The role of the innovation                  managerThe relevance of implementing specific positions                       ...
OverviewThe two roles of innovation managersKnow and understand the competences & necessary qualifications for the two r...
The two roles of the innovation manager               The general role of an innovation manager is to ensure              ...
Provide on board level effective leadership                  of innovation in an organisation    Make a business case for...
Influence corporate structure & culture to create                 an organisation that is open to innovation    Evaluate ...
Review on board level the innovative capability                 of the organisation’s resources    Review the organisatio...
Establish on board level an               organisational scorecard for innovation Establish a system for                 ...
Motivate on board level all employees to                       contribute to the innovation process    Assess how well tr...
Coach and network on board level to engage                         stakeholders and to support innovation    Actively eng...
Understand on board level the                   significance for innovation of compliance    Ensure that proposed        ...
Identify his/her own responsibility on                          operational level for achieving innovation goals    Ident...
Being able - on operational level - to engage and                 enthuse colleagues in the innovation process    Recogni...
Ensure - on operational level - that innovation projects               are planned in line with organisational criteria F...
Able to manage - on operational level -                          a programme of innovation projects    Ensure that each p...
Able - on operational level - to encourage                  and disseminate small-scale innovations    Encourage colleagu...
page 16 / April 10, 2013                                                                                               Cre...
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Slides seminar innovation manager - final - da

  1. 1. The role of the innovation managerThe relevance of implementing specific positions for innovation managers
  2. 2. OverviewThe two roles of innovation managersKnow and understand the competences & necessary qualifications for the two rolesInterfaces with existing positions in the organisation. 10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 2
  3. 3. The two roles of the innovation manager The general role of an innovation manager is to ensure • that the organisation has the capability to develop innovative strategies, products, services and processes • that they indeed materialiseChampion organisational innovation and Facilitate innovation in the organisationevaluate and improve the organisation’s (operational innovation manager)innovative capability (chief innovation manag) Role at operational levelRole at board level • Lead the innovation process in specific areas of•champion innovation to secure the organisation’s long the organisationterm future • ensure that innovative new products, services and•build and maintain the organisation’s capability to processes are developed and implementedinnovate • play an active role in innovation processes•secure appropriate resources to ensure that innovation • Work with individuals and teams to encouragereally happens and facilitate innovationTasks at board level: Tasks at operational level:• Create a corporate culture that esteems and • Lead individuals and teams to participate in the encourages innovation innovation processes• Ensure that the resources and systems are in place to • Supervise the innovation processes to ensure that enable innovation to occur they are followed correctly and successfully• Ensure there is an organisational scorecard to • Evaluate the effectiveness of resources and systems support the management of innovation and the risks and provide feedback to strategic innovation associated with it management 10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 3
  4. 4. Provide on board level effective leadership of innovation in an organisation  Make a business case for  The innovative manager provides innovation and reach agreement leadership in the change of amongst strategic managers: organisational culture and mindset of Examples of successful innovation all colleagues: strategies  This makes the business case  Design and establish an accessible and translates it to the innovation process for the own Board of Directors organisation  The innovative management role is  Promote the value of innovation clear to all colleagues. to all stakeholders:  The ‘achievement of success’ is Build support across the translated with the input of organisation  All possible improvements & negotiate and influence expected results.  A creative process, which raises all sorts of questions and ...frustrations.10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 4
  5. 5. Influence corporate structure & culture to create an organisation that is open to innovation  Evaluate the organisation’s  The corporate structure (and culture) structure & culture and its is flat. support for innovation.  An ‘open’ culture for innovation  Plan and implement changes to within the business unit is structure & culture & systems essential.  to make the organisation  The innovation teams decide more supportive for »how they will work innovation  Use techniques for bringing »on the basis of the targets set by about cultural change the management team.  The management team introduces the objectives for innovation:  which are translated into team objectives &  into personal targets10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 5
  6. 6. Review on board level the innovative capability of the organisation’s resources  Review the organisation’s  ‘Translate’ the strategic plan for all  human resources, levels:  knowledge  The drivers necessary to achieve  ‘physical’ resources the results.  Propose appropriate changes to  The concrete tools/skills that develop its innovative capability make it possible to achieve the  Developing human resources results. capability  What do we need to be able to work in a results-oriented way?  How can we adapt the processes to secure the results? (reviewing, business process).  How do we create involvement and commitment? (= basic philosophy).10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 6
  7. 7. Establish on board level an organisational scorecard for innovation Establish a system for  The ‘progress’ must be monitoring innovative capability demonstrable, with good criteria, & performance and reviewing parameters & indicators outcomes  Evaluation of the results in every  Impact on business goals, such component area is obvious: KPI’s as turnover, growth, opening  Measure the ‘right’ direction in new markets, etc) the ‘value stream’ process is  Impact on ‘outputs’ (tangible important. results of innovation, such as  Remain critical and look a long new products, new processes, way ahead in the improvement etc). process.  Management control systems,  Entrepreneurship and risk-taking cost/benefit and risk analysis are necessary: the basis of any innovation process.10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 7
