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Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
Designing Your Team and Organization for Innovation
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Designing Your Team and Organization for Innovation

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If innovation is not part of your team or organizational DNA, your company risks falling behind its competitors, losing market share, and demoralizing your best talent. And yet, you cannot create an …

If innovation is not part of your team or organizational DNA, your company risks falling behind its competitors, losing market share, and demoralizing your best talent. And yet, you cannot create an innovative organization by simply saying “Be innovative” or adding it to the company values statement. Innovation requires a solid understanding of what motivates people and a deep examination of organizational structure, culture, and leadership styles—such as top-down project control or directive leadership—that may be barriers to innovation. Jim Elvidge explores a path to changing such an environment by improving team empowerment and creating an environment where it is safe to fail. Leaders championing this approach of “environment design” present people with a wider range of learning experiences, resulting in increased responsiveness to change, unleashed creativity, and greater job satisfaction. Learn how to use thinking and analysis tools—including double-loop learning and current reality trees—to find and remove your impediments to innovation.

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  • 1.     BW9 Session  6/5/2013 3:45 PM                "Designing Your Organization for Innovation"       Presented by: Jim Elvidge BigVisible Solutions                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • 2. Jim Elvidge BigVisible Solutions Jim Elvidge has had more than thirty years of fun in the web, new media, eCommerce, financial, communications, and entertainment industries. He began his career as a digital signal processing specialist and holds four patents in that area. Jim co-founded RadioAMP in 1999, the first private-label web radio company. As VP of technical operations at Vicorp Interactive Systems and VP of customer engineering at Watercove Networks, he led large software development and professional services teams in delivering complex communications systems to customers worldwide. Today, as a principal consultant at BigVisible Solutions, Jim helps companies become more lean, innovative, and agile in all aspects of their business.  
  • 3. 4/22/2013 Managing and  Leading Agile  Teams Copyright © 2012 Big Visible Solutions Designing Your Organization  for Innovation for Innovation Agile Development & Better  Software West 2013 ‐ jelvidge@bigvisible.com © 2012 BigVisible Solutions Go Anywhere Copyright © 2013 Big Visible Solutions Start Anywhere 2 http://www.flickr.com/photos/stuckincustoms/5814
  • 4. 4/22/2013 Warning from… Leslie Kwoh. "You Call That Innovation? Companies Love to Say They Innovate, but the Term Has Begun to Lose Meaning." The Wall Street Journal (Weds., May 23, 2012): B1 & B8. 3 Copyright © 2013 Big Visible Solutions Sustaining • Evolves existing markets with  better value • Customers expect it • Incremental changes within  existing constraints • Changes or creates entire  markets • Customers aren’t calling for it  (starts with early adopter focus) • Requires thinking that is free of  existing constraints Company • Incremental changes in  • Revolutionary changes in  processes or technology processes or technology • Doesn’t disrupt the status quo Doesn t disrupt the status quo • Requires changes in culture Requires changes in culture  • Must support product/customer  and/or people’s roles innovation • Must support product/customer  innovation Disruptive Company Product/Customer Markets Markets Innovation: Where Do You Want to Play? Internal/Technology Copyright © 2013 Big Visible Solutions based on… Clayton Christensen’s “The Innovators Dilemma”. 4
  • 5. 4/22/2013 Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Types of Transformations Subtractive Transformation Additive Transformation Copyright © 2013 Big Visible Solutions Orienting organizational change is accomplished by exercising the notion of ecosystem design through… The Recipe 1. Create a Vision for Innovation 2. Find Impediments to Achieving that Vision 3. Remove Impediments Copyright © 2013 Big Visible Solutions
  • 6. 4/22/2013 STEP 1 – The Vision 7 Copyright © 2013 Big Visible Solutions Exercise – How Do We Want to Be?  Copyright © 2013 Big Visible Solutions 8
  • 7. 4/22/2013 Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Some Good Vision Elements Ideas are Encouraged There is an Audience for Ideas We Act on Ideas Failure is Supported pp People are Thinking Out of the Box Copyright © 2013 Big Visible Solutions Vision ‐ Thinking Outside of the Box  The Imagination of a 5‐Year Old? Copyright © 2013 Big Visible Solutions 10
