Designing innovation behaviour

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  • Mobile phones Healthcare Restaurants Cars Health Holidays
  • Mobile phones Healthcare Restaurants Cars Health Holidays
  • Reality: which is your strongest? Which is your weakest? Preference: what does it tell you?
  • Reality: which is your strongest? Which is your weakest? Preference: what does it tell you?
  • Reality: which is your strongest? Which is your weakest? Preference: what does it tell you?
  • Reality: which is your strongest? Which is your weakest? Preference: what does it tell you?
  • Designing innovation behaviour

    1. 1. Designing Innovation Behaviour Transforming Policy into Practice Professor Victor Newman University of Greenwich
    2. 2. Victor Newman He is working on : “The Innovator’s Got To Do It: The Art of Innovation Leadership”, based on his Innovation Leadership work with CEOs and innovation leaders. Favourite TV shows : The Wire, Big Bang Theory Blog : http://the-knowledgeworks.blogspot.com/ Email: [email_address] Innovation practitioner and Visiting Professor in Knowledge and Innovation Management: University of Greenwich and Open University Business School. Recent executive roles include CIO Milamber Group, Director: Innovoflow, Head of Innovation Strategy & Economics at The Technology Strategy Board, and Chief Learning Officer to Pfizer. Visiting Fellow to Cranfield University on the subject of Strategic Knowledge Management and Innovation. He works with several business schools.  Contributed to the Harvard Business Review, included in Harvard’s “Fifty Lessons” interviews with 200 of the world’s most respected business leaders, and featured in The Wall Street Journal. On the Advisory Boards of several organisations. Author of “Made to Measure Problem Solving” and his “Knowledge Activist’s Handbook – Adventures in the Knowledge Trenches” from Capstone/ Wiley & Sons has been cited as the “best (secret) management book within the last ten years”.
    3. 3. Overview of today <ul><li>09.00 - 11.00 Workshops: session 1 </li></ul><ul><li>11.00 - 11.30 Coffee Break </li></ul><ul><li>11.30 - 13.30 Workshops: session 2 </li></ul><ul><li>13.30 - 15.00 Lunch </li></ul><ul><li>15.00 - 17.00 Workshops: session 3 </li></ul>
    4. 4. Our collective objective <ul><li>To construct approaches to the challenges we face in moving from Policy to Practice, within 3 broad themes, and defined challenges underpinning: </li></ul><ul><li>Education (creating future e-enabled education) </li></ul><ul><li>Government (creating future e-enabled services) </li></ul><ul><li>Infrastructure (developing next generation broadband) </li></ul>
    5. 5. Our collective objective <ul><li>The speakers have each posed THREE questions. These questions relate to the challenges faced in progressing each theme from policy to practice </li></ul><ul><li>Our role today to collectively address these questions using 3 new facilitation frameworks </li></ul><ul><li>Innovation – led by Professor Victor Newman </li></ul><ul><li>Open Source Leadership – led by Dr Leslie Gadman </li></ul><ul><li>Social Capital - led by John Kay </li></ul>
    6. 6. Education (creating future e-enabled education) <ul><li>Where our 3 Challenges are: </li></ul><ul><li>How can we place the student at the centre of their education ? (and the implications in doing this) </li></ul><ul><li>How can we integrate technologies into teaching and learning ? </li></ul><ul><li>How does the role of the educator change with the emergence of new learning techniques ? </li></ul>
    7. 7. Government (creating future e-enabled services) <ul><li>Where our 3 Challenges are: </li></ul><ul><li>1 How can we make “citizen-centric government” a reality and not rhetoric? </li></ul><ul><li>2 How can we cut out waste and duplication in government’s ICT expenditure, yet still enable innovation and entrepreneurship in public ICT? </li></ul><ul><li>3 How can we get smarter about identifying global best practices, then rapidly deploying them in our own governments? </li></ul>
    8. 8. Infrastructure (developing next generation broadband) <ul><li>Where our 3 Challenges are: </li></ul><ul><li>How to stop focusing in the cost of investment and other “barriers” and get the focus onto the value and benefits to business, citizens and government (this is key to removing inertia)? </li></ul><ul><li>What commercial models might we consider to develop a broadband initiative (e.g. Utility, government service, social enterprise, private enterprise, franchises)? </li></ul><ul><li>Getting the customers “on board” quickly is a key to success, how can you ensure you have customers for your infrastructure and how can you generate demand? </li></ul>
    9. 9. Innovation is about doing new things and also about learning to do old things in new ways, to create new value Victor’s definition
    10. 10. What Kind of Value? From niche to commodity Value Level Impact New Market Value INDIVIDUAL Establishes new market values (changes the current hierarchy of value: makes similar products obsolete or of lower value in comparison). Plans my boredom for me; renews; Individuates me: augments & enriches my identity by association; moves me onto new forms of consumption, understands or dictates my timing for new value replacement Personalised ELITE Entirely meets my existing needs, and involves me in the process of value definition Affinity COMMUNITY Meets my market choice preferences, promotes identify augmentation through differentiated features and aesthetics/ associations Marginal/ Economic ANYONE Convenience, utility commodity: basic, little personalisation High Intimacy Low Intimacy
    11. 11. Innovation processes & techniques are useful, but innovative people are essential . Are you working with the right kind of people? Do you know who is missing?
