Becoming more creative & innovative January 2011

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Half day interactive open workshop in Toronto on creativity and innovation in the workplace.

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Becoming more creative & innovative January 2011

  1. 1. Becoming more creative & innovative<br />by Toronto Training and HR <br />January 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br />5-7 Elements contributing to a creative and innovative culture<br />8-10 Customer-focused innovation<br />11-14 Leaders of innovation and managing innovation<br />15-17 Sustainability as a driver of innovation<br />18-19 Coaching and creativity<br />20-22 Become a better creative strategist<br />23-24 Rules for running experiments<br />25-28 Increased creativity and innovation<br />29-30 Bold innovation<br />31-32 Myths of innovation<br />33-34 Innovative teams<br />35-36 Ways to kill innovation<br />37-38 Creating a climate for innovation<br />39-40 Conditions for innovation<br />41-43 Conditions for creativity<br />44-45 Creative work environments<br />46-47 Drill A<br />48-49 Drill B<br />50-51 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Elements contributing to a creative and innovative culture<br />
  8. 8. Page 6<br />Elements contributing to a creative and innovative culture 1 of 2<br />INDIVIDUAL ELEMENTS<br />A few committed individuals from diverse sectors and unusual partnerships<br />Individuals who are comfortable living outside of silos and/or systems<br />Individuals with an entrepreneurial and network mind-set<br />Individuals with passion who persevere in the face of resistance<br />
  9. 9. Page 7<br />Elements contributing to a creative and innovative culture 2 of 2<br />SYSTEM ELEMENTS<br />A collaborative and/or networked funding culture that frames failure as learning and an opportunity for the re-invention of an idea<br />An awareness of three spaces where the system is connected or fragmented<br />Fostering critical connections<br />An interdisciplinary environment that crosses traditional boundaries<br />Incubators that provide opportunities to create ideas <br />Learning and thinking globally while acting locally<br />
  10. 10. Page 8<br />Customer-focused innovation<br />
  11. 11. Page 9<br />Customer-focused innovation 1 of 2<br />Creating your company’s future requires being in the right markets<br />Creating your company’s future requires contemplating the future<br />Creating your company’s future requires anticipatory and proactive management<br />Creating your company’s future requires breakthrough strategies<br />Creating your company’s future requires breakthrough thinking<br />
  12. 12. Page 10<br />Customer-focused innovation 2 of 2<br />Creating your company’s future requires numerous other capabilities<br />Bifocal management<br />Breakthrough execution<br />Speed and agility<br />Being a learning organization<br />Not falling prey to the paradox of success<br />It all comes down to people<br />
  13. 13. Page 11<br />Leaders of innovation and managing innovation<br />
  14. 14. Page 12<br />Leaders of innovation and managing innovation 1 of 3<br />LEADERS OF INNOVATION<br />Good knowledge of the area in which they work<br />Mission-definition perspectives<br />Support for followers<br />Skills of resource acquisition and resource distribution<br />Evaluative feedback<br />Ability to induce structure where it is not well <br />defined<br />Organizational outreach<br />
  15. 15. Page 13<br />Leaders of innovation and managing innovation 2 of 3<br />MANAGING INNOVATION<br />Organization models and structure<br />Operational processes<br />Organizational alignment<br />Knowledge management<br />Management style and leadership<br />Individual employees<br />
  16. 16. Page 14<br />Leaders of innovation and managing innovation 3 of 3<br />MANAGEMENT INNOVATION<br />Transparent financial data<br />Open and honest feedback<br />Service level agreements<br />Open evaluations<br />My BluePrint<br />Employee first councils<br />
  17. 17. Page 15<br />Sustainability as a driver for innovation<br />
  18. 18. Page 16<br />Sustainability as a driver for innovation 1 of 2<br />Viewing compliance as opportunity<br />Making value chains sustainable<br />Designing sustainable products and services<br />Developing new business models<br />Creating next-practice platforms<br />
  19. 19. Page 17<br />Sustainability as a driver for innovation 2 of 2<br />BECOMING MORE SUSTAINABLE<br />Don’t start from the present<br />Ensure that learning precedes investments<br />Stay wedded to the goal while constantly adjusting tactics<br />Build collaborative capacity<br />Use a global presence to experiment<br />
  20. 20. Page 18<br />Coaching and creativity<br />
  21. 21. Page 19<br />Coaching and creativity<br />What is coaching?<br />Encouraging creativity and the introduction of new ideas<br />Honouring and supporting work-life balance<br />Engagement and support of employees through effective employee assistance<br />Creating and maintaining a civil work environment<br />
  22. 22. Page 20<br />Become a better creative strategist<br />
  23. 23. Page 21<br />Become a better creative strategist 1 of 2<br />Do not think that your domain experts--your operations people, accountants, or statisticians--cannot contribute innovative ideas to other areas of your business. <br />Block out time for creative exploration throughout the day. In every meeting, no matter how tight its schedule, set aside a little time to explore creative ideas. Tell your people, "Let's think about how many different ways we could solve this problem." This expands the innovative capacity of your people and may lead to breakthrough ideas. <br />
