Slides Innovation Couses Peru Aug 2014

1. moises.cielak.net

2. moises.cielak.net
Mtro. Moisés Nathán Cielak
www.academiadeinfluenciadigital.com @mcielak
moises@ACADEMIADEINFLUENCIADIGITAL.COM
Socio
Director:
ACADI
RENATA
P.R.
FOR
THE
AMERICAS,
ONG
DEDICADA
A
LAS
PYMES
Academic
background
ITESM,
CCM
MBA
focused
in
Marke1ng
Master
of
Economics
Tecnológico
de
Monterrey
B.
Sc.
Computer
Science
Miami
Dade
College
Diploma
in
Social
Media
Marke1ng
by
The
Social
Media
Marke1ng
Academy
Doctor
A
Prima,
Univ.
Wisconsin-­‐Madison
Headlines
Congressman
ProRP
y
PRSA
Researcher
for
the
AssociaHon
for
Internet
MarkeHng
y
de
la
U.S.
Social
Media
MarkeHng
Academy
Ex-­‐Director
Florida
Campaign
for
Senator
Barack
Obama
for
President
2007-­‐2008
Enterprise
Backgrounder
Head
coach
for
Companies
P&G,
Cemex,
FedEx
Nestlé,
Arcelor
MiNal,
DHL
Miami,
Master
Research,
Tecnotoon.com
Ex-­‐Marke1ng
Manager
HewleT
Packard
Latam
Ex.Editor
in
Chief
Editorial
Televisa,
Writer
and
columnist
for
Pulso
PYME,
Expansión,
Obras,
Turnberry
Interna1onal
Real
Estate
Review.
Lecturer
at
Univ.
Ibero,
Westhill
College,
Univ.
Anáhuac,
Andina,
PetromoN,
Chilean
Council
May
2014
moises.cielak.net
moises.cielak.net

3. moises.cielak.net

4. moises.cielak.net
• Developing
a
corporate
innovaHve
philosophy
provides
a
number
of
advantages:
1.
This
type
of
atmosphere
oWen
leads
to
the
development
of
new
products
and
services.
2.
It
creates
a
workforce
that
can
help
the
enterprise
maintain
its
compe11ve
posture.
3.
It
promotes
a
climate
conducive
to
high
achievers
and
helps
the
enterprise
mo1vate
and
keep
its
best
people.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Introduc1on:
The
“I-­‐Challenge”
1-­‐4
moises.cielak.net

5. moises.cielak.net
• Innova&ve
thinking
goes
beyond
the
mere
crea1on
of
business.
• “Ideas
come
from
people.
Innova1on
is
a
capability
of
the
many.”
• Innova1ve
thinking
is
an
integrated
mindset
that
permeates
individuals
and
organiza1ons.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Innova1ve
Thinking
1-­‐5

6. moises.cielak.net
InnovaHon,
CreaHvity,
and
Entrepreneurship
• Crea1vity
is
typically
described
as
the
process
of
genera1ng
new
ideas.
• Innova1on
takes
crea1vity
a
step
further
by
being
a
process
that
turns
those
ideas
into
reality.
• Innova1on
is
the
process
by
which
entrepreneurs
convert
opportuni1es
(ideas)
into
marketable
solu1ons.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
The
Concept
of
Innova1on
1-­‐6

7. moises.cielak.net
Types:
• Product
innova&on
is
about
making
beneficial
changes
to
physical
products.
• Process
innova&on
is
about
making
beneficial
changes
to
the
processes
that
produce
products
or
services.
• Service
innova&on
is
about
making
beneficial
changes
to
services
that
customers
use.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Categorizing
Innova1on
1-­‐7