    12. 12. Innovating Leadership Behaviours T1
    13. 13. Creators <ul><li>Develop ideas with the potential to create instability within organisations and market </li></ul><ul><ul><li>Intrinsically motivated: they have to do it. </li></ul></ul><ul><ul><li>They invent, don’t necessarily innovate. </li></ul></ul><ul><ul><li>As soon as their prototype idea works, they tend to lose interest and move on to the next idea. </li></ul></ul><ul><ul><li>Their reference-point is always in the future: the next logical leap forward: “ I wonder if, why don’t we try to...?” </li></ul></ul><ul><ul><li>View existing stable technologies as already obsolete. </li></ul></ul>Professor Victor Newman [email_address]
    14. 14. Stabilisors <ul><li>Like to work systematically and incrementally, focusing on improving the performance of work processes by reducing unwanted variation </li></ul><ul><ul><li>Focus on the here and now </li></ul></ul><ul><ul><li>Inherit and reinforce existing business formulas and assumptions, avoiding ambiguity and uncertainty, </li></ul></ul><ul><ul><li>Measure today in terms of the past, not the future; </li></ul></ul><ul><ul><li>View Creators’ ideas as unproven and the source of potential risk to the existing stable way of doing business. </li></ul></ul>Professor Victor Newman [email_address]
    15. 15. Translators <ul><li>The essential glue or bridge connecting Creators and Stabilisors </li></ul><ul><ul><li>They have to do more than just translate the Creators and Stabilisors to each other, they have to sell it both ways as well. </li></ul></ul><ul><ul><li>Hungry for the next idea, easily bored; a strong, intuitive sense of where the business needs to go next, and when. </li></ul></ul><ul><ul><li>Make and search for new connections, connecting new ideas that are in different contexts to solve new problems that few (currently) see. </li></ul></ul><ul><ul><li>Regarded however with some cynicism: </li></ul></ul><ul><ul><ul><li>Creators see them as thieves who take and abuse their ideas, </li></ul></ul></ul><ul><ul><ul><li>Stabilisors see them as introducing prototypes that take too long to stabilise to deliver real value. </li></ul></ul></ul>Professor Victor Newman [email_address]
    16. 16. Navigators <ul><li>Understand the difference between efficiency and effectiveness . </li></ul><ul><ul><li>Helicopter thinkers who rapidly switch from local tactical situation to the big strategic picture and back again. </li></ul></ul><ul><ul><li>Map-makers, continually construct new maps that show </li></ul></ul><ul><ul><ul><li>Where the organization has been, </li></ul></ul></ul><ul><ul><ul><li>The new choices that are emerging, the risks around those choices, </li></ul></ul></ul><ul><ul><ul><li>The changing nature of competition and </li></ul></ul></ul><ul><ul><ul><li>The new journey that has to be undertaken. </li></ul></ul></ul><ul><ul><li>Communicators, selling the big-picture, engaging stakeholders in the change process. </li></ul></ul><ul><ul><li>Architects, designing the new organization and reallocating resources to make it happen. </li></ul></ul><ul><ul><li>Decision-makers who understand the importance of early decisions, of anticipating market trends and communicating the rationale behind key decisions to gain commitment. </li></ul></ul><ul><ul><li>Create the context within which Creators, Translators and Stabilisors innovate. </li></ul></ul>
    17. 17. Innovation Leadership Behaviour Matrix Discipline (consciously working within a discipline) Contextual Awareness (Interpretive Behaviour within an evolving fluctuating market) From Victor Newman’s: “The Innovator’s Got To Do It: Understanding the Art of Innovation Leadership” Stabilisor Navigator Creator Translator
