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Innovation<br />03-05.MAY.2010<br />
Weam N. AbbasBBA, SPHR.Senior Management ConsultantMTI Global Management of Tomorrow<br />2<br />Your Facilitator<br />
3<br />Conducted seminars in such countries like:<br /><ul><li>U.A.E.
Saudi Arabia
Romania
Egypt
U.S.A.
Canada</li></li></ul><li>4<br />Introduce Yourself<br />Your name <br />Title<br />Experience<br />Education<br />Hobbies<...
5<br />Some of our prestigious clients<br />
6<br />Other Important clients<br />
House Rules<br />7<br />7<br />
8<br />Turn me off please<br />
9<br />Methodology<br /><ul><li>Group Discussion
 Brainstorming
 Individual assignment and self assessment
 Thinking as individuals and as members of a team
 Maximum input from you</li></li></ul><li>10<br />Rules of the Workshop<br /><ul><li>Freedom to share your ideas
Participation is a must
No smoking in the room
Bring your tea , coffee, etc.
Attendance & Certificates
Lets have fun!</li></li></ul><li>11<br />Objectives<br />To provide participants with the required knowledge and skills th...
12<br />By the end of the program, participants will be able to:<br />1-	Look at issues and problems facing the business a...
Looking at things in a new way – breakthrough thinking
Developing new strategies that fundamentally change the way the organization does business
Propelling Mobily industry leadership through pioneering new products, services or work processes to set a new industry st...
Industry Examples and Case-Study
Types of Innovation</li></ul>09:20 am – 10:00 am<br /><ul><li> Incremental and Radical Innovation
Factors that favor Incremental Innovation
 Innovation in Processes
Service Innovation
 Group Exercise
Coffee Break</li></ul>10:00 am – 10:15 am<br /><ul><li>The S-Curve</li></ul>10:15 am – 10:45 am<br /><ul><li> A Concept an...
 Where do you stand on the S-Curve?
 Group Exercise</li></ul>13<br />
Day 1<br />2<br /><ul><li>Theoretical and Psychological Aspects of Innovation and Creativity</li></ul>10:45 am – 11:25am<b...
The components  of individual Innovation and Creativity
Characteristics of Innovative and Creative Groups
The effect of Time Pressure on Creativity
Types of Thinking in Innovation</li></ul>11:25am – 12:00 pm<br /><ul><li> Critical and Analytical Thinking
Creative and Analogical Thinking
 The Communication Dilemma
Group Exercise
Lunch and Thuhur Prayer Break</li></ul>12:00 pm – 01:00 pm<br />14<br />
Day 1<br />3<br /><ul><li>Latest Trends of Innovation in the Telecommunication Industry</li></ul>01:00 pm – 02:00 pm<br />...
The Vicious North American-European-Asian Race and its Impact on the JCC Market
Mobily’s Position Compared to JCC Competitors
Group Exercise
Idea Generation</li></ul>01:40 pm -  02:10 pm<br /><ul><li>New Knowledge and Tapping the Ideas of Customers
Learning from Lead Users and Empathetic Design
The Role of Mental Preparation
How Management can Encourage Idea Generation
Two Idea Generation Techniques</li></ul>15<br />
Day 1<br />4<br /><ul><li>Recognizing Opportunities</li></ul>02:10 pm – 02:40 pm<br /><ul><li>A Method for Opportunity Rec...
Rough-Cut Business Evaluation
Analyzing Competition to Recognize Opportunities for Mobily as a Leader in the Telecommunication Market
The Creative Associate of Mobily</li></ul>02:40 pm – 03:00 pm<br /><ul><li>Characteristics of the Creative Associate
Signs and Signals of Hidden Innovators
Individual vs. Group Creativity
Coffee and Asr Prayer Break</li></ul>03:00 pm – 03:300 pm<br /><ul><li>Conclusion of Day 1 - Q&A Session</li></ul>03:30 pm...
