How to make innovation a way of   life by engaging the creativethinking skills of every individual                   Dr. M...
Min Basadur• Engineering Physics, University of Toronto• Procter & Gamble• McMaster University• Basadur Applied Creativity...
Characteristics of an Effective Organization                      Flexibility   React                     Efficiency     R...
AdaptabilityAnticipating problems, trends, opportunitiesSeeking new technologies and methodsDeliberately disruptingFinding...
Good Examples     Flexibility   Tylenol     Efficiency     Toyota                       3M    Adaptability                ...
Adaptability Requires Different        Thinking Skills     Problem Finding is the keyInnovative Organizations do not wait ...
Problem Finding Cultures• Toshiba• Japanese Employee Suggestion Systems•   Procter and Gamble• Frito-Lay                  ...
Problem Finding Culture• Toshiba       -New Scientists and Engineers                                       9
Japanese World Class Employee     Suggestion SystemsNot optionalGolden eggsNatural work teams        - find, solve and imp...
P&G’s Situation1   Revenues flat2   No new products3   A bad economy (never before experienced)4   Acquisitions blocked5  ...
P&G’s Innovation Strategy1 Communicate a compelling business need  – set a motivating goal2 Create inter-disciplinary team...
P&G President’s Concrete GoalImprove Costs by 4% of Sales Annually                                        13
P&G’s Innovation Strategy The Goal:              The Structure:    $400                Inter-disciplinary   Million       ...
P&G is Still Changing       P&G’s Connect + Develop ProgramLook externally first for innovation needs.Define innovation br...
QUESTION: What is Leadership in the         21ST Century?    Answer #1: Driving change    Answer #2: Developing new leader...
How DO You Drive Change?• Start with PRIORITIES…..• Get your BEST people on it.• You need a PROCESS for change…..• Then yo...
Frito-Lay’s Situation              Projected if inflationary costs                                 not flattened          ...
Frito-Lay’s Goal          Revenues                                Flatten Costs in                                   Five ...
Frito-Lay’s Innovation Strategy     Offset                Inter-disciplinary                           Teams    Inflation ...
Frito-Lay: Make the Business Need asMeasurable as Possible and Start at the Top          Goal: $500               Begin Wi...
Another Specific Innovation Strategy       Commercialize                            Commercialization         More New    ...
A Generic Innovation Strategy   Problem or              Structure    Business               (e.g.      Need               ...
So what is a “creative process”?            Creative            Process                                   24
The Process Has Four StagesImplementing                   Generating  “Getting things                       “Getting thing...
But we all have different styles…  Innovative    Results       =   Content       +    Process       +Process Skills       ...
Different Process StylesImplementer              GeneratorOptimizer             Conceptualizer
Some People Have Strong Process          Preferences  Strong                   StrongImplementer               Generator S...
What Our Research Shows about theDifferent Process Style Preferences 1 Everyone is a blend of preferences 2   States not t...
Not Enough Time Devoted toConceptualization and Optimization                             An organization                  ...
Not Enough Generators                    A typical group of                     managers from a                      large...
Great ideas but no action!                                  J24                             32
Slide 32J24        take out company name           Janet; 30-03-2009
Directors College                    Many directors                    have enjoyed                    successful         ...
Maybe we selected the wrong mix of             people?                              A small “Spin Off”                    ...
Too Many Conceptualizers?                   An organizational                   development team                   in a la...
J25      A pretty well balanced team, wouldn’t                    you say?                                    An          ...
Slide 36J25        create case study to tell the story; Well balanced group but they are having trouble           Janet; 3...
J26      What will be the interdisciplinary team’s                biggest challenge?                                      ...
Slide 37J26        Create case study on side for animation           Janet; 30-03-2009
A major high tech software company fearing               falling behind                                      38
Why teams are often not creative•   Unaware of others’ problem solving styles•   No common process (for synchronizing thin...
Thinking Skills Innovative   Results      =   Content      +                    No Judgment                              Y...
Killer Phrases•A good idea, but….                   •The boss won’t go for it.•Against company policy.              •The o...