  • 8. 4/22/2013 Vision – Thinking Like a 5‐Year Old from… George Land’s TEDxTucson talk “The Failure of Success.” 11 Copyright © 2013 Big Visible Solutions Constrained Thinking – Impediment to Vision Hey, I’m out here! Copyright © 2013 Big Visible Solutions 12
  • 9. 4/22/2013 Example – Functional Fixedness 13 Copyright © 2013 Big Visible Solutions Copyright © 2013 Big Visible Solutions also from… http://blogs.hbr.org/anthony/2009/06/google_grows_up.html focusing cons straint limiting constraint limiting constraint straint focusing cons Mildly Constrained Thinking 14
  • 10. 4/22/2013 STEP 2 ‐ Finding Impediments Copyright © 2013 Big Visible Solutions Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Finding Impediments… Examine Motivation From Dan Pink’s “Drive – The Surprising Truth about what Motivates Us” http://www.youtube.com/watch?v=u6XAPnuFjJc and research by MIT Research and The Federal Reserve Bank Copyright © 2013 Big Visible Solutions 15
  • 11. 4/22/2013 Examine Spectrum of Innovative Capabilities Leadership & management styles/beliefs • >Catalytic Leadership • >Purpose Structures, Structures processes and systems (collective beliefs, perspectives, habits) • >Environment Design Product Management/Strategy • >Lean Startup, Ideation • >Business Model Development Product Development/Delivery • >Innovation Day, Innovation Games y, • >Agile and Lean Delivery Product Execution • >Time, Autonomy • >Innovative Games (e.g. Silly Cow) Copyright © 2013 Big Visible Solutions 17 © 2010 BigVisible Solutions, Inc.. All Rights Reserved Examine: Organizational Elements Leadership  Styles Organization  Structures Organization  Culture Copyright © 2013 Big Visible Solutions 18
  • 12. 4/22/2013 Examine: Organizational Elements The organizational  structures, rules and  policies which facilitate  how work gets done and  how results get produced. Copyright © 2013 Big Visible Solutions 19 Examine: Organizational Elements Collectively held beliefs,  values and assumptions  which determine how  people think and how they  behave. Copyright © 2013 Big Visible Solutions 20
  • 13. 4/22/2013 Examine: Organizational Elements How leaders and managers  lead, inspire, direct and  motivate others. 21 Copyright © 2013 Big Visible Solutions Analysis Techniques 5 Whys Current Reality Trees Double Loop Learning Copyright © 2013 Big Visible Solutions Ref. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ 22
  • 14. 4/22/2013 Analysis Technique: Double Loop Learning Copyright © 2013 Big Visible Solutions 23 Ref. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ Exercise – What Prevents Us From Achieving the  Vision?  Copyright © 2013 Big Visible Solutions 24
  • 15. 4/22/2013 STEP 3 ‐ Removing Impediments Copyright © 2013 Big Visible Solutions Action Technique: Designing Environments ‘Environments’ are: The structures, practices and processes by which we organize things The tools and technologies we use to get work done The way we arrange ourselves physically Collectively held beliefs and values The mental models and perspectives which determine how we see the  world • The kinds of agreements we have within and between groups and  departments • Dominant styles of management and leadership within the environment • • • • • Copyright © 2013 Big Visible Solutions 25
  • 16. 4/22/2013 Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Action Technique: Designing Environments ‘Designing’ is: • Setting up situations and circumstances that promote and invite more  innovative behaviors and actions • Introducing structures, practices, and processes which empower and enable  people to find new and improved ways to work together • Seeking out and inspiring those who are passionate and who are willing to  put their passion to work to further a greater cause • Engaging others in a vision for a future which inspires them to step forward Engaging others in a vision for a future which inspires them to step forward,  but in the particular walk of life they are naturally already involved in.  Then,  create a supportive environment for them to make those steps. • Inspiring leaders at all levels and across all areas of the organization to step  forward and self‐organize toward the betterment of their environment Copyright © 2013 Big Visible Solutions Designing for Innovation Innovation  Enablement Systemic Inquiry: How might our thinking and  leadership styles be impeding  the capacity for effective  innovative delivery, product  development? Nobody acts on ideas What org. structures, rules, or policies,  which once may have been needed,  have now become bottlenecks to  effective innovative delivery? Team Org’l Environment Copyright © 2013 Big Visible Solutions Design Move What assumptions, collectively  held beliefs, or perceptions of our  values are blocking our ability to  work in new ways?
  • 17. 4/22/2013 Exercise ‐ Let’s Try Removing Impediments to  Innovation! 29 Copyright © 2013 Big Visible Solutions Final Note • These ideas don’t require full organizational buy‐in • You can implement them within your organizational  context! Copyright © 2013 Big Visible Solutions 30
  • 18. 4/22/2013 Questions? Copyright © 2013 Big Visible Solutions 31

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