Day 2<br />1<br /><ul><li>Review of Material Covered in Day 1</li></ul>08:15 am – 08:25 am<br /><ul><li>Moving Innovation ...
Stage-Gate Systems
Financial Issues
Extending Innovations through Platforms
Innovation Across all Organizational Departments</li></ul>09:00 am – 10:00 am<br /><ul><li>Administration and Human Resources
Marketing, Advertising and Public Relations
CRM and Clientele Development
Financial Management
Group Exercise
Coffee Break</li></ul>10:00 am – 10:15 am<br />17<br />
Day 2<br />2<br /><ul><li>Innovation and Creativity Through Change</li></ul>10:15 am – 10:45 am<br /><ul><li>Definition an...
The Four Stages of Change Organizations go through
The Perception of Change
The Human Brain and Mind Mapping</li></ul>10:45 am – 11:15 am<br /><ul><li>Right-Brain-Dominant vs. Left-Brain-Dominant
Brain Storming and its 7 Rules
The 80/20 vs. 50/50. Logic vs. Emotion
What Leaders Must Do</li></ul>11:15 am – 12:00  pm<br /><ul><li>Develop an Innovation-Friendly Culture
Establish Strategic Direction</li></ul>18<br />
Day 2<br />3<br /><ul><li>Lunch and Thuhur Prayer Break</li></ul>12:00 pm – 01:00 pm<br /><ul><li>STC Innovation Strategy<...
Zain Innovation Strategy</li></ul>02:00 pm – 03:00 pm<br /><ul><li>Group Exercise and Discussion
Coffee and Asr Prayer Break</li></ul>03:00 pm – 03:30 pm<br /><ul><li>Conclusion of Day 2 Certification Handout</li></ul>0...
20<br />
21<br />
22<br /><ul><li>Introduction to Innovation and creativity</li></ul>Process by which an idea or invention is translated int...
23<br />In business, innovation results often from the application of a scientific or technical idea in decreasing the gap...
24<br />
25<br />Innovation is a change in the thought process for doing something or "new stuff that is made useful“. It may refer...
26<br />in·no·va·tion <br />Pronunciation: ˌi-nə-ˈvā-shən<br />Function: noun<br />Date: 15th century<br />1 : the introdu...
27<br />Types of Innovation<br />Incremental Innovation<br />It is generally understood to exploit existing forms or techn...
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  1. 1. Innovation<br />03-05.MAY.2010<br />
  2. 2. Weam N. AbbasBBA, SPHR.Senior Management ConsultantMTI Global Management of Tomorrow<br />2<br />Your Facilitator<br />
  3. 3. 3<br />Conducted seminars in such countries like:<br /><ul><li>U.A.E.
  4. 4. Saudi Arabia
  5. 5. Romania
  6. 6. Egypt
  7. 7. U.S.A.
  8. 8. Canada</li></li></ul><li>4<br />Introduce Yourself<br />Your name <br />Title<br />Experience<br />Education<br />Hobbies<br />Expectations<br />
  9. 9. 5<br />Some of our prestigious clients<br />
  10. 10. 6<br />Other Important clients<br />
  11. 11. House Rules<br />7<br />7<br />
  12. 12. 8<br />Turn me off please<br />
  13. 13. 9<br />Methodology<br /><ul><li>Group Discussion
  14. 14. Brainstorming
  15. 15. Individual assignment and self assessment
  16. 16. Thinking as individuals and as members of a team
  17. 17. Maximum input from you</li></li></ul><li>10<br />Rules of the Workshop<br /><ul><li>Freedom to share your ideas
  18. 18. Participation is a must
  19. 19. No smoking in the room
  20. 20. Bring your tea , coffee, etc.