Together: Process, Thinking Skills, Styles   Implementer               Generator    Optimizer             Conceptualizer  ...
HOW MIGHT WE?... A Culture Changing Tool  Framing problems for optimistic attack    Innovative Results   A tool for Proble...
THE CHALLENGE for Both Large and      Small Organizations … How might we engage our employees in using their creativity in...
The Why? / What’s Stopping? AnalysisDefining Problems Before Jumping to Solutions is Difficult for Many People            ...
Irish Spring               46
Challenge Statement              HMW make a              better green              striped bar?                         47
Irish Spring Challenge Map       HMW make a better       green striped bar?                             48
Irish Spring Challenge Map HMW regain market share?           Why?    HMW make a more    refreshing bar?           Why?   ...
Coast        50
These are Extraordinary TimesRecovery will not be “Business as Usual”   – consumer confidence damaged   – much smarter in ...
In Tough Economic Times…  Enlightened Leadership is NeededUnfortunately, many organizations do not have it.  They adopt a ...
Suggested Recessionary Innovation            Strategy      Business     Problem or       Need:                 Structure: ...
Engaging the Brainpower of your        Employees is FREE!         But it takes Creative Leadership! Leaders must learn ski...
The Creative Process Ends in ActionImplementing             Generating Optimizing           Conceptualizing               ...
What will be Your Innovation          Strategy ?    Your Problem or              Your structure  Business    Need         ...
The EndThank you!Questions?             57
How to make innovation a way of life by engaging the creative thinking skills of every individual by min basadur
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How to make innovation a way of life by engaging the creative thinking skills of every individual by min basadur

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How to make innovation a way of life by engaging the creative thinking skills of every individual by min basadur

  1. 1. How to make innovation a way of life by engaging the creativethinking skills of every individual Dr. Min Basadur Creative Learning Innovation Marketplace Lisbon, Portugal, October 15, 2009 2
  2. 2. Min Basadur• Engineering Physics, University of Toronto• Procter & Gamble• McMaster University• Basadur Applied Creativity 3
  3. 3. Characteristics of an Effective Organization Flexibility React Efficiency Routine Adaptability Proactive 4
  4. 4. AdaptabilityAnticipating problems, trends, opportunitiesSeeking new technologies and methodsDeliberately disruptingFinding new workAccepting new ideas promptly 5
  5. 5. Good Examples Flexibility Tylenol Efficiency Toyota 3M Adaptability 6
  6. 6. Adaptability Requires Different Thinking Skills Problem Finding is the keyInnovative Organizations do not wait for problems. They find them! They Deliberately Drive Change! 7
  7. 7. Problem Finding Cultures• Toshiba• Japanese Employee Suggestion Systems• Procter and Gamble• Frito-Lay 8
  8. 8. Problem Finding Culture• Toshiba -New Scientists and Engineers 9
  9. 9. Japanese World Class Employee Suggestion SystemsNot optionalGolden eggsNatural work teams - find, solve and implementMotivation, group interaction, job satisfactionTop down impetus; strategic alignment 10
  10. 10. P&G’s Situation1 Revenues flat2 No new products3 A bad economy (never before experienced)4 Acquisitions blocked5 Oil embargos: uncertain supplies of raw materials6 Culture not used to dealing with uncertainty 11
  11. 11. P&G’s Innovation Strategy1 Communicate a compelling business need – set a motivating goal2 Create inter-disciplinary teams all over the organization3 Employ a common creative process for problem solving4 Share information to identify best opportunities5 Track implementation 12
  12. 12. P&G President’s Concrete GoalImprove Costs by 4% of Sales Annually 13
  13. 13. P&G’s Innovation Strategy The Goal: The Structure: $400 Inter-disciplinary Million teams Savings deliberately seeking changes Creative Problem Solving Process 14
  14. 14. P&G is Still Changing P&G’s Connect + Develop ProgramLook externally first for innovation needs.Define innovation broadly - technology, products, markets, packaging,design, manufacturing processes, new business models, new ways to go-to-market 15
