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Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
Creativity and innovation
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Creativity and innovation

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London June 2010-public event

London June 2010-public event

Published in: Business, Technology
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  • 1. Driving Innovation & Creativity through Human Resources<br />by Fluid <br />June 2010<br />Page TBC<br />
  • 2. Page TBC<br />Contents<br />TBC <br />
  • 3. Page TBC<br />Introduction to Fluid<br />
  • 4. Page TBC<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br />- Attraction & Selection<br />- Retention<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  • 5. Page TBC<br />Innovation and creativity for HR-according to Fluid<br />
  • 6. Page TBC<br />Innovation and creativity for HR-according to Fluid <br /><ul><li>Employer branding
  • 7. Engagement and empowerment
  • 8. Flexible working
  • 9. Learning & development and coaching/mentoring
  • 10. Performance management and appraisals
  • 11. Retention
  • 12. Reward
  • 13. Social networking
  • 14. Young people</li></li></ul><li>Page TBC<br />How HR can unlock the potential of global innovation<br />
  • 15. Page TBC<br />How HR can unlock the potential of global innovation <br /><ul><li>Make the case for global innovation
  • 16. Extend your skills audit to include knowledge and relationships
  • 17. Set up a new type of cross functional team
  • 18. Match team location with the task
  • 19. Focus on international career paths
  • 20. Adjust performance measures to encourage ‘thinking local, acting global’</li></li></ul><li>Page TBC<br />‘Blue ocean strategy’<br />
  • 21. Page TBC<br />‘Blue ocean strategy’ <br /><ul><li>Red oceans and blue oceans
  • 22. Value innovation
  • 23. Pure product or service innovation
  • 24. Preparing managers for work in the knowledge economy
  • 25. Aligning value, profit and people propositions
  • 26. Building a culture capable of ongoing change
  • 27. Mutually reinforcing elements that define fair process</li></li></ul><li>Page TBC<br />Case study 1-Procter & Gamble<br />
  • 28. Page TBC<br />Case study 1-Procter & Gamble <br /><ul><li>Sleep pods
  • 29. Free makeovers
  • 30. Product samples
  • 31. Assignment of two to four years
  • 32. Idea of safe failure
  • 33. Reward with a sabbatical</li></li></ul><li>Page TBC<br />Blocks to creativity<br />
  • 34. Page TBC<br />Blocks to creativity <br /><ul><li>Shortage of time
  • 35. Historical power bases
  • 36. Intolerance of failure
  • 37. What can managers do</li></li></ul><li>Page TBC<br />Managing the innovators<br />
  • 38. Page TBC<br />Managing the innovators <br /><ul><li>Features of the most innovative organisations
  • 39. Steps to find the right balance between fostering innovation putting creativity into practice </li></li></ul><li>Page TBC<br />Undertaking an innovation health check<br />
  • 40. Page TBC<br />Undertaking an innovation health check <br /><ul><li>Strategy
  • 41. Processes
  • 42. Goals/measurement
  • 43. Human capabilities
  • 44. Information and knowledge management
  • 45. Structure and roles
  • 46. Culture
  • 47. Issue resolution
  • 48. Leadership</li></li></ul><li>Page TBC<br />Case study 2-ITV<br />
  • 49. Page TBC<br /><ul><li>ITV Imagine
  • 50. Commitment from the senior team to introduce an innovation model
  • 51. Know your organisation
  • 52. Think about how the current design and culture inhibits or allows an easy process flow for innovation
  • 53. Do you have a creativity and innovation strategy in your L & D function? Should you create one? Do you train people to generate ideas?
  • 54. Instill a culture of creativity, learning and innovation</li></ul>Case study 2-ITV <br />
  • 55. Page TBC<br />Ways to increase the pre-conditions for creativity and innovation<br />
  • 56. Page TBC<br />Ways to increase the pre-conditions for creativity and innovation <br /><ul><li>Attend
  • 57. Intend
  • 58. Suspend
  • 59. Extend
  • 60. Connect</li></li></ul><li>Page TBC<br />Impact of the recession<br />
  • 61. Page TBC<br />Impact of the recession <br /><ul><li>Redundancies
  • 62. Cutbacks
  • 63. Fear can motivate change</li></li></ul><li>Page TBC<br />Innovation traffic light<br />
  • 64. Page TBC<br />
  • 65. Page TBC<br />Case study 3-Department for Children, Schools and Families<br />
  • 66. Page TBC<br />Case study 3-Department for Children, Schools and Families<br /><ul><li>Project with Digital Public
  • 67. Harness the expertise of all stakeholders
  • 68. Spark creativity by creating marketplaces for innovation
  • 69. Win respect and trust through accurate, evidence-based advice</li></li></ul><li>Page TBC<br />Imaginative recruitment advertisements<br />