8. moises.cielak.net
Methods:
• Inven%on:
the
crea1on
of
a
new
product,
service,
or
process,
oWen
one
that
is
novel
or
untried;
revolu1onary.
• Extension:
the
expansion
of
a
product,
service,
or
process
already
in
existence.
• Duplica%on:
the
replica1on
of
an
already
exis1ng
product,
service,
or
process
adding
the
entrepreneur’s
own
crea1ve
touch
to
enhance
or
improve
the
concept
to
beat
the
compe11on.
• Synthesis:
the
combina1on
of
exis1ng
concepts
and
factors
into
a
new
formula1on.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Categorizing
Innova1on
1-­‐8

9. moises.cielak.net
Trajectories:
– Radical
innova%on
is
the
launching
of
inaugural
breakthroughs
such
as
personal
computers
and
overnight
mail
delivery.
– Incremental
Innova%on
refers
to
the
systema1c
evolu1on
of
a
product
or
service
into
newer
or
larger
markets.
Examples
include
the
typical
improvements
and
advances
in
current
products
and
services.
– Disrup%ve
Innova%on
goes
beyond
radical
innova1on
and
transforms
business
prac1ce
to
rewrite
the
rules
of
an
industry.
In
other
words,
the
business
prac1ce
of
an
en1re
industrial
sector
could
be
changed
radically.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Categorizing
Innova1on
1-­‐9

10. moises.cielak.net
➤
Innova%on
Is
Planned
and
Predictable
➤
Technical
Specifica%ons
Must
Be
Thoroughly
Prepared
➤
Big
Projects
Will
Develop
BeDer
Innova%ons
than
Smaller
Ones
➤
Technology
Is
the
Driving
Force
of
Innova%on
Success.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Misconcep1ons
of
Innova1on
1-­‐10

11. moises.cielak.net
• Learning
how
to
innovate
effec1vely
entails
managing
knowledge
within
the
organiza1on
and
offers
the
poten1al
to
enhance
the
way
the
organiza1on
innovates.
• How
an
organiza1on
acquires,
processes,
and
learns
from
the
prior
knowledge
that
it
has
gained
is
cri1cal
to
the
complete
innova1on
process.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Innova1on
&
Learning
1-­‐11

12. moises.cielak.net
} Entrepreneurship:
a
dynamic
process
of
vision,
change,
and
innova&on.
It
requires
an
applica&on
of
energy
and
passion
towards
the
crea&on
and
implementa&on
of
new
ideas
and
crea&ve
solu&ons.
Essen&al
ingredients
include
the
willingness
to
take
calculated
risks—in
terms
of
&me,
equity,
or
career;
the
ability
to
formulate
an
effec&ve
venture
team;
the
crea&ve
skill
to
marshal
needed
resources;
the
fundamental
skill
of
building
a
solid
business
plan;
and,
finally,
the
vision
to
recognize
opportunity
where
others
see
chaos,
contradic&on,
and
confusion.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
The
Innova1ve
Mindset
in
Individuals
1-­‐12

13. moises.cielak.net
• Genera1on
“E”
Nearly
80%
of
would-­‐be
entrepreneurs
in
the
United
States
are
between
the
ages
of
18
and
34.
} I
=
f
(i)
states
that
innova1on
is
a
func1on
of
the
innovator.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
The
Innova1ve
Mindset
in
Individuals
1-­‐13

14. moises.cielak.net
• Characteris1cs:
Determina&on
and
Perseverance
Goal
Orienta&on
Achievement
Drive
Tolerance
for
Failure
Internal
Locus
of
Control
High
Energy
Level
Tolerance
for
Ambiguity
Crea&vity
Calculated
Risk
Taking
Vision
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
The
Innova1ve
Mindset
in
Individuals
1-­‐14

15. moises.cielak.net
• The
quest
for
new
venture
crea1on
as
well
as
the
willingness
to
sustain
that
venture
is
directly
related
to
an
entrepreneur’s
mo&va&on.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Entrepreneurial
Mo1va1on
1-­‐15