  21. 21. Attendance & Certificates
  22. 22. Lets have fun!</li></li></ul><li>11<br />Objectives<br />To provide participants with the required knowledge and skills that will enable them to think innovatively and creatively and to employ this style of thinking in problem solving and development of work methods in the organization.<br />
  23. 23. 12<br />By the end of the program, participants will be able to:<br />1- Look at issues and problems facing the business and create new ways to tackle them. They will be involved and have the capability to question current practices and develop rational arguments to try new things.<br />2- Devise entirely new concepts and breakthrough thinking by:<br /> <br /><ul><li>Devising entirely new strategic ideas from scratch that can move the organization forward
  24. 24. Looking at things in a new way – breakthrough thinking
  25. 25. Developing new strategies that fundamentally change the way the organization does business
  26. 26. Propelling Mobily industry leadership through pioneering new products, services or work processes to set a new industry standard.</li></li></ul><li>Day 1<br />1<br /><ul><li>Introduction to Innovation and creativity</li></ul>09:00 am – 09:20 am<br /><ul><li>Common Definitions
  27. 27. Industry Examples and Case-Study
  28. 28. Types of Innovation</li></ul>09:20 am – 10:00 am<br /><ul><li> Incremental and Radical Innovation
  29. 29. Factors that favor Incremental Innovation
  30. 30. Innovation in Processes
  31. 31. Service Innovation
  32. 32. Group Exercise
  33. 33. Coffee Break</li></ul>10:00 am – 10:15 am<br /><ul><li>The S-Curve</li></ul>10:15 am – 10:45 am<br /><ul><li> A Concept and its Lessons
  34. 34. Where do you stand on the S-Curve?
  35. 35. Group Exercise</li></ul>13<br />
  36. 36. Day 1<br />2<br /><ul><li>Theoretical and Psychological Aspects of Innovation and Creativity</li></ul>10:45 am – 11:25am<br /><ul><li>Myths about Creativity
  37. 37. The components of individual Innovation and Creativity
  38. 38. Characteristics of Innovative and Creative Groups
  39. 39. The effect of Time Pressure on Creativity
  40. 40. Types of Thinking in Innovation</li></ul>11:25am – 12:00 pm<br /><ul><li> Critical and Analytical Thinking
  41. 41. Creative and Analogical Thinking
  42. 42. The Communication Dilemma
  43. 43. Group Exercise
  44. 44. Lunch and Thuhur Prayer Break</li></ul>12:00 pm – 01:00 pm<br />14<br />
  45. 45. Day 1<br />3<br /><ul><li>Latest Trends of Innovation in the Telecommunication Industry</li></ul>01:00 pm – 02:00 pm<br /><ul><li>Western vs. Eastern Innovative Styles
  46. 46. The Vicious North American-European-Asian Race and its Impact on the JCC Market
  47. 47. Mobily’s Position Compared to JCC Competitors
  48. 48. Group Exercise
  49. 49. Idea Generation</li></ul>01:40 pm - 02:10 pm<br /><ul><li>New Knowledge and Tapping the Ideas of Customers
  50. 50. Learning from Lead Users and Empathetic Design
  51. 51. The Role of Mental Preparation
  52. 52. How Management can Encourage Idea Generation
  53. 53. Two Idea Generation Techniques</li></ul>15<br />
  54. 54. Day 1<br />4<br /><ul><li>Recognizing Opportunities</li></ul>02:10 pm – 02:40 pm<br /><ul><li>A Method for Opportunity Recognition
  55. 55. Rough-Cut Business Evaluation
  56. 56. Analyzing Competition to Recognize Opportunities for Mobily as a Leader in the Telecommunication Market
  57. 57. The Creative Associate of Mobily</li></ul>02:40 pm – 03:00 pm<br /><ul><li>Characteristics of the Creative Associate
  58. 58. Signs and Signals of Hidden Innovators
  59. 59. Individual vs. Group Creativity
  60. 60. Coffee and Asr Prayer Break</li></ul>03:00 pm – 03:300 pm<br /><ul><li>Conclusion of Day 1 - Q&A Session</li></ul>03:30 pm – 04:00 pm<br />16<br />
  61. 61. Day 2<br />1<br /><ul><li>Review of Material Covered in Day 1</li></ul>08:15 am – 08:25 am<br /><ul><li>Moving Innovation to Market</li></ul>08:25 am – 09:00 am<br /><ul><li>The Idea Funnel
  62. 62. Stage-Gate Systems
  63. 63. Financial Issues
  64. 64. Extending Innovations through Platforms
  65. 65. Innovation Across all Organizational Departments</li></ul>09:00 am – 10:00 am<br /><ul><li>Administration and Human Resources
