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Certificate Program in Leading Innovation and Growth

Certificate Program in Leading Innovation and Growth



Certificate Program in Leading Innovation and Growth as presented at TAG Training Day

Certificate Program in Leading Innovation and Growth as presented at TAG Training Day



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    Certificate Program in Leading Innovation and Growth Certificate Program in Leading Innovation and Growth Presentation Transcript

    • Dan Stotz Senior Director Executive Education Robinson College of BusinessCertificate Program inLeading Innovation and GrowthAn Innovation Conversation
    • Today’s Agenda> Introductions> Overview of Innovation o Innovation Defined and Innovation Best Practices o Innovation and the Competing Values Framework> An Innovation Conversation o How Innovation Works (and Doesn’t) at Your Company o The IDEO Shopping Cart Experiment: Innovation as a Process> Certificate Program in Leading Innovation and Growth o Phase One in Becoming a Certified Professional Innovator (CPI) o The Special Offer for TAG Members
    • What’s Innovation in Your Book?> What is the most innovative company in your book? Why?> What would a leader in this company tell you to do to make your company more innovative?
    • What Makes These Companies the Most Innovative?1. Apple 14. Research In Motion2. Google 15. Volkswagen3. Microsoft 16. Hewlett-Packard4. IBM 17. Tata Group5. Toyota Motor 18. BMW6. Amazon.com7. LG Electronics 19. Coca-Cola8. BYD 20. Nintendo9. General Electric 21. Wal-Mart Stores10. Sony 22. Hyundai Motor11. Samsung Electronics 23. Nokia12. Intel 24. Virgin Group13. Ford Motor 25. Procter & Gamble Source: BusinessWeek, April 15, 2010 BCG survey of 2,700 executives in 70 countries
    • Why Innovation? Why Now?> Results from an IBM-Sponsored Survey of 1,514 CEOs o Today’s complexity is only expected to rise and more than half of CEOs doubt their ability to manage it o Creativity is the most important leadership quality o Successful companies manage complexity on behalf of their organizations, and customers, and partners o How will CEOs capitalize on complexity?  Embody Creative Leadership  Reinvent Customer Relationships  Build Operating Dexterity o Key Definition—Creativity is the basis for disruptive innovation and continuous reinvention
    • What is Innovation?> True innovation is any activity that results in making the organization better and new. It must produce value and it always has four characteristics… o It enhances something o It destroys or makes it obsolete o It returns to us something that we once prized or felt what we have lost o It reverses into its opposite over time
    • What Are Some Types of Innovation?
    • An Innovation ConversationHow Innovation Works and Doesn’t
    • Do These Comments Sound Familiar?> ―Innovation isn’t my job…that’s left up to product developers and marketing leaders.‖> ―I am innovative but my people aren’t…neither is my boss.‖> ―I’m innovative and my people are but my company isn’t.‖> ―I can’t afford to be innovative in my business unless it leads to immediate growth in earnings.‖> ―I don’t have time to be innovative.‖> What comments do you hear in your company?
    • What do Executives want From Innovation? Priorities Minor changes to existing products & services Cost reductions to existing products & services New to world products PrioritiesNew proudcts & services to expand new customersNew products & services for existing customers 0 20 40 60 80 100
    • What Stops Them From Achieving Innovation?Marketing or Communication Failure 18 Dearth of Ideas 18 Inadequate Measurement Tools 21 Poor Idea Selection 21 Limited Customer Insight 25 Risk-Averse Culture 26 Lack of Coordination 28 Lengthy Development Times 32 0 5 10 15 20 25 30 35 Barriers to Innovation
    • Innovation as a CultureInnovation and the Competing Values Framework
    • Which of These Practices Describe an Innovative Firm?> Company A > Company B o Encouraging radical creativity o Conserving fiscal resources o Seeing the future first o Implementing systems to o Destroying the old way of doing control complex tasks things o Preventing people from o Launching ambitious and making costly mistakes transformational initiatives o Complying with regulations o Looking for emerging o Using continuous opportunities improvement processes o Stimulating people to think in o Adhering to professional new ways standards
    • The Competing Values Framework www.competingvalues.com 14
    • How Do Innovative Leaders Manage These Positive Tensions? Collaborate Create Solutions Do things that last Do things first •First adaptor customers and markets •Long term relationships Services •Customized offering •Community decides Products •Segment specific •Sustainability Expertise •Diversify •Inclusive •Channel pull •Evolutionary CustomersSuppliers •Limited window of market opportunity •Core customers and markets •Markets decide •Generic offering •Time to market •Widest possible market •Exclusive •Align Platforms •Ballistic •Corporate push Control Compete Do things right Do things fast 15
    • Creating an Aligned Approach> Purposes: Outcomes, or the value the organization intends to create> Practices: Culture, competency, and the processes of the organization> Personal: You, as a leader and as an individual
    • Collective Profile Alignment and Gaps Purposes Practices PeopleDesired Future Team Culture & Personal Outcomes Competencies Approach 17
    • Innovation the IDEO Way
    • Remember…One Size Doesn’t Fit All> Innovation is mostly about connecting the dots and crossing boundaries> Diversity, especially based on the competing values, is essential to produce creative tension and capture the value of Innovation> Understand the difference between ―delivery skills‖ and ―discovery skills.‖¹ ¹From the book ―The Innovator’s DNA‖
    • Certificate Program Overview Certificate Program inLeading Innovation and Growth...and the Atlanta Innovatrium
    • What is the Atlanta Innovatrium?> An Innovation Institute o Invented by Jeff DeGraff, Professor at the University of Michigan, Author, and Consultant o The ―Julliard of Innovation‖ training an elite group of innovation experts, offering a Certified Professional Innovator (CPI) designation> An Innovation Laboratory o Executive Sessions: Getting the Organization Ready for Innovation o Jumpstart Sessions: Accelerating the Innovation Process> An Innovation Community o Roundtable, Webinars, White Papers, Researchers, Coaches
    • Certificate in Leading Innovation and Growth> Developing an Elite Group of Innovators o A Five-Day Certification Program  Day 1: Understanding Innovation: Competing Values Framework  Day 2: Experiencing Innovation: DesignThinker™ Simulation  Day 3: Accelerating Innovation: The Jumpstart Process  Day 4: Implementing Innovation: Building the Action Plan  Day 5: Innovation and Change: ExperienceChange™ Simulation  The Next Program is held on October 3-7, 2011  The Program will be offered again on March 5-9, 2012  The program can also be customized for a company or industry
    • Certificate in Leading Innovation and Growth> Developing an Elite Group of Innovators o Certified Professional Innovator (CPI) Designation  Phase One: Complete the Certificate Program in Leading Innovation and Growth (5 Days)  Phase Two: Complete one of the following: – Leadership Development Program (5 Days), or – Project Management Program (5 Days), or – Lean Six Sigma Green Belt Program (5 Days), or – Emerging Market Strategies Program(5 Days)  Phase Three: Complete an Innovation Jumpstart Project  Phase Four: Achieve a score of 80% or above on the CPI Exam as administered by the Innovatrium Institute for Innovation
    • Group Discussion Final Q & A