    18. 18. T2 Stabilisors Navigators <ul><li>Like to work systematically and incrementally, focusing on improving the performance of work processes by reducing unwanted variation. </li></ul><ul><li>Focus on the here and now. </li></ul><ul><li>Inherit and reinforce existing business formulas and assumptions, avoiding ambiguity and uncertainty. </li></ul><ul><li>Measure today in terms of the past, not the future. </li></ul><ul><li>Tend to take a transactional as opposed to systemic view of the business. </li></ul><ul><li>Apply their discipline irrespective of the context. </li></ul><ul><li>View Creators’ ideas as unproven and the source of potential risk to the existing stable way of doing business. </li></ul><ul><li>Understand the difference between efficiency and effectiveness. Helicopter thinkers who rapidly switch from local tactical situation to the big strategic picture and back again. </li></ul><ul><li>Map-makers, continually construct new maps that show where the organization has been, the new choices that are emerging, the risks around those choices, the changing nature of competition and the new journey that has to be undertaken. </li></ul><ul><li>Communicators, selling the big-picture, engaging stakeholders in the change process. </li></ul><ul><li>Architects, designing the new organization and reallocating resources to make it happen. </li></ul><ul><li>Decision-makers who understand the importance of early decisions, of anticipating market trends and communicating the rationale behind key decisions to gain commitment. </li></ul><ul><li>Create the innovation context for Creators, Translators and Stabilisors . </li></ul>Creators Translators <ul><li>Develop ideas with the potential to create instability within organisations and market. </li></ul><ul><li>Intrinsically motivated: they have to do it. </li></ul><ul><li>They invent, don’t necessarily innovate. </li></ul><ul><li>As soon as their prototype idea works, they tend to lose interest and move on to the next idea. </li></ul><ul><li>Their reference-point is always in the future: the next logical leap forward: “ I wonder if, why don’t we try to...?” </li></ul><ul><li>View existing stable technologies as already obsolete. </li></ul><ul><li>The essential glue or bridge connecting Creators and Stabilisors. </li></ul><ul><li>They have to do more than just translate the Creators and Stabilisors to each other, they have to sell it both ways as well. </li></ul><ul><li>Hungry for the next idea, easily bored; a strong, intuitive sense of where the business needs to go next, and when. </li></ul><ul><li>Make and search for new connections, connecting new ideas that are in different contexts to solve new problems that few (currently) see. </li></ul><ul><li>Regarded however with some cynicism: Creators see them as thieves who take and abuse their ideas, Stabilisors see them as introducing prototypes that take too long to stabilise to deliver real value. </li></ul><ul><li>Victor Newman, knowledgeworks@aol.com </li></ul>
    19. 19. From Policy to Practice – what this means in practice <ul><li>The new Mission for Erisa is to help Countries and Regions across Europe to move from Policy to Practice in the context of enabling ICT. </li></ul><ul><li>We are achieving this through a range of membership services and pan European programmes that progress this agenda. </li></ul><ul><li>At the heart of all of our activities we are developing a “blueprint” for change that will act as an organising principle for data, information, insights and knowledge that can be used to progress from Policy to Practice </li></ul>
    20. 20. From Policy to Practice – what this means in practice <ul><li>Our work will broadly follow the “policy to practice” steps outlined below </li></ul><ul><li>Assess the situation today </li></ul><ul><li>Understand needs </li></ul><ul><li>Formulate policy </li></ul><ul><li>Set goals and objectives </li></ul><ul><li>Based on facts and realism </li></ul><ul><li>Build awareness </li></ul><ul><li>Engage partners </li></ul><ul><li>Review the options </li></ul><ul><ul><li>Financial </li></ul></ul><ul><ul><li>Commercial </li></ul></ul><ul><ul><li>Organisational </li></ul></ul><ul><li>Confirm solutions </li></ul><ul><li>Engage customers </li></ul><ul><li>Organise provision </li></ul><ul><li>Manage delivery </li></ul><ul><li>Manage stakeholder communications </li></ul><ul><li>Manage finances </li></ul><ul><li>Operate the solution </li></ul><ul><li>Assess the impact </li></ul><ul><li>Continuously Improve </li></ul><ul><li>Communicate the results </li></ul><ul><li>Deliver the outcomes </li></ul>T3
