DeEtta Jones Creating a Culture of Innovation_October 4 2013
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DeEtta Jones Creating a Culture of Innovation_October 4 2013



This deck was used at half-day session I conducted on Innovation for leaders in the state of Florida.

This deck was used at half-day session I conducted on Innovation for leaders in the state of Florida.



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DeEtta Jones Creating a Culture of Innovation_October 4 2013 DeEtta Jones Creating a Culture of Innovation_October 4 2013 Presentation Transcript

  • Creating a Culture of Innovation @DeEttaMJones
  • Creativity v. Innovation • What does it take to innovate? • Types of innovation • Reasons to innovate Tools for Innovation Politics of Innovation Creating a Culture of Innovation Session Outline
  • -Teresa Amabile, How to Kill Creativity, HBR
  • At the fringe We know where it lives…
  • All innovation is creative But not all creativity is innovative
  • Imagination, Audacity and Design “If you see a stylus or a task manager, ‘they blew it.’”
  • Debunking Myths -Paul Light, Sustaining Innovation: Creating Non-Profit and Government Organizations that Innovate Naturally 1. Innovating is the gift of the few. 2. Innovating is the product of perfection. 3. Innovating is best done under extreme pressure. 4. Innovating is best done alone. 5. Strong adversaries make for strong innovations. 6. Innovating always means saying yes. 7. Innovating is a choice between science and art. 8. Good management is hostile to good innovation. 9. Innovating organizations are good at keeping secrets. 10.Innovating is the path to organizational bliss.
  • 1. Transformation 2. Problem Solving Two Types of Innovation
  • “When you discover you are riding a dead horse, the best strategy is to dismount.” Consider Dakota Tribal Wisdom
  • Brand Erosion: We are a mature business model and sometimes our funders take us for granted or fail to fully understand our value add. Internal Churn: Our new ideas are stuck in the mud of internal planning and review processes Competition: Our competitors are moving into our space and we need to do something to defend it Adjacent markets: We see opportunity in adjacent markets (demographics, formats, medium) but we don’t know where and how to start Mining IP: We have so much IP but we don’t know how to turn it into products and services our customers want Time-to-Market: Our need for approval and perfection doesn’t allow for nimbleness and trial and error Customer insight: Our processes are driven by our values and mission but fail to recognize latent or unarticulated customer need Sustainability: We’ve gotten lucky one or twice but how do we repeat our successes year after year? Innovation Why?
  • Tools For Innovation
  • 1. Creative Insight Session – State the problem – Brainstorm – Reframe the question – Second round 2. Excursion Technique – What can a photograph tell you about your problem? 3. Prototyping – Observing people in situations—what are they doing? How can we create solutions to their problems? Tools ?v=M66ZU2PCIcM
  • Prototyping
  • The Politics of Innovation
  • And we’re getting worse at it We have a hard time predicting what will work….
  • Driving Forces Restraining Forces Forces For/Against Change In Your Organization/Industry
  • Q: What is the #1 determinant of success? A: The number of ideas you come up with and try to make happen.
  • Creating a Culture for Innovation
  • “Organizations are, first and foremost, centers of human relatedness and relationships come alive where there is an appreciative eye, when people see the best in one another and the whole, when they share their dreams and ultimate concerns in affirming ways, and when they are connected in full voice to create not just new worlds, but better worlds. By making it possible for every voice to be heard, a life giving process is enacted.” -The Appreciative Organization by Harlene Anderson, David Cooperrider, et. al. A Positive View of Organizations
  • Positive Experiences of Positive Emotions Broaden Momentary Thought-Action Repertoires Build Enduring Personal Resources Transform People and Produce Upward Spirals Focus on the -Barbara Frederickson, Positivity
  •  Appreciative Inquiry is the study and exploration of what gives life to human systems when they function at their best.  This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational. Technique: Appreciative Inquiry
  • If we look for what is best and learn from it, we can magnify and multiply our success If we continue to search for problems, we will continue to find problems Appreciative Inquiry- Simply Put…
  • Starting with 2 very different questions: • What works well in this organization? vs. • What problems do we need to fix to make this organization better? Imagine the difference…
  • 4-D Cycle of Appreciative Inquiry -The Power of Appreciative Inquiry Positive Core Design “Determine what should be” Affirmative Topic Choice Dream “Imagine what might be” Discovery “Appreciate what is” Destiny “Create what will be”
  • • Identify problems • Conduct Root Cause Analysis • Brainstorm Solutions & Analyze • Develop Action Plans • Metaphor: Organizations are problems to be solved • Appreciate “What is” (What gives life?) • Imagine “What might be” • Determine “What Should Be” • Create “What Will Be” • Metaphor: Organizations are a solution/mystery to be embraced Problem Solving Appreciative Inquiryvs.
  • Create a list of "banned" negative expressions • "We've tried that before" • "It will never work" • "We don't do it that way" Post the list so everyone can see it. Review the list and note that other negative expressions can be added at any time. Exorcise the Negativity
  • Reflect: How might you incorporate more positive exploration of ideas and minimize negativity in your organization? Be specific. Write down specific questions you might ask. With one other person: Share your ideas with a colleague. Exercise
  • The Future is… Diverse and Unexpected -Frans Johannson, Medici Effect
  • 1. The more ideas the better 2. Go for zany! 3. Hand your problem off to someone else 4. No bad ideas! 5. Use your whole mind 6. Open it up 7. Measure performance 8. Celebrate success 9. Have fun 10.Build mission into systems not vice versa Ten Strategies for Leading Innovation
  • CREATIVITY HARD WORK + Willingness to Make Some Mistakes
  • In your: • Environment • Structures • Leadership • Management systems Release Creativity
  • Traditional failure • Try to get your product 95% right • Release it • Learn what is wrong with it from consumers • Lament the fact that it took you years to make junk Perfect is the enemy of innovation ‘Pretty Good’ …Ain’t All Bad
  • – Try to get your service, program or product 50% right – Release it – Learn what is wrong with it from customers – Fix it up a bit and release a new version *better yet, get customers involved from the outset—invite them to describe their problems and how you can help solve it. Successful Failure
  • Reward Use of the Whole Self Reward Use of the Whole Self
  • • Look for groundbreaking ideas in unpredictable places • The predictable path to success does not exist • Diversity drives innovation—we come up with more ideas at the intersection A Few Things to Think About
  • % of Decision-Making Responsibilities 80% 20% 20% 80% Leader Team CONTROLLING FACILITATING
  • CONTROLLING FACILITATING • Tell • Sell • Decide • Solve Problems • Listen • Ask Questions • Coach • Teach
  • Diversity and Teams
  • Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Effectiveness in creative tasks MonoculturalTeams Multicultural Teams Multicultural Teams Less More + + + + + + + + c. Milton J.Bennett, 2008 Impact of Diversity on Team Performance Leader acknowledges & supports cultural difference Cultural difference an asset to performance Leader ignores or suppresses cultural difference Cultural difference an obstacle to performance
  • Leaders’ Role
  • 1. What are the implications of this for you and your organization? 2. What are the leadership qualities that you want to see in yourself and others in your organization to increase the propensity for innovation success? Leaders’ Role
  • 1. Why should I care? 2. Organize for innovation 3. Staff teams with those who are committed and passionate about new ideas 4. Keep teams small 5. Encourage dissent 6. Give teams permission to break old rules 7. Support innovation • Unwavering support from top management is essential • If you’re organization can’t innovate, get out of the way Leadership Take-Aways
  • @DeEttaMJones Thank you!