  66. 66. Marketing, Advertising and Public Relations
  67. 67. CRM and Clientele Development
  68. 68. Financial Management
  69. 69. Group Exercise
  70. 70. Coffee Break</li></ul>10:00 am – 10:15 am<br />17<br />
  71. 71. Day 2<br />2<br /><ul><li>Innovation and Creativity Through Change</li></ul>10:15 am – 10:45 am<br /><ul><li>Definition and Overviewof the Concept of Change
  72. 72. The Four Stages of Change Organizations go through
  73. 73. The Perception of Change
  74. 74. The Human Brain and Mind Mapping</li></ul>10:45 am – 11:15 am<br /><ul><li>Right-Brain-Dominant vs. Left-Brain-Dominant
  75. 75. Brain Storming and its 7 Rules
  76. 76. The 80/20 vs. 50/50. Logic vs. Emotion
  77. 77. What Leaders Must Do</li></ul>11:15 am – 12:00 pm<br /><ul><li>Develop an Innovation-Friendly Culture
  78. 78. Establish Strategic Direction</li></ul>18<br />
  79. 79. Day 2<br />3<br /><ul><li>Lunch and Thuhur Prayer Break</li></ul>12:00 pm – 01:00 pm<br /><ul><li>STC Innovation Strategy</li></ul>01:00 pm – 02:00 pm<br /><ul><li>Group Exercise and Discussion
  80. 80. Zain Innovation Strategy</li></ul>02:00 pm – 03:00 pm<br /><ul><li>Group Exercise and Discussion
  81. 81. Coffee and Asr Prayer Break</li></ul>03:00 pm – 03:30 pm<br /><ul><li>Conclusion of Day 2 Certification Handout</li></ul>03:30 pm – 04:00 pm<br />19<br />
  82. 82. 20<br />
  83. 83. 21<br />
  84. 84. 22<br /><ul><li>Introduction to Innovation and creativity</li></ul>Process by which an idea or invention is translated into a good or service for which people will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination, and initiative in deriving greater or different value from resources, and encompasses all processes by which new ideas are generated and converted into useful products.<br />
  85. 85. 23<br />In business, innovation results often from the application of a scientific or technical idea in decreasing the gap between the needs or expectations of the customers and the performance of a firm's products or services.<br />
  86. 86. 24<br />
  87. 87. 25<br />Innovation is a change in the thought process for doing something or "new stuff that is made useful“. It may refer to an incremental emergent or radical and revolutionary changes in thinking, products, processes, or organizations<br />
  88. 88. 26<br />in·no·va·tion <br />Pronunciation: ˌi-nə-ˈvā-shən<br />Function: noun<br />Date: 15th century<br />1 : the introduction of something new2 : a new idea, method, or device<br />
  89. 89. 27<br />Types of Innovation<br />Incremental Innovation<br />It is generally understood to exploit existing forms or technologies. It either improves upon something that<br />Already exists or reconfigures an existing form or technology to serve some other purpose<br />
  90. 90. 28<br />Types of Innovation<br />Radical Innovation<br />It is something new to the world, and a departure from existing technology or method. The terms breakthrough innovation, disruptive and discontinuous innovation are often used synonyms for Radical Innovation<br />
  91. 91. 29<br />Types of Innovation<br />Factors that favor Incremental Innovation<br /><ul><li>Timeline
  92. 92. Cost
  93. 93. Steadiness
  94. 94. Risk</li></li></ul><li>30<br />Types of Innovation<br />Innovation in Processes<br />People are used to thinking of innovation in terms of physical, manufactured goods such as computer chips, flat screen displays, fuel cells, night vision equipment, and so forth. In reality, process and service innovations are just as important in the competitive life of companies and industries.<br />
  95. 95. 31<br />Types of Innovation<br /> Service Innovation<br />Great things happen when people rethink how best to serve customers. Service Innovation can very well produce winning business models.<br />
  96. 96. 32<br />
  97. 97. 33<br />The S-Curve<br />The Concept<br />
  98. 98. 34<br />The S-Curve<br />Lessons Learnt from The S-Curve<br />Lesson 1: Defenders face difficult choices<br /><ul><li>Abandon the business they already own, with all its cash flow and certainty, in favor of the rival technology
  99. 99. Hold onto what they have and work hard to make it better or useful to more customers.