  24. 24. Page 22<br />Become a better creative strategist 2 of 2<br />Encourage your kids to think. Asking "Why?” is a good thing. Encourage your people to keep asking why. Don't let them be satisfied by the accepted solution.<br />
  25. 25. Page 23<br />Rules for running experiments<br />
  26. 26. Page 24<br />Rules for running experiments<br />Focus on individuals and think short term<br />Keep it simple<br />Start with a proof-of-concept test<br />When the results come in, slice the data<br />Try out-of the-box thinking<br />Measure everything that matters<br />Look for natural experiments<br />
  27. 27. Page 25<br />Increased creativity and innovation<br />
  28. 28. Page 26<br />Increased creativity and innovation 1 of 3<br />Ignore everybody<br />The idea doesn’t have to be big…it just has to change the world<br />Put the hours in<br />If your business plan depends on you being ‘discovered’ by some big shot, your plan will probably fail<br />You are responsible for your own experience<br />Everyone is born creative; everyone is given a box of crayons in kindergarten<br />Keep your day job<br />Worrying about ‘commercial’ v ‘artistic’ is a waste of time<br />
  29. 29. Page 27<br />Increased creativity and innovation 2 of 3<br />Organizations that squelch creativity can no longer compete with organizations that champion creativity<br />Everybody has their own private Mount Everest they were put in this earth to climb<br />The more talented someone is the less they need the props<br />Don’t try to stand out from the crowd; avoid crowds full stop<br />If you accept the pain, it cannot hurt you<br />Never compare your inside with somebody else’s outside<br />Dying young is overrated<br />Nobody cares, do it for yourself<br />Write from the heart<br />
  30. 30. Page 28<br />Increased creativity and innovation 3 of 3<br />The most important thing a creative person can learn, professionally, is to where to draw the red line that separates what you are willing to do from what you are not<br />The world is changing<br />Merit can be bought, passion can’t <br />Avoid the Water cooler Gang<br />Sing in your own voice<br />The choice of media is irrelevant<br />Selling out is harder than it looks<br />Don’t worry about finding inspiration, it comes eventually<br />You have to find your own shtick<br />
  31. 31. Page 29<br />Bold innovation<br />
  32. 32. Page 30<br />Bold innovation<br />In established firms, it’s impossible to start from scratch and hazardous to move too quickly<br />Radically-minded management innovators don’t have the benefit of a roadmap<br />We’re talking about people, not widgets<br />
  33. 33. Page 31<br />Myths of innovation<br />
  34. 34. Page 32<br />Myths of innovation<br />The ‘eureka’ moment<br />There is a clear path to innovation<br />People dig new ideas<br />The lone inventor<br />“I’m not really that creative”<br />You’ll know innovation when you see it<br />The best ideas win<br />Innovation is always good<br />
  35. 35. Page 33<br />Innovative teams<br />
  36. 36. Page 34<br />Innovative teams<br />creator- high-level thinker, extremely “wacky”<br />ideas<br />catalyst- a ‘connector’ who recognizes those<br />ideas and connects them to solutions<br />champion- paves through the nay-sayers to<br />get the idea to market<br />
  37. 37. Page 35<br />Ways to kill innovation<br />
  38. 38. Page 36<br />Ways to kill innovation <br />more management layers (hierarchies)<br />paperwork, reports & reviews<br />over planning<br />competition<br />favouring the go-getters<br />risk aversion<br />skewing to high-level thinking<br />valuing deadlines over doing it right<br />demanding consensus<br />
  39. 39. Page 37<br />Creating a climate for innovation<br />
  40. 40. Page 38<br />Creating a climate for innovation<br />Make innovation a priority<br />Take an outside-in perspective<br />Create a process for innovation<br />Define the big levers and pull them<br />Drive out fear<br />Create trust<br />Recognise both successful and unsuccessful innovators<br />
  41. 41. Page 39<br />Conditions for innovation<br />
  42. 42. Page 40<br />Conditions for innovation<br />A motivation or direction<br />Creative thinking / experimenter mentality<br />Ability to convert dead ends into new motivations /<br />directions<br />Desire to challenge (or sometimes ignorance of) the status quo<br />Threshold for risk & comfort w/uncertainty<br />Time + $$$ for work<br />
  43. 43. Page 41<br />Conditions for creativity<br />
  44. 44. Page 42<br />Conditions for creativity 1 of 2<br />a safe space (ability to say potentially ‘dumb’<br />things)<br />start from simple, move to difficult – game flow<br />moving from personal to communal<br />introducing different perspectives<br />experimentation<br />celebration of risk-taking<br />transparency and openness<br />
  45. 45. Page 43<br />Conditions for creativity 2 of 2<br />change of environment<br />fun, laughter & enjoyment of activity<br />clear understanding of rewards<br />oodles of encouragement<br />
  46. 46. Page 44<br />Creative work environments<br />
  47. 47. Page 45<br />Creative work environments<br />open spaces<br />room for personalization<br />close to parks, coffee shops etc.<br />healthy snacks and drinks<br />out in the open meeting spaces<br />creation of personal connections<br />
  48. 48. Page 46<br />Drill A<br />
  49. 49. Page 47<br />Drill A<br />
  50. 50. Page 48<br />Drill B<br />
  51. 51. Page 49<br />Drill B<br />
  52. 52. Page 50<br />Conclusion & Questions<br />
  53. 53. Page 51<br />Conclusion<br />Summary<br />Questions<br />

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