  8. 8. Motivate on board level all employees to contribute to the innovation process  Assess how well training &  HR involvement is necessary in development, motivation and light of the motivation and increased reward systems encourage contributions of the colleagues. employees to contribute to the  Many functions and roles innovation process. within the operational units are  Identify & agree necessary changing: improvements to the training & development, motivation and »the added value of the reward systems. functions evolves  Implement agreed improvements »the content of the work and/or to these systems the job design are shifting. »Wage and evaluation policy must be adapted accordingly.  New tasks and roles for the colleagues10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 8
  9. 9. Coach and network on board level to engage stakeholders and to support innovation  Actively engage in internal and  Coaching = the form of external networks to support the communication: innovation process  Communication culture  know about networking tools and  Motivation & entrepreneurship methodologies available for use in  Networking: the organisations,  their strengths and weaknesses.  Across all business units.  Employ appropriate  At the level of the operators, the  social and communication ‘improvement teams’ exchange skills to engage with others their experiences. in networks  Regular meetings-internet- conferences  coaching skills and  To exchange experiences techniques to support colleagues.  To input foreign experiences and examples.10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 9
  10. 10. Understand on board level the significance for innovation of compliance  Ensure that proposed  Compliance occurs at all levels: innovations are compliant with  Safety and protection organisational values, rules and  Quality procedures.  Ensure that the organisation’s  Intellectual property intellectual property is protected  Awareness of sources of expertise and procedures for protecting intellectual property10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 10
  11. 11. Identify his/her own responsibility on operational level for achieving innovation goals  Identify own responsibility for  The ‘excellence manager’ implementing innovation strategy  supervises the process (process  Identify specialist resources and blueprint) services available to support the  constantly improves the process innovation process  focuses on the priorities  Roles on strategic and operational level.  identifies the roles &  Specialists available internally and responsibilities in the process externally (consultants, trade or  The ‘innovative manager is not an professional organisations, ‘intermediary’ between the plant networks etc) to support manager and the operational unit. innovation.  coaching the improvement process  following the ‘right’ direction10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 11
  12. 12. Being able - on operational level - to engage and enthuse colleagues in the innovation process  Recognise the potential  Challenges for HRM: organisational and personal  Demand for new skills, attitudes, motivations and barriers to competences on the shop floor & all innovation other levels.  Explain how to overcome these barriers  Job coaching and career guidance  Reasons for and barriers to  This shift – both quantitative and innovation, including personal qualitative – has consequences for responses (e.g. personality all staff: differences, existing knowledge »How to create a fresh attitude, and expertise, etc). involvement and dedication  The organisation’s structure among the staff? and functional roles, and its »How do you develop new skills quality management systems in the workplace?10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 12
  13. 13. Ensure - on operational level - that innovation projects are planned in line with organisational criteria Facilitate the creation of ideas for  Entrepreneurship is a key concept: innovative processes, products or people’s mindset changes services:  at the level of innovation in product and ‘Ensure that agreed innovation service. projects are scheduled into the  at the level of the processes and overall innovation programme organisation: smarter organisation. Use of ‘collaborative’ tools  Training courses are directed at (workflow management, blogs, raising skill levels and increasing discussion forums) to design contributions and commitment: processes  Six sigma thinking Facilitate workshop meetings.  Preventing losses The importance of teams and team-  Handling resistance working.  Taking on a leadership role10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 13
  14. 14. Able to manage - on operational level - a programme of innovation projects  Ensure that each project has an  The organisational structure is agreed regularly updated: transformation.  Project manager,  In light of improvements to the  Project team and leader, processes  Project plan and resources  Important within the operational  Monitor the progress and environment: budgets of innovation projects, » The teams make their own  Prepare appropriate reports decisions about the various stages in the innovation process  Take appropriate action » Overall commitment in the  Assess the contribution of projects. those innovations to the » The management and the objectives of the social partners are kept organisation. informed on a quarterly basis.  In light of customer requirements.10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 14
  15. 15. Able - on operational level - to encourage and disseminate small-scale innovations  Encourage colleagues to  The ‘excellence’ manager’ tackles undertake small-scale both small and large innovations at innovations that support the every level: achievement of business  The bigger innovations are objectives. introduced top-down.  Disseminate the results of  There is a continuous process of small-scale innovations: improvement and innovation  Motivational techniques and operating bottom-up. reward systems to stimulate  Some companies prefer smaller innovation projects (with smaller teams):  Dissemination techniques.  they are feasible,  they can be monitored10/04/2013 LIFELONG LEARNING PROGRAMME - Leonardo da Vinci Creating Enduring Organisations 15
  16. 16. page 16 / April 10, 2013 Creating Enduring Organisations HR-managerInterfaces with existing positions R&D Manager in the organisation. Quality manager Logistics manager Production manager VS3 VS2 VS1 Innovation manager PL4 PL1 PL2 PL3 HR-manager R&D manager Quality manager Logistics manager Production manager
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