  100. 100. Hold onto the existing business and begin investing in the new technology as a hedge against the future.</li></li></ul><li>35<br />The S-Curve<br />Lessons Learnt from The S-Curve<br />Lesson 2: Leaders in one generation of technology are seldom leaders in the next<br />
  101. 101. 36<br />The S-Curve<br />Lessons Learnt from The S-Curve<br />Lesson 3: Attackers enjoy important advantages<br /><ul><li>An undivided focus
  102. 102. An ability to attract talent
  103. 103. They are not captives of powerful customers
  104. 104. Little bureaucracy
  105. 105. No need to protect investments in unrelated skills or assets</li></li></ul><li>37<br />
  106. 106. 38<br />The S-Curve<br />Where do you stand on The S-Curve?!<br /><ul><li>Get on board the rival technology
  107. 107. Leapfrog the rival technology with something better
  108. 108. Look for a breakthrough that will give your technology a new lease on life
  109. 109. Stick with your current technology, but expand it into different markets</li></li></ul><li>39<br />The S-Curve<br />Group Exercise<br />
  110. 110. 40<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Myths about Creativity<br />The smarter you are, the more creative you are<br />
  111. 111. 41<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Myths about Creativity<br />The young are more creative than the old<br />
  112. 112. 42<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Myths about Creativity<br />Creativity is reserved for the few – the flamboyant risk takers<br />
  113. 113. 43<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Myths about Creativity<br />Creativity is a solitary act<br />
  114. 114. 44<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Myths about Creativity<br />You can’t manage creativity<br />
  115. 115. 45<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />The components of individual Innovation and Creativity<br />
  116. 116. 46<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Characteristics of Innovative and Creative Groups<br />
  117. 117. 47<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />Characteristics of Innovative and Creative Groups<br /><ul><li>Individual differences can produce a creative friction that sparks new ideas
  118. 118. Diversity of thought and perspective is a safeguard against Groupthink.
  119. 119. Diversity of thought and skills gives good ideas more opportunities to develop</li></li></ul><li>48<br />Theoretical and Psychological Aspects of Innovation and Creativity<br />The effect of Time Pressure on Creativity<br />
  120. 120. 49<br />What do you see?<br />
  121. 121. 50<br />Types of Thinking in Innovation<br />Critical and Analytical Thinking<br />This type of thinking style involves determining the meaning and significance of what is observed or expressed, or, concerning a given inference or argument, determining whether there is adequate justification to accept the conclusion as true<br />
  122. 122. 51<br />Types of Thinking in Innovation<br />Creative and Analogical Thinking<br />analogical thinking refers to a process of finding and using a known experience or domain to understand an unknown phenomenon or domain. In this case, the term thinking is used quite broadly, and may embrace subconscious or unconscious responses<br />
  123. 123. 52<br />Types of Thinking in Innovation<br />The Communication Dilemma<br />
  124. 124. 53<br />Types of Thinking in Innovation<br />Group Exercise<br />
  125. 125. 54<br />Latest Trends of Innovation in the Telecommunication Industry<br />Western vs. Eastern Innovative Styles<br />North America<br /><ul><li>Mass-Production
  126. 126. Cost-Effectiveness
  127. 127. Global Expansions