16. moises.cielak.net
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
A
Model
of
Entrepreneurial
Mo1va1on
Expecta1on/
Outcome
Comparison
Intrinsic/Extrinsic
Rewards
PE
PG
PC
BE
IDEA
Decision
to
Behave
Entrepreneurially
Entrepreneurial
Strategy
Entrepreneurial
Management
Firm
Outcomes
Implementa1on/
Outcome
Percep1on
PC
=
Personal
Characteris1cs
PE
=
Personal
Environment
PG
=
Personal
Goals
BE
=
Business
Environment
1-­‐16

17. moises.cielak.net
• Venture
crea1on
is
a
lived
experience
that,
as
it
unfolds,
forms
the
entrepreneur.
In
fact,
the
crea1on
of
a
sustainable
enterprise
involves
three
parallel,
interac1ve
phenomena:
emergence
of
the
opportunity,
emergence
of
the
venture,
and
emergence
of
the
entrepreneur.
None
are
predetermined
or
fixed,
they
define
and
are
defined
by
one
another.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
The
Experien1al
View
1-­‐17

18. moises.cielak.net
• Trends
• Unexpected
Occurrences
• Incongrui&es
• Process
Needs
• Industry
and
Market
Changes
• Demographic
Changes
• Perceptual
Changes
• Knowledge-­‐Based
Concepts
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Drivers
(Sources)
of
Innova1on
1-­‐18

19. moises.cielak.net
• Individuals
are
Born
to
Innovate
• Innovators
Must
be
Inventors
• FiIng
the
Innovator’s
Profile
• Innova%on
is
Being
Lucky
• Innovators
are
Gamblers
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Mythology
Associated
with
Innovators
1-­‐19

20. moises.cielak.net
} Sources
of
Stress
Insula%on
Addic%on
to
the
Innova%on
Perfec%onist
Syndrome
Achievement
Orienta%on
} Managing
the
Stress
Network
Refresh
Yourself
The
Personal
Touch
Gain
New
Perspec%ves
Delegate
Exercise
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Innova1on
and
Stress….Beware!
1-­‐20

21. moises.cielak.net
• Managers
must
assume
certain
ongoing
responsibili1es:
Frame
the
Challenge
Absorb
the
Uncertainty
Define
Gravity
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
Managing
Innova1ve
Individuals
1-­‐21

22. moises.cielak.net

23. moises.cielak.net

24. moises.cielak.net

25. moises.cielak.net
•
Innova1on
appears
almost
all
the
1me,
as
one
of
the
two
or
three
first
bullet
points
of
the
company’s
agenda.
•
The
investment
of
a
huge
quan1ty
of
money
and
hard
work
in
the
area
of
innova1on
has
produced,
really
a
small
amount
in
what
it
comes
to
new
wealth.

26. moises.cielak.net
•
Research
and
Development
•
There’s
no
sta1s1cal
and
discernable
rela1onship
between
the
spending
levels
in
Research
and
Development,
and
almost
all
the
measures
in
business
success.

27. moises.cielak.net
•
Taking
advantage
of
a
disrup1ve
technology
•
One
idea
for
one
radical
new
product
•
One
concept
for
a
truly
innova1ve
service
•
One
business
model
that
transforms
the
game
•
Take
advantage
of
a
superior
idea

28. moises.cielak.net
•
Deep
and
superior
capacity
for
Innova1on:
•
One
that
impulses
with
consistency,
the
profitable
growth
of
investments
or
that
allows
a
company
to
maintain
the
compe11ve
advantage.
•
Source
of
hope
and
inspira1on
for
the
rest
of
the
business
community.

29. moises.cielak.net
•
Cultural
revolu1on
of
the
company,
in
charge
of
the
CEO
and
general
director
of
GE,
Jeff
Immelt
•
Innova1on
as
a
deep
and
systema1c
capacity
working
all
through
the
company.
•
One
engine
that
impulses
and
sustains
the
growth
of
new
investments.
•
Extend
the
limits
of
the
company,
in
an
organic
way
•
Transport
GE
to
new
business
lines,
new
geographical
zones
and
new
customer
segments.

