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Innovation Training

Innovation Training

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 Innovation Training Innovation Training Presentation Transcript

  • INNOVATION TRAININGPrepared by Youssef Gaboune, Isam Faik & Hajar Bensghir
  • OUTLINE
  • OUTLINE
  • 1- DEFINITIONS CREATIVITY INNOVATION is the ability of Is the process by conceiving which we create and something original act on ideas that or unusual. have value.
  • 1- DEFINITIONS “ INNOVATION is the successful implementation of new ideas in any aspect of a business.”
  • VIDEO 1What is Innovation? (1min20) http://youtu.be/5Uh1KxcpWz0
  • VIDEO 2Creativity vs Innovation De Bono (2min46) http://youtu.be/eWM1PK2XrJ4
  • Innovations can be hard to identifyThis “telephone” has too manyshortcomings to be seriouslyconsidered as a means ofcommunication. The device is inherentlyof no value to us.” Western Union internal memo, 1876.
  • Innovations can be hard to identify“I think there is a worldmarket for maybe 5computers.” Thomas Watson, Chairman IBM, 1943
  • Innovations can be hard to identify“There is no reason why anyonewould want a computer in theirhome.”Ken Olson, president, chairman and founder of Digital EquipmentCorporation, 1977.
  • 5 Myths about Innovation Birkinshaw et al 2011
  • 5 Myths of Innovation Research was conducted over a three-year period in cooperation with a group of leading companies.The participants came from various sectors: consumer products (Mars, Sara Lee, Best Buy, Whirlpool), pharmaceuticals (Roche Diagnostics, GSK), broadcasting (BBC), energy (BP), information and com- munication technology (BT, IBM), business information (Thomson Reuters) — as well as two banks that were at the center of the recent financial crisis (UBS and RBS). We could have excluded themhttp://www.istockphoto.com/stock-photo-1931448-research.php?st=187d274 from the study, but they faced distinctive challenges that significantly enriched the study. We interviewed a total of 54 people, some of them several times, in these companies, and we wrote up detailed case studies about six of the companies (Mars, Roche, GSK, IBM, BT and UBS). Birkinshaw et al 2011
  • 5 myths about innovation 1. Eureka moment 2. Build IT and they will come 3. Open innovation is the future 4. Pay is paramount 5. Bottom-up innovation is bestNOTE: Details in the MIT Innovation Report Birkinshaw et al 2011 15
  • 5 Myths of Innovation Birkinshaw et al 2011
  • 1250 Company Leaders60 countries
  • Many Industries see significant pressure for bothprocess innovation and radical innovation
  • INNOVATION SURVEY 300 companieshttp://www.wowgreatidea.com/articles/7_PWCInnovationSurvey.pdf
  • Answer this question in small groups (10-15mins)What changes would most effectiveley improve your organisation’s ability to innovate?
  • What changes would most effectiveley improve your organisation’s ability to innovate?
  • Answer this question in small groups (10-15mins) From what sources do you get ideas for new services?
  • From what sources do you get ideas for new services?
  • Answer this question in small groups (10-15mins) What mechanisms exist to share, debate and develop ideas?
  • What mechanisms exist toshare, debate and develop ideas?
  • In a business context, what do youunderstand the term innovation to mean?
  • TOP 3 Most importantcapabilities forinnovation
  • TOP 10 FundamentalCharacteristics of Innovative Organizations
  • VIDEO 3Creative Commercial http://youtu.be/2T1_VB1FqRU
  • NOTESThe challenges you face are very complex and are likelyto have been explored by predecessors. You will have ahigher likelihood of success at solving such complex, difficult, and already-examined problems byintentionally assembling the right team of people. Thisteam will work best if it consists of a core group of 3-8individuals, one of whom is the facilitator. By mixingdifferent disciplinary and educational backgrounds, youwill have a better chance of coming up with unexpectedsolutions when these people approach problems fromdifferent points of view.