  • 70. Page TBC<br />Imaginative recruitment advertisements <br /><ul><li>What great ideas are made of
  • 71. Delivering a multi-platform result
  • 72. The new rules of engagement
  • 73. Make the most of what you’ve got
  • 74. It’s all about teamwork
  • 75. Are you with the brand?
  • 76. Why creativity remains critical</li></li></ul><li>Page TBC<br />Attracting and exploiting the potential of breakthrough innovators<br />
  • 77. Page TBC<br />What do innovators look like<br />How to find innovators<br />Test people with live ammunition<br />Encourage mentoring and peer networks<br />Actively manage innovators’ careers<br />Attracting and exploiting the potential of breakthrough innovators <br />
  • 78. Page TBC<br />Strengths development + engagement=INNOVATION<br />
  • 79. Page TBC<br />Strengths development + engagement=INNOVATION <br /><ul><li>Three types of employees
  • 80. Thinking outside the box
  • 81. Spurring creativity
  • 82. Sharing ideas with friends</li></li></ul><li>Page TBC<br />Case study 4-What If!<br />
  • 83. Page TBC<br />Case study 4-What If!<br /><ul><li>Background
  • 84. Balance between efficiency and enterprise
  • 85. Natural inertia
  • 86. Feedback from clients
  • 87. Forget ‘new product development’
  • 88. Values
  • 89. Setting the recruitment bar high
  • 90. Induction</li></li></ul><li>Page TBC<br />A systematic approach to innovation<br />
  • 91. Page TBC<br />A systematic approach to innovation <br /><ul><li>Getting a clue
  • 92. Forming the innovation team
  • 93. Organising
  • 94. Brainstorming
  • 95. Conduct experiments
  • 96. Commercialisation</li></li></ul><li>Page TBC<br />Training people to be innovative<br />
  • 97. Page TBC<br />Training people to be innovative <br /><ul><li>Type 1 and Type 2 innovation
  • 98. Design for Six Sigma
  • 99. Define
  • 100. Measure
  • 101. Analyse
  • 102. Design
  • 103. Verify</li></li></ul><li>Page TBC<br />Case study 5-IBM<br />
  • 104. Page TBC<br />Case study 5-IBM<br /><ul><li>Line managers traditionally measured on sales and profits not risky new efforts that represented growth and future
  • 105. EBOs
  • 106. 25 since 2000
  • 107. Three failed
  • 108. Remaining 22 produce annual revenue of $15B, growing at 40% each year
  • 109. Evolving into a learning organisation</li></li></ul><li>Page TBC<br />Cultural characteristics of innovative workplaces<br />
  • 110. Page TBC<br />Cultural characteristics of innovative workplaces<br /><ul><li>Context rich
  • 111. Customer close
  • 112. Confidence building
  • 113. Curious
  • 114. Challenging
  • 115. Collaborative
  • 116. Defining, directing, developing and delivering</li></li></ul><li>Page TBC<br />Creating a culture of innovation<br />
  • 117. Page TBC<br />Creating a culture of innovation (1 of 2) <br /><ul><li>Whet the appetite
  • 118. Stake and prepare the ground
  • 119. Find the seeds
  • 120. Fence the garden
  • 121. Plant the seeds
  • 122. Tend new growth
  • 123. Thin and transplant
  • 124. Celebrate the harvest</li></li></ul><li>Page TBC<br />Creating a culture of innovation (2 of 2) <br /><ul><li>Space for generating ideas
  • 125. Quality of conversation
  • 126. Opportunities to influence</li></li></ul><li>Page TBC<br />Case study 6-Google<br />
  • 127. Page TBC<br />Case study 6-Google<br /><ul><li>Similarity to campus life
  • 128. Fluff and fundamental policy issues
  • 129. Hiring by consensus
  • 130. Positive measures, not measuring sickness
  • 131. Green credentials
  • 132. Scalability
  • 133. Making sure line managers know how to deal with people
  • 134. For the future</li></li></ul><li>Page TBC<br />Key enablers of an innovation strategy<br />
  • 135. Page TBC<br />Key enablers of an innovation strategy <br /><ul><li>Motivating purpose
  • 136. Stretching goals
  • 137. Selected strategies
  • 138. Unique core strengths
  • 139. Enabling structures
  • 140. Consistent and reliable systems
  • 141. Courageous and connected culture
  • 142. Inspiring leadership</li></li></ul><li>Page TBC<br />Common mistakes around innovation<br />
  • 143. Page TBC<br />Common mistakes around innovation <br /><ul><li>Confusion around the role of the leader
  • 144. Having a focus that is too narrow
  • 145. Mixed messages
  • 146. A laissez-faire approach to talent management</li></li></ul><li>Page TBC<br />Creative and commercial partnerships that really work<br />
  • 147. Page TBC<br />Creative and commercial partnerships that really work<br /><ul><li>Left brain, right brain
  • 148. Awareness of strengths and weaknesses
  • 149. Complementary cognitive skills
  • 150. Trust
  • 151. Raw intelligence
  • 152. Relevant knowledge
  • 153. Strong communication channels
  • 154. Motivation</li></li></ul><li>Page TBC<br />Conclusion and questions<br />
  • 155. Page TBC<br />Conclusion and questions<br /><ul><li>Conclusion
  • 156. Questions</li>

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