30. moises.cielak.net
•
New
strategy
leaded
by
the
CEO
of
P&G,
Alan
G.
Lafley
•
Innova1on
as
the
whole
aspect,
in
how
the
company
invents,
produces,
commercializes
and
distributes
its
products.
•
Reaching
new
levels
of
implacable
and
profitable
growth
each
year.
•
Bringing
the
walls
that
separated
the
categories
of
the
products,
the
business
units,
the
sectors
and
brands
down
•
New
organiza1onal
model
called
‘Connect
and
Develop’

31. moises.cielak.net
•
“Immelt
and
Lafley
are
riding
through
a
path
in
which
all
the
ones
that
dedicate
themselves
to
business
will
eventually
ride.
Observe
and
learn.”
-­‐
Geoff
Colvine
from
Fortune
Magazine

32. moises.cielak.net
•
“One
innova1on
coming
from
everyone
and
everywhere”
•
-­‐
Dave
Whitman,
ex
CEO
of
Whirlpool
(1999)

33. moises.cielak.net
•
Implemen1ng
innova1on
as
central
compe11on
at
Whirlpool
•
The
naming
of
the
vice-­‐presidents
of
innova1on,
both
in
global
and
regional
levels.
•
The
crea1on
of
big
“Tran
func1onal
innova1on
teams”,
in
each
region,
dedicated
exclusively
to
the
research
of
new
forefront
ideas.
•
The
introduc1on
of
a
training
program
for
the
whole
company,
addressed
to
the
development
and
diffusion
of
innova1ve
mentality
and
capaci1es.
•
The
naming
of
600
“innova1on
mentors”
and
25
“innova1on
consultants”,
in
which
they
act
as
assis1ng
experts.
•
The
crea1on
of
“innova1on
counsels”,
for
the
supervision
of
the
con1nual
process
of
the
innova1on’
capacity
building.
•
The
organiza1on
of
big
communica1on
events,
called
the
Innova1on
Days,
in
which
the
innova1on
teams,
present
their
ideas
to
the
other
members
of
Whirlpool,
the
media,
and
even
Wall
Street
analysts.

34. moises.cielak.net
•
Implemen1ng
innova1on
as
central
compe11on
at
Whirlpool
•
The
crea1on
of
a
broad
set
of
parameters,
for
measuring
con1nually
the
performance
of
the
company’s
innova1ve
development,
as
well
as
the
progress
to
insert
it
as
central
compe11on.
•
The
establishment
of
a
sophis1cated
IT
structure,
called
Innova1on
E-­‐Space,
in
which
the
whole
staff
of
Whirlpool
is
integrated
and
mo1vated
to
show
the
effort
for
innova1on,
and
keep
track
at
the
same
1me,
of
the
progress
of
the
ac1vi1es
for
innova1on
inside
the
company.
•
Imagining
exci1ng
and
relevant
solu1ons
for
the
customers.
•
“If
we
keep
innova1ng,
we
keep
growing”
–Jeff
Feug,
CEO
of
Whirlpool

35. moises.cielak.net
•
Mexican
and
global
company
focused
in
the
construc1on
materials.
•
“One
new
category
of
formidable
compe1tors”–Business
Week
•
Third
place
in
the
global
cement
market
•
“…CEO
of
CEMEX,
Lorenzo
Zambrano,
decided
that
the
key
factor
for
building
a
beNer
future
for
his
company
was
innova1on”

36. moises.cielak.net
•
CEMEX’
Innova1on
system
elements:
•
One
group
dedicated
to
innova1on,
leaded
by
an
innova1on
director,
with
full-­‐1me
employees.
•
Mul1func1onal
teams,
in
charge
of
genera1ng
new
ideas
and
forefront
proposals.
•
One
council
of
innova1on
created
for
the
selec1on
and
financing
of
these
proposals.
•
Hundreds
of
“innova1on
champions”,
which
are
in
charge
of
being
mentors
and
guide
every
employee
that
has
generated
an
idea.
•
Virtual
and
online
compe11ons
of
“ping
pong”,
which
allow
other
people
to
“rebound”
ideas
from
one
side
to
the
other,
including
the
whole
organiza1on,
and
the
best
in
the
field.