  • NOTESHaving a separate project space allows theteam to be constantly inspired by imageryfrom the field, immersed in their post-itnotes, and able to track the progress of theproject. If possible, find a dedicated space foryour design team to focus on the challenge.
  • NOTESMany people notice that they work bestwith deadlines and concrete timelines.Likewise, an innovation project with abeginning, middle, and end is more likelyto keep the team motivated and focusedon moving forward.
  • Human-Centered Design (HCD)is a process and a set oftechniques used to create newsolutions for the world.Solutions includeproducts, services, environments, organizations, and modeof interaction.
  • The Human Centered Design Processuses 3 LENSES
  • The Desirability LensWe seek to listen to and understand what customers want.
  • The Feasability Lens
  • The Viability Lens
  • OUTLINE
  • 4- TEAM INNOVATIONSource: West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: CreativeManagement and Development. Henry, J. (ed.) London: Sage
  • 4- TEAM INNOVATION Process Task Group Environ- Compos- ment itionSource: West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: CreativeManagement and Development. Henry, J. (ed.) London: Sage
  • 4- TEAM INNOVATION TASK Should be Intrinsically motivating Team members autonomy Significant Appropriate to achieving goalsWest, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Managementand Development. Henry, J. (ed.) London: Sage
  • 3- TEAM INNOVATION Group Composition Team of individuals who demonstrate high levels of ‘openness’Barrick, M.R., Stewart, G.L., Neubert, M.J., Mount, M.K. (1998) Relating member ability and personalityto work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377–91.
  • 3- TEAM INNOVATION Group Composition A team of individuals with different backgrounds and diverse range of skills is more innovativeDesivilya et al. , Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task andRelationship conflict, Negotiation and Conflict Management Research, 3(1)
  • 33- TEAM INNOVATION Environment Extrinsic rewards have a positive effect on enhancing the innovating spirit within a teamEisenberger, R. and Cameron, J. (1996) Detrimental effects of reward: Reality of myth?American Psychologist, 51(11), 1153–66
  • 3- TEAM INNOVATION Environment Optimal Climate for innovation: challenge, encourag ement, and work group supportAmabile, T.M. Conti, R., Coon, H., Lazenby, J., and Herron, M. (1996) Assessing the workenvironment for creativity. Academy of Management Journal, 39, 1154–84
  • 3- TEAM INNOVATION ProcessReflexivityhas been found to be a “Team reflexivity is the extentkey factor enhancing to which team members collectively reflect upon theinnovation among team team’s objectives, strategiesmembers and processes as well as their wider organizations, and adapt to them accordingly”West, M.A. (2000) Reflexivity, revolution, and innovation in work teams.) Advances in Interdisciplinary Studies of Work Teams:Product Development Teams Stamford, Connecticut: JAI Press. (pp. 1–29)
  • OUTLINE
  • 4.1 The Organizational Innovation RadarSource: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 4.1 The Innovation Radar 7 6 5 4 3 2 1Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 4.1 The Innovation Radar 58Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 4.1 The Innovation RadarSource: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • The Innovation Radar consists of4 key business anchors 1 4 2 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar 1 OFFERINGS (WHAT) A COMPANY CREATES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar 1 OFFERINGS (WHAT) Develop innovative new products or services Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar CUSTOMERS (WHO) 2 IT SERVES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • The Innovation Radar CUSTOMERS (WHO) Discover unmet 2 customer needs or identify underserved customer segments. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • The Innovation Radar PROCESSES (HOW) IT EMPLOYS 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar PROCESSES (HOW) Redesign core operating processes to improve efficiency and effectiveness. 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar PRESENCE (WHERE) TO TAKE4 OFFERINGS TO MARKET Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • The Innovation Radar PRESENCE (WHERE) Create new distribution4 channels or innovative points of presence. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation RadarOFFERINGS (WHAT) PLATFORM PLATFORM is a set of common components, assembly methods or technologies that serve as building blocks for a portfolio of products or services. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation RadarOFFERINGS (WHAT) PLATFORM PLATFORM Use common components or building blocks to create derivative offerings. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation RadarOFFERINGS (WHAT) SOLUTIONS PLATFORM customized, integrated SOLUTIONS combination of products, services and information that solves a customer problem Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation RadarOFFERINGS (WHAT) PLATFORM SOLUTIONS SOLUTIONS Create integrated and customized offerings that solve end-to-end customer problems. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar CUSTOMER EXPERIENCE everything a customer sees, hears, feels and otherwise experiences CUSTOMERS while inter- acting with (WHO) a company at all CUSTOMER moments. EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar CUSTOMER EXPERIENCE Redesign customer interactions across CUSTOMERS all touch points and (WHO) all moments of contact. CUSTOMER EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar VALUE CAPTURE Mechanism that a company uses to recapture the value it CUSTOMERS creates (WHO) CUSTOMER EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar VALUE CAPTURE Redefine how company gets paid CUSTOMERS or create innovative (WHO) new revenue CUSTOMER streams. EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar ORGANIZATION The way in which a company structures itself, its partnerships and its employee roles and responsibilitiesORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar ORGANIZATION Change form, function or activity scope of the firm.ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar SUPPLY CHAIN The sequence of activities and agents that moves goods, services and information from source to delivery ofSUPPLY products and servicesCHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar SUPPLY CHAIN Think differently about sourcing and fulfillment.SUPPLYCHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar NETWORKING A company and itsNETWORKING products and services are connected toPRESENCE customers through a(WHERE) network that can sometimes become part of the firm’s competitive advantage. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar NETWORKING Create network-NETWORKING centric intelligent and integrated offerings.PRESENCE(WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar BRAND BRAND the symbols, words or NETWORKING marks through which a company communi-PRESENCE cates a promise to(WHERE) customers Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar BRAND BRAND Leverage a brand NETWORKING into new domains.PRESENCE(WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 4.1 The Innovation Radar EXAMPLE: Apple’s 1st IPodApple attacked not only the offeringsand platform dimensions but also thesupply chain (content owners), presence(portability of a customer’s entirecollection of music, photos andvideos), networking (connecting withMac or Windows computers), valuecapture (iTunes), customer experience(the complete iPod experience) andbrand (extending the Apple brand).
  • 4.2 ORGANIZATIONAL INNOVATION DIFFUSION MODEL Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 1 7 2 6 3 5 4Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • THE INNOVATION ADVOCATEis a person or people who foster and facilitate the creation and acceptance of innovation and its diffusion throughout an organization Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 1- INNOVATION ADOPTED AS A CORE VALUE 1To move innovation from a talking point to a value set for whichthe organization is willing to make operational investments forlong-term growth. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 2- COMMUNICATION STRATEGY 2Communicate to employees that the organization not onlyvalues their ideas, but has a method by which to collect themand potentially transform them into reality. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 3- SYSTEM FOR CONSIDERING NEW IDEAS 3Facilitates the removal of barriers that might otherwisehave blocked an idea before it could reach the decisionmakers in leadership positions. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 4- FILTRATIONThe ideas aremeasuredagainst howwell they meetorganizationalobjectives 4 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 5- BUY-INCreation ofcommunicationsthat engage theintendedaudiencetowardinnovation 5initiatives. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 6- RESOURCE ALLOCATIONTo build multi-disciplinaryteams forimplementation 6 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 7- REFLECTION & REGENERATIONOpportunity tolearn fromprocess 7successes andidentifiesareas forimprovement. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • OUTLINE
  • GroupActivity 1
  • Group ActivityHand over devices to each team (or show themon the screen) and ask them to come up withone change they would like to see in the productand declare ( as a Team). This becomes their company product.Now the twist is that they make sales pitch withfeatures that they would add to their product inten years from now. As crazy ideas as possible.