  15. 15. QUESTION: What is Leadership in the 21ST Century? Answer #1: Driving change Answer #2: Developing new leaders who can engage others in driving change 16
  16. 16. How DO You Drive Change?• Start with PRIORITIES…..• Get your BEST people on it.• You need a PROCESS for change…..• Then you MEASURE it…..• There must be CONSEQUENCES…..• Teach EACH other (how to do it best).• Permanent change TAKES TIME….. 17
  17. 17. Frito-Lay’s Situation Projected if inflationary costs not flattened RevenuesProfitMargin Costs1970s 1980s 1990s 2000s 18
  18. 18. Frito-Lay’s Goal Revenues Flatten Costs in Five YearsProfitMargin Costs1970s 1980s 1990s 2000s 19
  19. 19. Frito-Lay’s Innovation Strategy Offset Inter-disciplinary Teams Inflation Creative Process 20
  20. 20. Frito-Lay: Make the Business Need asMeasurable as Possible and Start at the Top Goal: $500 Begin With Vice- Million in Presidential Inter- Five Years disciplinary Team to the bottom line Apply a Creative Process 21
  21. 21. Another Specific Innovation Strategy Commercialize Commercialization More New Teams involving Products Each R&D, Sales, Year Marketing, Manufacturing, and Customers Creative Process 22
  22. 22. A Generic Innovation Strategy Problem or Structure Business (e.g. Need interdisciplinary teams) Creative Process 23
  23. 23. So what is a “creative process”? Creative Process 24
  24. 24. The Process Has Four StagesImplementing Generating “Getting things “Getting things done” started – finding new problems & opportunities”Optimizing Conceptualizing “Turning abstract ideas “Defining problems & into practical solutions putting ideas together” and plans” 25
  25. 25. But we all have different styles… Innovative Results = Content + Process +Process Skills + Style + Tools
  26. 26. Different Process StylesImplementer GeneratorOptimizer Conceptualizer
  27. 27. Some People Have Strong Process Preferences Strong StrongImplementer Generator Strong StrongOptimizer Conceptualizer 28
  28. 28. What Our Research Shows about theDifferent Process Style Preferences 1 Everyone is a blend of preferences 2 States not traits 3 You can be skilled in all four quadrants 4 Heterogeneous teams perform more innovatively (but have less satisfaction) 5 Generators are in short supply in corporations 6 Different jobs/functions favour different quadrants/styles (this can cause much wasted time and frustration) 29
  29. 29. Not Enough Time Devoted toConceptualization and Optimization An organization attempting to establish new financial products quickly in a very competitive environment, but encountering a high percentage of failures. 30
  30. 30. Not Enough Generators A typical group of managers from a large aerospace company serving the aircraft, airline, and aerospace industries and having trouble expanding into new products and new markets 31
  31. 31. Great ideas but no action! J24 32
  32. 32. Slide 32J24 take out company name Janet; 30-03-2009
  33. 33. Directors College Many directors have enjoyed successful careers due to their implementation skills 33
  34. 34. Maybe we selected the wrong mix of people? A small “Spin Off” company especially created for generating new product opportunities but only a few trickling in….. 34 34
  35. 35. Too Many Conceptualizers? An organizational development team in a large health insurance company are having difficulty moving forward. They are unable to make a final decision on which innovation strategy to recommend to headquarters. 35
  36. 36. J25 A pretty well balanced team, wouldn’t you say? An interdisciplinary team leading a new quality of work life initiative at a large hospital 36
  37. 37. Slide 36J25 create case study to tell the story; Well balanced group but they are having trouble Janet; 30-03-2009
  38. 38. J26 What will be the interdisciplinary team’s biggest challenge? The leaders of the same large hospital. They are being asked to get involved in the new quality of work life initiative. But they are awful busy doing the day- to-day work. 37
  39. 39. Slide 37J26 Create case study on side for animation Janet; 30-03-2009
  40. 40. A major high tech software company fearing falling behind 38
  41. 41. Why teams are often not creative• Unaware of others’ problem solving styles• No common process (for synchronizing thinking)• Impatient• Overly focused on solutions• Lacking tools for complex thinking• Mixing thinking skills 39
