Becoming more innovative &         creative    by Toronto Training and HR            June 2012
3-4     Introduction to Toronto Training and HR           5-10    Feelings of participationContents   8-10           11-12...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Feelings of participation           Page 5
Feelings of participation 1 of 5QUESTIONS TO ASKDo you listen to your people?Do you hold regular meetings with your people...
Feelings of participation 2 of 5QUESTIONS TO ASKDo you give them opportunities to do their jobs-orat least parts of them-i...
Feelings of participation 3 of 5QUESTIONS TO ASKDo your people view you as a resource, someonethey can turn to for guidanc...
Feelings of participation 4 of 5GENERATING IDEASKeep pads of paper and pencils within easy reachBe observantDevelop a stro...
Feelings of participation 5 of 5CONSIDER EACH PERSON INDIVIDUALLYHow can I translate departmental goals intoindividual goa...
Key elements of  innovation      Page 11
Key elements of innovationIdentifyClarifyQuestion              Page 12
Boosting creativity in the       workplace           Page 13
Boosting creativity in the        workplace 1 of 2Financial reward/incentiveRecognition/status for my achievementsBetter d...
Boosting creativity in the        workplace 2 of 2Improvements in the technology available at workHaving specific time all...
Critical innovation skills           Page 16
Critical innovation skillsDiscovery skillsExecution skillsLeadership skills                    Page 17
An agent of innovation         Page 18
An agent of innovationBecoming an agent of innovationBeing an agent of innovationRemaining an agent of innovation         ...
Creativity in unexpected         places          Page 20
Creativity in unexpected places              1 of 2RULESThink in reversePosition coaches in sport…and in businessOxymoron?...
Creativity in unexpected places              2 of 2FORMING AND FACILITATINGNo competing organizationsHigh output, low egos...
Optimal balance for    creativity        Page 23
Optimal balance for creativityA combinationCreativesConformistsDetail-oriented people                         Page 24
Bad habits that reduce      creativity         Page 25
Bad habits that reduce creativityProcrastinationLack of planningIndecisionKnee jerk reflexes                     Page 26
Barriers to public sector       innovation           Page 27
Barriers to public sector             innovationPaying a price for politicsAnti-innovation DNAFear of divergenceWhere’s th...
The innovation process         Page 29
The innovation process 1 of 3FOUR STAGESGeneratingConceptualizingOptimizingImplementing                  Page 30
The innovation process 2 of 3EIGHT STEPSProblem findingFact findingProblem definitionIdea findingEvaluation and selectionP...
The innovation process 3 of 3SUCCESS FACTORSInvolvementWorking on the right problemsRemoving roadblocks to implementationQ...
Three generations of  innovation labs        Page 33
Three generations of innovation             labsWhat is an innovation lab?Creative platformInnovation unitChange partner  ...
Reverse innovation       Page 35
Reverse innovationDefinitionNEEDS GAPSPerformance gapInfrastructure gapSustainability gapRegulatory gapPreferences gap    ...
Frugal engineering       Page 37
Frugal engineeringKEY PRINCIPLESRobustnessPortabilityDefeaturingLeapfrog technologyMega scale productionService ecosystems...
The golden ratio ofinnovation investment         Page 39
The golden ratio of innovation          investment70-20-10IndustryCompetitive positionStage of development                ...
Change and innovation         Page 41
Areas of Focus     Business    Product/       Sales/       Process                     Model        Service    Marketing  ...
Fostering innovation        Page 43
Fostering innovationChallenge what is possibleDo not rest on your laurelsThe importance of good leadershipExecution is key...
Levels of ambition       Page 45
Levels of ambition 1 of 2Enhancements to core offeringsPursuit of adjacent opportunitiesVentures into transformational ter...
Levels of ambition 2 of 2MANAGING TRANSFORMATIONAL INITIATIVESTalentIntegrationFundingPipeline managementMetrics          ...
Drill Page 48
DrillPage 49
Case study A    Page 50
Case study A    Page 51
Case study B    Page 52
Case study B    Page 53
Case study C    Page 54
Case study C    Page 55
Conclusion and questions           Page 56
ConclusionSummaryVideosQuestions               Page 57
Upcoming SlideShare
Loading in...5
×