37. moises.cielak.net
•
CEMEX’
Innova1on
system
elements:
•
One
IT
dedicated
plaxorm,
which
accelerates
the
diffusion
of
new
ideas
throughout
the
whole
company,
and
has
an
online
bank
of
ideas,
designed
for
facilita1ng
the
sharing
of
the
employees’
ideas,
either
if
their
big
or
small.
•
The
Innova1on
Days,
dedicated
annually
for
the
recogni1on
and
celebra1on
of
the
innovators’
work,
happen
to
given
the
“Oscar
Award”
to
the
best
implemented
ideas.
•
Ideas
for
big
accelera1on
of
the
company’s
opera1ons,
such
as
logis1cs.

38. moises.cielak.net
•
The
innova1on
as
systema1c
capacity:
•
Six
Sigma
•
Cycling
1me
•
Quick
customer
service
•
One
issue
of
wrongs
and
rights
in
the
deep
and
central
compe11on.
Why
the
majority
of
the
actual
organiza1ons,
even
those
where
organic
growth
and
supposedly
innova1on
are
true
strategic
priori1es,
s1ll
don’t
find
something
similar,
or
even
a
remotely
systema1c
and
corpora1ve
focus
of
innova1on?

39. moises.cielak.net
Real
innova1on
in
the
companies,
and
how
to
test
it:
Ask
the
employees:
Can
you
describe
the
innova1on
corpora1ve
system
of
your
company?
Do
you
consider
that
the
important
direc1ves
think
that
every
employee
of
the
company
is
an
innovator,
that
has
a
poten1al
capacity
for
shaping
the
course
that
someday
might
follow
the
organiza1on?
Have
you
received
any
training
for
being
a
business
innovator?

40. moises.cielak.net
Ask
the
employees:
What
importance
does
the
innova1on
has
in
the
evalua1on
of
your
performance
and
remunera1on?
How
hard
would
it
be
to
get
small
amounts
of
experimental
capital
for
trying
a
new
idea?
Would
you
know
who
to
talk
to
in
the
organiza1on
to
find
coaches
or
mentors
that
might
help
with
launching
the
progress
of
your
idea?
The
administra1ve
process
of
your
company
(planning,
strategy,
budget
and
capital
elabora1on,
etc)
support
your
work
as
innovator?

41. moises.cielak.net
Expect
as
an
answer:
Blank
looks,
why?
There
are
several
ways
of
suppor1ng
the
aggressive
growth:
Innova1on
in
its
products,
business
models
and
management
systems.
Strategy
life
cycles
are
geung
shorter
You
need
a
new
strategic
way
of
thinking
*The
majority
of
the
organiza1ons
haven’t
created
a
clear
model

42. moises.cielak.net
The
quality
as
systema1c
and
deep
capacity
*
Training
to
the
people
*
Supplying
of
useful
instruments
• Change
of
parameters
and
faculty
giving
of
decision
to
the
common
workers.
The
quality
as
intrinsic
and
generalized
capacity

43. moises.cielak.net
Why
are
there
faults
in
the
quality
management?
• Lack
of
knowledge
about
the
processes,
instruments
and
crucial
mechanisms.
•
Lack
of
knowledge
in
how
to
create
quality
systems
•
The
innova1on
as
secondary
spectacle:
something
good
to
have
and
as
conversa1on
subject.

44. moises.cielak.net
Solu1on?
INNOVATION!
Matryoshka
Model
Appears
to
be
simple
but…
*
When
it
opens,
it
has
an
effect
of
integrated
pieces.
*Require
each
piece
for
being
complete.

