Creativity and innovation

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Creativity and innovation

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

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