Becoming more innovative & creative June 2012

779

Published on

Half day open training event de

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
779
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
19
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Creativity & innovation A 2012
  • Becoming more innovative & creative June 2012

    1. 1. Becoming more innovative & creative by Toronto Training and HR June 2012
    2. 2. 3-4 Introduction to Toronto Training and HR 5-10 Feelings of participationContents 8-10 11-12 Customer-focused innovation Key elements of innovation 13-15 Boosting creativity in the workplace 16-17 Critical innovation skills 18-19 An agent of innovation 20-22 Creativity in unexpected places 23-24 Optimal balance for innovation 25-26 Bad habits that reduce creativity 27-28 Barriers to public sector innovation 29-32 The innovation process 33-34 Three generations of innovation labs 35-36 Reverse innovation 37-38 Frugal engineering 39-40 The golden ratio of innovation investment 41-42 Change and innovation 43-44 Fostering innovation 45-47 Levels of ambition 48-49 Drill 50-55 Case studies 56-57 Conclusion and questions
    3. 3. Introduction Page 3
    4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
    5. 5. Feelings of participation Page 5
    6. 6. Feelings of participation 1 of 5QUESTIONS TO ASKDo you listen to your people?Do you hold regular meetings with your people toupdate them on developments, give them anopportunity to express their opinions and discussthe issues?Do you make it easy for them to visit you?When feasible, do you consult with your ownpeople before making decisions affecting them? Page 6
    7. 7. Feelings of participation 2 of 5QUESTIONS TO ASKDo you give them opportunities to do their jobs-orat least parts of them-in their own way, as long asresults are satisfactory?Do you know each person’s strengths and areas ofexpertise then take maximum advantage of them?Do you help them reason through a solution to aproblem or a course of action on their own, ratherthan dictate it yourself? Page 7
    8. 8. Feelings of participation 3 of 5QUESTIONS TO ASKDo your people view you as a resource, someonethey can turn to for guidance?Have you made it clear you trust your people to dotheir work in a superior manner?Do your ever ask them what obstacles areinterfering with increased effectiveness andefficiency (e.g. the need for additional training,different equipment, more assistance)? And do youdo something about it? Page 8
    9. 9. Feelings of participation 4 of 5GENERATING IDEASKeep pads of paper and pencils within easy reachBe observantDevelop a strong curiosity about things, places andpeopleIncrease the number of idea sources at yourdisposal by widening your friendships, expandingyour reading and studying subjects outside yourfield Page 9
    10. 10. Feelings of participation 5 of 5CONSIDER EACH PERSON INDIVIDUALLYHow can I translate departmental goals intoindividual goals?How much does each employee value theserewards?How available do the rewards appear to be?What can each employee do to help achieve thegoals of the team, department or office? Page 10
    11. 11. Key elements of innovation Page 11
    12. 12. Key elements of innovationIdentifyClarifyQuestion Page 12
    13. 13. Boosting creativity in the workplace Page 13
    14. 14. Boosting creativity in the workplace 1 of 2Financial reward/incentiveRecognition/status for my achievementsBetter designed work environmentHaving systems & processes in place to suggestchanges and develop new working practicesMore teamwork/collaboration with othersFewer distractions at workAbility to manage own time Page 14
    15. 15. Boosting creativity in the workplace 2 of 2Improvements in the technology available at workHaving specific time allocated to think of ways toimprove the current employerAbility to set own goals and objectivesAbility to work remotely or from a location of ownchoosingScope to use some of the techniques that are usedoutside of work or in social life e.g. social media Page 15
