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ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
ƵileleBiz 2010: HayGroup / Harry Meintassis
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ƵileleBiz 2010: HayGroup / Harry Meintassis

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    • 1. Innovation Leaders Invest in a Better Future for Organisations and their People
    • 2. w w w . h a y g r o u p . c o m 1 Most executives are disappointed with the levels of innovation... Creativity without proper leadership and processes will not result in sustainable innovation...
    • 3. w w w . h a y g r o u p . c o m 2 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 4. w w w . h a y g r o u p . c o m 3 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 5. w w w . h a y g r o u p . c o m 4 “Formally integrate innovation into the strategic management agenda” Innovation encouraged AND managed, tracked, measured...
    • 6. w w w . h a y g r o u p . c o m 5 Leadership and Direction Innovation is guided by leadership direction 63 69 69 76 80 81 0 10 20 30 40 50 60 70 80 90 100 We have a vision for innovation, clearly identifying the areas in which we will pursue new ideas . We are proactive in addressing issues and opportunities. Managers and employees are actively encouraged to innovate (i.e., to “fix" things that aren't broken). Peer GroupInnovation Leaders % Agree
    • 7. w w w . h a y g r o u p . c o m 6 52% 63% 60% 58% 42% 59% 35th 45th 55th 65th Percentile Normed against Hay Group global databases Leadership and Direction What is the Leadership styles profile in innovative organizations
    • 8. w w w . h a y g r o u p . c o m 7 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 9. w w w . h a y g r o u p . c o m 8 Supportive Cultures •Teamwork •Customer Focus •Fair Treatment of Employees •Taking Initiative •Achieving Budgeted Objectives •Supporting Management Decisions •Respecting Chain of Command VS
    • 10. w w w . h a y g r o u p . c o m 9 Trust
    • 11. w w w . h a y g r o u p . c o m 10 56% 57% 53% 58% 55% 51% 40th 42th 44th 46th 48th 50th 52th 54th 56th 58th 60th Normed against Hay Group global databases Percentile Supportive Climates Innovation-oriented work climates score high in standards, responsibility, and flexibility
    • 12. w w w . h a y g r o u p . c o m 11 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 13. w w w . h a y g r o u p . c o m 12 Investment in Innovation Focused investments in innovation 58 44 70 65 0 10 20 30 40 50 60 70 80 90 100 % Agree We invest more resources in new initiatives than do our major competitors. We have clear procedures for determining the level of investment in innovative ideas. Peer GroupInnovation Leaders
    • 14. w w w . h a y g r o u p . c o m 13 High Levels of Empowerment Empowerment promotes innovative behavior % Agree Peer GroupInnovation Leaders Decisions are generally made at the right level (i.e., where the most appropriate knowledge and expertise resides). Managers are given the decision-making authority to carry out their responsibilities. Staff given time to pursue and develop innovative ideas.
    • 15. w w w . h a y g r o u p . c o m 14 Risk Taking is Encouraged People are supported in taking chances 70 80 82 91 0 10 20 30 40 50 60 70 80 90 100 % Agree Managers and employees are encouraged to take reasonable risks in an attempt to increase our effectiveness. Innovative ideas can fail without penalties to the originating person or group. Peer GroupInnovation Leaders
    • 16. w w w . h a y g r o u p . c o m 15 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 17. w w w . h a y g r o u p . c o m 16 Novel Combinations of Existing Approaches Cross-functional teamwork and collaboration fosters innovation 59 81 76 84 0 10 20 30 40 50 60 70 80 90 100 % Agree We do a good job of capturing innovative ideas/best practices and diffusing them throughout the organization. Peer GroupInnovation Leaders We frequently make use of cross-functional (or cross- organizational) teams to encourage innovative approaches.
    • 18. w w w . h a y g r o u p . c o m 17 Innovation Model Leadership and Direction Novel Combinations of Existing Approaches Generation of New Ideas Culture and Climate Effective Implementation Organizing for innovation: A conceptual model
    • 19. w w w . h a y g r o u p . c o m 18 Effective Implementation Innovation leaders balance patience and accountability 59 62 69 75 0 10 20 30 40 50 60 70 80 90 100 % Agree We are patient with promising ideas that don't generate immediate returns (i.e., we don't withdraw funding or support too quickly). Individuals and groups who initiate innovative new approaches are held accountable for seeing them through to full implementation. Peer GroupInnovation Leaders
    • 20. w w w . h a y g r o u p . c o m 19 Effective Implementation Performance management systems must support innovative activity % Agree Peer GroupInnovation Leaders 74 42 45 86 53 57 0 10 20 30 40 50 60 70 80 90 100 Innovation is directly measured in scorecard and reward processes for executives. Innovation is directly measured in scorecard and reward processes for managers (below the executive level). We do a good job of providing recognition to individuals or groups who generate innovative ideas.
    • 21. w w w . h a y g r o u p . c o m 20 “Innovation isn't something confined to a company's R&D unit. It's a mindset… It takes leaders, entrepreneurial spirit, great ideas, good management, and the right organizational structures.”
    • 22. w w w . h a y g r o u p . c o m 21  Innovation needs motivation, and the right incentives – no extrinsic rewards!
    • 23. w w w . h a y g r o u p . c o m 22  10-20% rule (time people spend on personally satisfying)
    • 24. w w w . h a y g r o u p . c o m 23 Final thought... What fuels Innovation is Autonomy, Mastery, Purpose

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