriers to innovation
    • Senior Execs cite an unsupportive climate as a critical roadblock to achieving innovation
    • Inability to motivate and support people who have good ideas derail a well-intentioned innovation initiative
    • Not enough of the right kinds of talent available
    • Leaders protecting innovation
    • People not allocated to innovation
    • Global CEO Study 2006 &
    • McKinsey Survey on Innovation - January 2008
  • 8. Building an innovative environment
    • Stage 1: “Set the stage”
      • Define the kind of innovation that drives growth and helps meet strategic objectives
      • Stamp out fear by creating a culture that embraces risk
    • “ I did not fail; I just found 10,000 ways that did not work.”
    • Thomas Edison – American inventor
  • 9. Building an innovative environment
    • Stage 1: “Set the stage”
      • Define the kind of innovation that drives growth and helps meet strategic objectives
      • Stamp out fear by creating a culture that embraces risk
      • Encourage diversity – value and leverage ideas from your diverse group of employees
    • How can you help your people understand your strategy and why you need to be more innovative?
    • How do you encourage controlled risk-taking?
    • What is your plan to leverage diversity in your organisation?
  • 10. Building an innovative environment
    • Stage 2: “Connect the dots”
      • Find people with the right mind-sets for innovation
      • Ensure a mix of people – different levels of seniority and skill sets
      • Combine people with different approaches to innovation
      • Collaborate with external organisations that can compliment you
    • How effectively do internal teams collaborate and with which supporting tools and processes?
    • How often do you look outside of your organisation for ideas?
  • 11. Building an innovative environment
    • Stage 3: “Engage”
      • Establish goals and objectives including measures of success
      • Establish timeframe and commitment required
      • Plan how to establish trust amongst members
    • To what extent are your employees already engaged in cross-functional teams, learning events and large-scale brainstorming events?
  • 12. Building an innovative environment
    • “ We identify areas that are most important to us through strategic planning. Then we put up rail guards and let people play in these spaces”
    Bob Champagne – Dir of Corporate Development, Starbucks
  • 13. Building an innovative environment
    • Stage 4: “Support and govern”
      • Define sponsorship and leadership
      • Determine technology support required
      • Define additional support as necessary, e.g., facilitators
      • Define key knowledge and information inputs
    • Which technologies do you leverage to understand your social networks and fuel global collaboration?
  • 14. Building an innovative environment
    • Stage 5: “Measure and motivate”
      • Establish performance management criteria based on individual and group success
      • Provide incentives and recognise employees contributions
      • Define timing for assessment, review and modification of member group
    • How often do you revisit incentive and recognition programs to align them with strategic objectives, as well as to offer rewards that employees value most?
  • 15. Building an innovative environment
    • “Innovation is a big idea with a big potential but it is wise to approach it in small steps. For most companies, the initial steps on this journey are the most critical of all”
    McKinsey Survey on Innovation - January 2008
  • 16. Innovation within the workplace
    • Avenue A (global Interactive Communications firm)
      • Ideas lab – looks at generating 3-5 employee ideas every quarter
      • Creators of one idea are awarded 90 days “off the job” to bring the idea to launch stage
      • Creation of employee WIKI where employees can log their ideas and brainstorm
  • 17. Innovation within the workplace
    • BUPA Australia
      • Established Innovation Panel
      • Significant budget made available each year to foster new initiatives in the business environment
      • Members of innovation panel come from all functional units
  • 18. Innovation within the workplace
    • Google
      • Reputed to have directed employees to spend 60% of their time on the job; 30% of their time being helpful to others and 10% ‘thinking’
  • 19. As a Leader you need to....
    • Assess your own leadership attributes
    • Connect with the ‘possibilities’ and explain why you care
    • Capitalise on the attributes of today’s talent
    • Be a role model
    • Help employees prioritise and not micro-manage
    • Collaborate and listen
    • Place trust in others
    • Recognise and reward success
    • Turn failures into lessons learned
    • Coach for job satisfaction, not just performance
  • 20. As an Executive you need to....
    • Secure champions at the top
    • Align behaviours and practices
    • Provide structure and tools
      • structured info sharing and problem solving
      • online suggestion boxes
      • creativity training
    • Hire and develop authentic leaders