    16. 16. Critical innovation skills Page 16
    17. 17. Critical innovation skillsDiscovery skillsExecution skillsLeadership skills Page 17
    18. 18. An agent of innovation Page 18
    19. 19. An agent of innovationBecoming an agent of innovationBeing an agent of innovationRemaining an agent of innovation Page 19
    20. 20. Creativity in unexpected places Page 20
    21. 21. Creativity in unexpected places 1 of 2RULESThink in reversePosition coaches in sport…and in businessOxymoron? Using structure to enhance creativityWhen a skunk crosses the stageWhole-part-whole learningWhen an inmate escape is a good thingMaking creativity routineFinding the secret ingredient to success Page 21
    22. 22. Creativity in unexpected places 2 of 2FORMING AND FACILITATINGNo competing organizationsHigh output, low egos onlyRelentless learnersHave a facilitator Page 22
    23. 23. Optimal balance for creativity Page 23
    24. 24. Optimal balance for creativityA combinationCreativesConformistsDetail-oriented people Page 24
    25. 25. Bad habits that reduce creativity Page 25
    26. 26. Bad habits that reduce creativityProcrastinationLack of planningIndecisionKnee jerk reflexes Page 26
    27. 27. Barriers to public sector innovation Page 27
    28. 28. Barriers to public sector innovationPaying a price for politicsAnti-innovation DNAFear of divergenceWhere’s the citizen?An orchestra without a conductorLeading into a vacuum and the 80/20 ruleThe scaling problem Page 28
    29. 29. The innovation process Page 29
    30. 30. The innovation process 1 of 3FOUR STAGESGeneratingConceptualizingOptimizingImplementing Page 30
    31. 31. The innovation process 2 of 3EIGHT STEPSProblem findingFact findingProblem definitionIdea findingEvaluation and selectionPlanningGaining acceptanceAction Page 31
    32. 32. The innovation process 3 of 3SUCCESS FACTORSInvolvementWorking on the right problemsRemoving roadblocks to implementationQuantitative measurementIndependent implementation facilitationSimplification Page 32
    33. 33. Three generations of innovation labs Page 33
    34. 34. Three generations of innovation labsWhat is an innovation lab?Creative platformInnovation unitChange partner Page 34
    35. 35. Reverse innovation Page 35
    36. 36. Reverse innovationDefinitionNEEDS GAPSPerformance gapInfrastructure gapSustainability gapRegulatory gapPreferences gap Page 36
    37. 37. Frugal engineering Page 37
    38. 38. Frugal engineeringKEY PRINCIPLESRobustnessPortabilityDefeaturingLeapfrog technologyMega scale productionService ecosystems Page 38
    39. 39. The golden ratio ofinnovation investment Page 39
    40. 40. The golden ratio of innovation investment70-20-10IndustryCompetitive positionStage of development Page 40
    41. 41. Change and innovation Page 41
    42. 42. Areas of Focus Business Product/ Sales/ Process Model Service Marketing InnovationLevels of Innovation Innovation InnovationChange1. Doing things right2. Doing the right things3. Improve doing the right things4. Doing away with things5. Doing things other people are doing6. Doing new things (never done)7. Doing what can’t be done Page 42
    43. 43. Fostering innovation Page 43
    44. 44. Fostering innovationChallenge what is possibleDo not rest on your laurelsThe importance of good leadershipExecution is keyThe small stuff is innovation too Page 44
    45. 45. Levels of ambition Page 45
    46. 46. Levels of ambition 1 of 2Enhancements to core offeringsPursuit of adjacent opportunitiesVentures into transformational territory Page 46
    47. 47. Levels of ambition 2 of 2MANAGING TRANSFORMATIONAL INITIATIVESTalentIntegrationFundingPipeline managementMetrics Page 47
    48. 48. Drill Page 48
    49. 49. DrillPage 49
    50. 50. Case study A Page 50
    51. 51. Case study A Page 51
    52. 52. Case study B Page 52
    53. 53. Case study B Page 53
    54. 54. Case study C Page 54
    55. 55. Case study C Page 55
    56. 56. Conclusion and questions Page 56
    57. 57. ConclusionSummaryVideosQuestions Page 57
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×