  42. 42. Thinking Skills Innovative Results = Content + No Judgment Yes Judgment Process No Logic Yes Logic + Relax Deferral of Clarify meaningsProcess Skills Quantity Judgment Use relevant criteria Stream of options Focus on a few + Radical options Separate divergent Consider risky Think in pictures and convergent options Style Build onto fragments thinking Modify and refine Move toward action + Tools
  43. 43. Killer Phrases•A good idea, but…. •The boss won’t go for it.•Against company policy. •The old timers won’t use it.•All right in theory. •Too hard to administer.•Be practical.•Costs too much. •We have been doing it this way for a long•Don’t start anything yet. time and it works.•It needs more study. •Why hasn’t someone else suggested it•It’s not budgeted. before if it’s such a good idea?•It’s not good enough. •Ahead of the times.•It’s not part of your job.•Let’s make a survey first. •Let’s discuss it.•Let’s sit on it for a while. •Let’s form a committee.•That’s not our problem. •We’ve never done it that way. •Who else has tried it? Killer Phrases stop innovative thinking 41
  44. 44. Together: Process, Thinking Skills, Styles Implementer Generator Optimizer Conceptualizer 42
  45. 45. HOW MIGHT WE?... A Culture Changing Tool Framing problems for optimistic attack Innovative Results A tool for Problem Definition = Content We can’t because… We don’t have any others… + The bulb burned out… Process It would cost too much… + It’s not on our list… We don’t do it that way here… Process Skills + Style + Tools How might we…? 43
  46. 46. THE CHALLENGE for Both Large and Small Organizations … How might we engage our employees in using their creativity in continually reducing our costs and increasing our revenues? 44
  47. 47. The Why? / What’s Stopping? AnalysisDefining Problems Before Jumping to Solutions is Difficult for Many People Innovative Results A tool for Problem Definition = Content + Step 1: Ask “Why? / or What’s Process stopping us? of the challenge + Step 2: Answer in a complete simple Process Skills statement + Style Step 3: Transform the answer into a + new challenge (How might Tools we…?) 45
  48. 48. Irish Spring 46
  49. 49. Challenge Statement HMW make a better green striped bar? 47
  50. 50. Irish Spring Challenge Map HMW make a better green striped bar? 48
  51. 51. Irish Spring Challenge Map HMW regain market share? Why? HMW make a more refreshing bar? Why? HMW make a better green striped bar? 49
  52. 52. Coast 50
  53. 53. These are Extraordinary TimesRecovery will not be “Business as Usual” – consumer confidence damaged – much smarter in future spending – new unknown situation creates fear and insecurityOnly the more innovative organizations will survive – by differentiating themselves Collaborative innovation will be highly valued – joint creative problem solving – unexpected innovative ideas for both. 51
  54. 54. In Tough Economic Times… Enlightened Leadership is NeededUnfortunately, many organizations do not have it. They adopt a Reactive mindset – Make short term cost reductions which -Reduce quality -Weaken capacity for new growth -Lose good people Rather than being Pro-Active – Create innovative improvements which increase quality – Make strategic changes to prosper – Engage their people in using their brain power – Find ways to differentiate ourselves 52
  55. 55. Suggested Recessionary Innovation Strategy Business Problem or Need: Structure: Engage your people in Find new finding good business problems to solve and all over the improve organization Costs Creative Process 53
  56. 56. Engaging the Brainpower of your Employees is FREE! But it takes Creative Leadership! Leaders must learn skills in facilitating the creative process to drive change in the 21st centuryWhat if every leader in Portugal were a skilled facilitator?What if every employee in Portugal were engaged in creative problem solving by their facilitative leaders? 54
  57. 57. The Creative Process Ends in ActionImplementing Generating Optimizing Conceptualizing 55
  58. 58. What will be Your Innovation Strategy ? Your Problem or Your structure Business Need Creative Process Skills 56
  59. 59. The EndThank you!Questions? 57

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