  128. 128. Bottom-line</li></li></ul><li>55<br />Latest Trends of Innovation in the Telecommunication Industry<br />Western vs. Eastern Innovative Styles<br />Western Europe<br /><ul><li>Quality
  129. 129. Cost-Effectiveness
  130. 130. Market Share
  131. 131. Bottom-line</li></li></ul><li>56<br />Latest Trends of Innovation in the Telecommunication Industry<br />Western vs. Eastern Innovative Styles<br />Eastern Europe<br /><ul><li>Cost-Effectiveness
  132. 132. Competition
  133. 133. Bottom-line
  134. 134. Brand Development</li></li></ul><li>57<br />Latest Trends of Innovation in the Telecommunication Industry<br />Western vs. Eastern Innovative Styles<br />Asia<br /><ul><li>Quality
  135. 135. Cost-Effectiveness
  136. 136. Market Dominance
  137. 137. Bottom-line</li></li></ul><li>58<br />Latest Trends of Innovation in the Telecommunication Industry<br />Western vs. Eastern Innovative Styles<br />JCC<br /><ul><li>Quality
  138. 138. Competition
  139. 139. Brand Development
  140. 140. Stock Market Placement</li></li></ul><li>59<br />Latest Trends of Innovation in the Telecommunication Industry<br /><ul><li>The Vicious North American-European-Asian Race and its Impact on the JCC Market</li></li></ul><li>60<br />Latest Trends of Innovation in the Telecommunication Industry<br /><ul><li>Mobily’s Position Compared to JCC Competitors</li></li></ul><li>61<br />Idea Generation<br />New Knowledge and Tapping the Ideas of Customers<br />Most radical innovations are the product of new knowledge, like computers<br />Customers are an evergreen source of innovative ideas if salespeople, service people, and R&D teams listen to what they say and probe for more<br />
  141. 141. 62<br />Idea Generation<br />Learning from Lead Users and Empathetic Design<br />Lead Users are companies and individuals, customers and non-customers whose needs are far ahead of market trends<br />
  142. 142. 63<br />Idea Generation<br />Learning from Lead Users and Empathetic Design<br />Empathetic Design is an idea-generating technique whereby innovators observe how people use existing products and services in their own environments to produce solutions to problems customers are not aware of yet.<br />
  143. 143. 64<br />Idea Generation<br />The Role of Mental Preparation<br />A prepared mind is more likely to formulate a problem-solving idea or<br />recognize an opportunity<br /><ul><li>Search the literature.
  144. 144. Look at all sides of the problems.
  145. 145. Talk with people who are familiar with the problem.
  146. 146. Play with the problem.
  147. 147. Ignore the accepted wisdom.</li></li></ul><li>65<br />Idea Generation<br />How Management can Encourage Idea Generation<br /><ul><li>Rewards
  148. 148. A climate of innovation
  149. 149. Hire innovative people
  150. 150. Encourage the cross-pollination of ideas
  151. 151. Support for innovators</li></li></ul><li>66<br />Recognizing Opportunities<br /><ul><li>A Method for Opportunity Recognition</li></li></ul><li>67<br />
  152. 152. 68<br />The Creative Associate of Mobily<br />Characteristics of the Innovative and Creative Associate at Mobily<br /><ul><li>An expert or well-experienced/Educated in one or two fields.
  153. 153. Enjoys doing innovative work.
  154. 154. An individual contributor.
  155. 155. Good problem solvers.
  156. 156. Find new and different ways</li></ul> of seeing things.<br /><ul><li>A collaborator.</li></li></ul><li>69<br />Moving Innovation to Market<br />The Idea Funnel<br />
  157. 157. 70<br />Moving Innovation to Market<br /><ul><li>Stage-Gate Systems</li></li></ul><li>71<br />Innovation Across all Organizational Departments<br />Administration and Human Resources<br /><ul><li>Job and candidate profiling.
  158. 158. Job matching.
  159. 159. Personality/job requirement training.
