Leadership for Innovation: Rethinking Management and Organization Paradigms

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Slides of my presentation during the Career Convention 2011 Event at the University of Aruba.

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Leadership for Innovation: Rethinking Management and Organization Paradigms

  1. 1. Leadership for innovation Rethinking management and organization paradigmsEdward Erasmus MA Mini workshop University of Aruba November 28, 2011
  2. 2. A little about me…
  3. 3. What we will do in the next 30 minutes…• Have a conversation about innovation, leadership, and organizations…Agenda• Explain innovation (briefly)• Challenges for leaders• Leadership qualities of the 21st century• How organizations need to adapt• Creating a climate for Innovation• Questions / discussions
  4. 4. Innovation?.... . . is generally understood as the successfulintroduction of a new thing or method . . .Innovation is the embodiment, combination, orsynthesis of knowledge in original, relevant,valued new products, processes, or services.” - Luecke and Katz (2003)
  5. 5. We see innovationTitle as a means to: • unlock talents of all of our people • develop every area of the economy and, in particular, wherever high value added businesses can flourish and grow • generate sustainable prosperity
  6. 6. Our own definition of innovation… “Transforming the (current) resources of our nation (Aruba) through the creativity of people into new resources and wealth.”
  7. 7. No innovation no change no development…. ….without visionary leaders
  8. 8. Key leadership challenges… SPEED PEOPLE TOMORROW MANAGEMENT PARADIGMS
  9. 9. 1. SPEED!! Radical innovation and technological developments is going to dominate your daily schedule….if you walk you stand still, soyou’ll need to run pretty fast toadvance just a little.
  10. 10. Radical innovation…….an improvement or advancement that enhances aproduct, service or a process in a manner that has neverbeen expected by the market…..• Good for consumers• Disruptive for existing industries (some will adapt, others will fade away)
  11. 11. Radical innovation
  12. 12. Radical innovation
  13. 13. Radical innovation
  14. 14. Radical innovation… The biggest fear by big companies in this technological innovation era is not to be able to recognize radical innovation and (timely) capitalize on it when it appears….“Successful organizations face considerable difficulty in maintaining theirstrength and might. Of the 25 largest companies in 1900, only two haveremained in that select company. The rest have failed, been merged out ofexistence, or simply fallen in size.” ~ Paap & Katz, 2004
  15. 15. Coping with ‘Speed’…• Do not fear radical transformations….• In its place, look for opportunities instead of deterring threats.• Or… seek to be at the forefront of innovation
  16. 16. 2. PEOPLEYou don’t control consumers…Consumers control you...
  17. 17. Thanks to social networking:• Society is moving towards a more social, collaborative, interactive and responsive web• Higher interconnectivity• Building communitiesSN gives people a powerful voice…..
  18. 18. From social media to social movement
  19. 19. Say goodbye to the era of monologue
  20. 20. The new communication model is dialogue
  21. 21. Social Networking has changed the‘game’ in marketing and communication,but also how organizations need torespond to consumer needs….
  22. 22. Mass customization…. Co-creation… and co-branding…. take on new forms
  23. 23. massivelymultiplayeronline role-playinggame (MMORPG)
  24. 24. Co-creation….
  25. 25. Starbucks gave consumers a voice....the result: over 50,000 product ideas
  26. 26. • Forget B2C or B2B…… it’s now P2P (person-2-person)…customers want to connect and interact with companies on a 1:1 social level…and those who can deliver that, will gain substantial competitive edge...
  27. 27. Engaging ‘People’…• Allow customers ‘inside’ your organizations.• Opportunities to engage in creative new forms of online communication with all sorts of stakeholders.• Use the ‘consumer voice’ to enhance your competitive edge.
  28. 28. 3. TOMORROW!! “We are living on this planet as if we had another one to go to.” - Terri Swearingen
  29. 29. Think sustainable….• Environmental resources are limited and are quite sensitive to everything that we do.• We are starting to experience the effects of the actions of generations that came before us.To make sure that future generations will notexperience worse, we need to be aware of the idealsand requirements of sustainability….
  30. 30. Why adopting sustainability practices..?Companies have learned the hard lesson that without a sustainable society, there is no sustainable business….In order for a business to be truly sustainable, it must sustain not only the necessary environmental resources, but also its social resources, including employees, customers (the community), and its reputation
  31. 31. Sustainable enterprise…• Reduced packaging materials for products• Reengineered its logistics by rerouting trucks and save 100 million miles• Helped save $200 millions in costs, while reducing fuel consumption (and emission) and lowered disposal costs to landfills