45. moises.cielak.net
Matryoshka
Model
in
the
innova1on:
*
A
deep
and
systema1c
challenge
*
A
band
of
interdependent
dimensions
*
Innova1on
is
where
these
mechanisms
should
be
integrated
appropriately
for
effec1ve
func1oning.

46. moises.cielak.net
•
Calibrate
again
all
of
its
systems
and
central
management
processes
for
the
conversion
of
innova1on
in
one
part
of
the
common
system.
•
“The
field
has
advanced
more
or
less,
to
the
same
point
where
medicine
was
where
leeches,
liniments,
and
magic
solu1ons,
where
the
treatment
of
the
era”
-­‐
Larry
Keeley
•
The
applied
innova1on
in
the
systema1c
form,
DOES
work

47. moises.cielak.net
CULTURAL
CHANGE
for
the
INNOVATION:
-­‐
Time,
money
and
dedica1on
-­‐
From
three
to
five
years
“…manage
and
domain
the
innova1on
as
a
disciplined
business
ac1vity,
will
help
the
organiza1on
to
cul1vate
huge
financial
rewards”
*Make
innova1on
a
way
of
life

48. moises.cielak.net

49. moises.cielak.net
•
Where
does
innova1on
really
comes
from?
•
How
can
you
generate
such
a
radical
and
rewarding
idea
that
fundamentally
changes
the
expecta1ons
of
the
customer,
reinvents
the
cost
structure
of
your
industry,
or
redefines
the
bases
of
the
compe11on,
in
a
way
that
devaluates
the
skills
and
ac1ves
of
your
rivals?

50. moises.cielak.net
Progress:
*Create
in
people’s
lives,
the
1me
and
necessary
space
for
reflec1on,
genera1on
of
ideas
and
experimenta1on.
*Maximize
the
thinking
diversity,
required
for
innova1on.
*Propi1ate
the
connec1on
and
conversa1on;
the
“chemical
combina1on”
that
feels
the
bases
for
feeding
the
forefront
ideas.

51. moises.cielak.net
•
The
lack
of
1me
in
innova1on:
•
The
obstacle
for
the
organiza1on
to
work
in
a
harder
and
quicker
way.
•
The
obstacle
complemented
with
the
lack
of
aNen1on
caused
by
small
fragments
and
distrac1ons.

52. moises.cielak.net
Create
a
culture
where
the
employees
have
1me
for
imagining,
experimen1ng
and
developing
their
own
ideas.

53. moises.cielak.net
Insert
the
innova1on
as
central
compe11on:
•
75
people
from
three
different
geographic
zone
around
the
world,
to
create
the
process
innova1on.
•
Challenge:
formulate
a
strategic
knowledge
base
of
the
market
that
could
inspire
a
new
radical
thought
and
one
new
growth
feed
by
innova1on.
•
Result:
•
Genera1on
of
ideas,
discipline
applica1on,
and
judgment
in
the
process
of
molding
the
opportuni1es
for
crea1ng
aNrac1ve
business
plans
and
catch
the
financial
value.
•
Release
the
employees’
imagina1on
from
the
whole
organiza1on
and
create
a
bunch
of
innova1on
opportuni1es.

54. moises.cielak.net
Inser1ng
innova1on
as
central
compe11on:
•
Time
period:
9
months
•
“They
included
some
of
the
highlighted
talents
of
the
organiza1on,
isolated
from
their
opera1ve
func1ons
at
the
moment,
where
the
business
needed
them”
-­‐
Nancy
Zinder,
Corpora1ve
vice-­‐president
of
innova1on
at
Whirlpool

55. moises.cielak.net
POST:
A
third
part
of
the
75
people
came
back
to
their
previous
jobs
to
spread
the
innova1on
concept
among
the
lines.
The
other
third
part
will
be
full-­‐1me
innova1on
consultants.
The
remaining
third
part
was
assigned
to
lead
new
projects
of
innova1on.