  160. 160. Employee exchange programs.</li></li></ul><li>72<br />Innovation Across all Organizational Departments<br />Marketing, Advertising and Public Relations<br />
  161. 161. 73<br />Innovation Across all Organizational Departments<br />CRM and Clientele Development<br />
  162. 162. 74<br />Innovation Across all Organizational Departments<br />Financial Management<br /><ul><li>Before taxation investments
  163. 163. RRSP
  164. 164. Pension Plans
  165. 165. Paid-up Pension Plans
  166. 166. Paid-up insurance policies</li></li></ul><li>75<br />Innovation Across all Organizational Departments<br />Group Exercise<br />
  167. 167. 76<br />Innovation and Creativity Through Change<br />Definition and Overview of the Concept of Change<br />It is the process to transform something from one form to another<br />Generally, we fear change because we develop high levels of comfort in what we are already familiar with<br />
  168. 168. 77<br />Vision<br />Skills<br />Incentives<br />Resources<br />Action Plan<br />+<br />+<br />+<br />+<br />=<br />Change<br />Skills<br />Incentives<br />Resources<br />Action Plan<br />+<br />+<br />+<br />+<br />=<br />Confusion<br />Vision<br />Incentives<br />Resources<br />Action Plan<br />+<br />+<br />+<br />+<br />=<br />Anxiety<br />Gradual <br />Change<br />Vision<br />Skills<br />Resources<br />Action Plan<br />+<br />+<br />+<br />+<br />=<br />Vision<br />Skills<br />Incentives<br />Action Plan<br />+<br />+<br />+<br />+<br />=<br />Frustration<br />Vision<br />Skills<br />Incentives<br />Resources<br />+<br />+<br />+<br />+<br />=<br />False Starts<br />
  169. 169. 78<br />Innovation and Creativity Through Change<br />The Four Stages of Change Organizations go through<br />Initial start-up<br />Rapid growth<br />Leveling-out<br />Decline<br />
  170. 170. 79<br />The Human Brain and Mind Mapping<br />Right-Brain-Dominant <br />vs. <br />Left-Brain-Dominant<br />Right Brain<br />Left Brain<br />- logic<br />- reason<br />- mathematics<br />- linear analysis<br />- creativity<br />- synthesis/blend<br />- recognition<br />- visual<br />
  171. 171. 80<br />The Human Brain and Mind Mapping<br />Brain Storming and its 7 Rules<br />Rule # 1:Define the issue/problem<br />Rule # 2:There must be ABSOLUTELY NO CRITICIZING OF IDEAS<br />
  172. 172. 81<br />The Human Brain and Mind Mapping<br />Brain Storming and its 7 Rules<br />Rule # 3:Write down about five criteria for judging which ideas best<br />Rule # 4:Now select the five ideas that everyone likes best<br />
  173. 173. 82<br />The Human Brain and Mind Mapping<br />Brain Storming and its 7 Rules<br />Rule # 5:Give each idea a score of 0 to 5 points depending on how well it meets each criterion<br />Rule # 6:Regardless of how it sounds, the idea with the highest score, is the one<br />
  174. 174. 83<br />The Human Brain and Mind Mapping<br />Brain Storming and its 7 Rules<br />Rule # 7:Enjoy the Session<br />
  175. 175. 84<br />The Human Brain and Mind Mapping<br />The 80/20 vs. 50/50. <br />Logic vs. Emotion<br />
  176. 176. 85<br />What Leaders Must Do<br />Develop an Innovation-Friendly Culture<br />Establish Strategic Direction<br />Be Involved in the Innovation Process<br />Be Open to New Ideas, But Be Skeptical<br />
  177. 177. 86<br />What Leaders Must Do<br />Put People with the Right Stuff in Charge<br />Create an Ambidextrous Organization<br />Improve the Idea-to-Commercialization Process<br />
  178. 178. 87<br />STC’s Innovation Strategy<br />Group Exercise and Discussion<br />
  179. 179. 88<br />Zain’s Innovation Strategy<br />Group Exercise and Discussion<br />
  180. 180. 89<br />
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