    21. 21. How can we ensure that we involve the right people at the right time? <ul><li>You need different people at different stages to make things work. </li></ul><ul><li>Who must be involved in all 4 stages of moving from Policy into Practice? </li></ul>
    22. 22. Policy into Practice - Innovation <ul><li>First Phase: Exploring (50 mins) </li></ul><ul><li>Who has got an innovation story to tell (happy or sad, successful or unsuccessful)? </li></ul><ul><li>Apply innovation leadership model to your own experience </li></ul><ul><ul><li>Give your innovation story a name </li></ul></ul><ul><ul><li>What was the situation? </li></ul></ul><ul><ul><li>What did you have (yellow post-its), and what was missing (pink post-its) and </li></ul></ul><ul><ul><li>What happened? </li></ul></ul><ul><ul><li>10 + 25 (small groups) + 10 (fb) + 5 (s) </li></ul></ul><ul><li>Second Phase: Applying to 3 Challenges (50 mins) </li></ul><ul><li>Form 3 Parallel “Challenge” groups, who work through all 4 x P2P stages, evaluating Essential/ Useful innovation behaviours and their key actions in each stage </li></ul><ul><li>Design innovation leadership activities appropriate to each P2P stage, describing what each necessary, contributing innovation behaviours, needs to do. </li></ul><ul><li>5 + 30 (3 teams) + 20 (fb) + 5 (s) </li></ul>
    23. 23. Exploring – Storytelling from Experience + + + + - - What is the name of your innovation story? 1. Story Name plus 2. brief outline of what this innovation story is about, and 3. how it started <ul><li>Use numbered post-its to tell your innovation story/1 </li></ul><ul><li>Put numbered post-its in the appropriate box to explain who you had in each innovation Behaviour (and who was missing) </li></ul><ul><li>Use arrows to suggest an approximate sequence. </li></ul>Stabilisor Navigator Creator Translator
    24. 24. Exploring – Storytelling from Experience + - T4 What is the name of your innovation story? <ul><li>Story Name plus brief outline of what this innovation story is about </li></ul><ul><li>Use numbered post-its to tell your innovation story </li></ul><ul><li>Put numbered post-its in the appropriate box to explain who you had in each innovation Behaviour (yellow) and who was missing (pink) </li></ul><ul><li>Use arrows to suggest an approximate sequence. </li></ul><ul><li>Choose someone to tell the story! </li></ul>Stabilisor Builds processes & systems to deliver Navigator Understands market & value lifecycle Creator Source of new prototype ideas Translator connects ideas to create new value
    25. 25. 3 x Challenges for Education/ Government/ Infrastructure Challenge A Challenge B Challenge C
    26. 26. 3 Challenges: A/ B/C Unpacking what is needed to move from Policy into Practice (P2P) - Consider Challenge definition, decide which stage(s) of P2P are relevant, pick the stage(s)you need to want to work on, break into groups for each stage. - What kind of innovation behaviour is needed at each stage of your challenge? Initiating Designing Operating Implementing Stabilisor Navigator Creator Translator Stabilisor Navigator Creator Translator Stabilisor Navigator Creator Translator Stabilisor Navigator Creator Translator
    27. 27. Education/ Government/ Infrastructure Challenge A/ B/ C Initiating/ Designing/ Implementing/ Operating <ul><li>Which of the 4 P2P stages are relevant to your challenge? </li></ul><ul><li>Which of the 4 behaviours must you have at this stage? </li></ul><ul><li>Which is E – Essential, or only U-Useful? </li></ul><ul><li>What must each behaviour involved, be doing at this stage in order for it to be successful? </li></ul>Stabilisor Navigator Creator Translator
    28. 28. Challenge A/ B/ C _____________________ Which P2P steps are relevant? T5 1-Initiating/ 2-Designing/ 3-Implementing/ 4-Operating <ul><li>Which of the 4 behaviours must you have at this stage? </li></ul><ul><li>Which is E – Essential, or only U-Useful? </li></ul><ul><li>What must each behaviour involved, be doing at this stage in order for it to be successful? </li></ul>Stabilisor Builds processes & systems to deliver Navigator Understands market & value lifecycle Creator Source of new prototype ideas Translator connects ideas to create new value
    29. 29. Thank you for your contribution to the future…

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