  32. 32. Sustainable enterprises1. Incorporating principles of sustainability into each of their business decisions.2. Supplying or consuming environmentally friendly products or services that replaces demand for non green products and/or services.3. Greener than traditional competition.4. Enduring commitment to environmental principles in their business operations.
  33. 33. Coping with ‘Tomorrow’…• Think ‘sustainability’ in every decision• Creating value through sustainable enterprising• Focus on triple bottom line: people, planet and profits….
  34. 34. 4. MANAGEMENT PARADIGMSToo much of today’s management thinking is still rooted in the industrial revolution…
  35. 35. Design to control:Workers seen as machines made up ofinterlocking parts that each play a clearlydefined role in the functioning of thewhole…
  36. 36. Old-fashioned leadership stylesBusinesses are organized to operate, not to create…• People employed to make the organization operate as efficiently as possible.• A small number of people are selected to lead the people who are operators.• An even smaller number of people are selected to lead an entire business function, and• One person to lead the organization itself.
  37. 37. Old-fashioned leadership styles Exploitation of resources, like nature, people, capital and trust for the purpose of short-term profits…….and guess what?....
  38. 38. New leadership paradigm• Create and embrace diversity in knowledge, people and sources.• Focus on ‘creation’…not just ‘operation’.• Think ‘Win-Win’ and long-term.• Embrace new forms of capital.
  39. 39. New forms of capital Intellectual CapitalCreative SocialCapital Capital
  40. 40. Intellectual capital Collective knowledge (whether or not documented) of the individuals in an organization or society. This knowledge can be used to produce wealth, multiply output of physical assets, gain competitive advantage, and/or to enhance value of other types of capital. IC can include:• skills and knowledge that a company has developed about how to make its goods or services;• individual employees or groups of employees whose knowledge is deemed critical to a companys continued success (knowledge about processes, customers, research results, and other information)
  41. 41. Social capital = Social relations that have productive benefits. People acting and interacting well in communities can create better solutions, greater accountability, and more economic growth.“Social capital is about the value of social networks, bonding similar people and bridging between diverse people, with norms of reciprocity.” (Dekker and Uslaner, 2001)
  42. 42. Creative capital• Passion and drive of people / societies seeking to understand, embrace, and nurture creativity. Creativity -> Invention -> Innovation
  43. 43. “…creativity will be the single most importantleadership quality for organizations forging a paththrough the complexity of today’s marketplace,workplace, and community.” ~IBM Global CEO Study (2010)
  44. 44. Time to start educating ourleaders in a new paradigm…
  45. 45. Time to start educating ourleaders in a new paradigm…
  46. 46. CLO’s needed….ChiefListeningOfficers
  47. 47. CNO’S needed…. Chief Networking Officers
  48. 48. CEO’S needed….ChiefEmpoweringOfficers
  49. 49. Rethinking organizations…
  50. 50. Organizations?..• An organization neither has a conscience or a soul, only the people in the organization have them.• An organization is a series of conversations and dialogues, external or internal, in pursuit of solutions….
  51. 51. Sir, yes sir!
  52. 52. Hierarchy models….too rigid and not welcoming for innovation
  53. 53. Building new forms of organizationsWe need to rethink organizations for amore open, transparent and competitiveworld…
  54. 54. Network-based structure
  55. 55. Rethinking organizations…Designing organizations to create…notjust to operate….Focus on:• Creativity• Networks• Collaboration• Learning
  56. 56. Leadership: Creating a climate for InnovationHead – establishing clarity of purpose.Leaders need to make a personal commitment to innovation, communicate what it meansinside the company, and lead by example, emphasizing innovation in their day-to-daydecisions.Heart – cultivating an open and supportive environment.Leaders must have the ability to build trust and mutual respect with employees, foster openairing of problems and disagreements, and solve conflict in creative ways.Guts – facilitating idea generation.Leaders should challenge people to consider alternative approaches and give themtime and resources to pursue innovative ideas.
  57. 57. Leadership: Creating a climate for Innovation New NewLeadership Organization Innovationapproaches models
  58. 58. Leadership: Creating a climate for Innovation …and many others
  59. 59. Final thought… Instead of thinking “outside the box”, just get rid of the box…
  60. 60. Final thought… Act Different, Think Different, Make a Difference “The people who are crazy enough to think they can change the world are the ones who do.” ~ Apple’s “Think Different” Campaign (1997)
  61. 61. Edward M. Erasmus, MAe.erasmus@fzanv.comerasmus.bpas@gmail.comFacebook: http://www.facebook.com/edwardmerasmusTwitter: http://www.twitter.com/em_erasmusLinkedIn: http://www.linkedin.com/in/edwardmerasmus
  62. 62. QUESTIONS???

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