56. moises.cielak.net
Par1cipa1on
of:
•
Innova1on
councils
•
Important
direc1ves
•
“The
mee1ngs
separated
the
innova1on
from
the
normal
day,
and
turned
to
be
the
only
place
where
innova1on
took
the
center
away
from
the
daily
business
demands.”
-­‐
Nancy
Zinder

57. moises.cielak.net
Crea1on
of:
•
Mul1func1onal
team
plaxorms
for
innova1on
•
10
or
12
members
in
rota1on

58. moises.cielak.net
Crea1on
of:
•
Mul1func1onal
team
plaxorms
for
innova1on:
•
Challenge:
•
Explore
innova1ve
solu1ons
rela1ve
to
big
plaxorms
or
themes.
•
Develop
between
8
and
10
strategic
experiments
focused
on
the
subject
of
the
assigned
plaxorm.
•
PROs:
The
team
members
first
receive
an
intensive
training
for
them
to
learn
how
to
act
as
business
innovators.
• TIME:
•
At
least,
one
day
per
week,
during
three
or
four
months.
•
Team
replacement
each
10
or
12
weeks.

59. moises.cielak.net
Dave
Myers
from
Gore
(Flagstaff,
Arizona):
In
charge
of
produc1on
and
new
plas1c
implants
for
the
heart
in
Gore
IDEA
during
his
free
1me?:
Cover
the
bicycles’
speed
cables
with
plas1c
for
beNer
turn.
RESULT?:
Ride-­‐On
Cable
for
bicycles.
Next
IDEA:
Cover
the
guitar’s
strings
with
plas1c.
RESULT?:
Elixir
strings
for
acous1c
guitars.

60. moises.cielak.net
70/20/10
Google’s
Method:
70%
of
their
1me
for
the
main
business
ac1vity.
20%
of
their
1me
for
new
strategic
projects
such
as
Google
News,
Earth,
Book
Search,
Checkout
and
Apps
10%
of
their
1me
for
“spoiled”
projects.

61. moises.cielak.net
Discussions
among
ethnic,
racial
and
gender
diversity.
Bases:
Laws
approved
by
the
government
and
the
poli1c
conduct.
Globaliza1on
of
business
Know
and
take
advantage
of
quick
demographic
changes.

62. moises.cielak.net
“If
you
want
to
compete
globally,
you
must
understand
that
80%
of
the
world
is
not
made
by
white
people,
and
50%
is
not
made
by
males”
-­‐
Luke
Viscon1,
partner
and
cofounder
of
DiversityInc
Magazine

63. moises.cielak.net
Advantages
of
having
employees
from
different
na1onali1es:
Helps
build
bridges
that
direct
to
all
segments
and
sub-­‐segments
plus
niches
that
exist
in
a
more
global
customer
base
Connect
people
with
different
sets
of
skills,
capaci1es
and
perspec1ves

64. moises.cielak.net
How
to
select
your
team
members?
•
People
that
have
a
divergent
way
of
thinking
and
people
who
has
a
convergent
way
of
thinking.
•
People
who
is
more
analy1cal
and
people
who
are
more
crea1ve.
•
People
who
live
closer
to
the
office,
and
people
who
work
more
far
away.
•
People
who
are
younger
and
people
who
are
older.
•
People
with
a
lot
of
experience
and
people
with
a
lot
of
imagina1on.
•
People
who
know
of
technology
and
people
who
know
about
people.
•
People
from
inside
the
company
and
people
from
outside
the
company.

65. moises.cielak.net
High
direc1ves
Where
can
we
find
the
majority
of
the
diversity
in
the
tradi1onal
organiza1onal
diagram?
On
the
top
or
at
the
base?
Broad
organiza1on
Employees
in
charge
of
customer’s
service

66. moises.cielak.net
Give
voices
to:
Young
people
People
who
just
arrived
to
the
company
People
from
the
geographic
peripheries
of
the
organiza1on.

67. moises.cielak.net
“I
consider
that
some
of
our
best
ideas
have
come
from
the
people
who
are
more
away
from
the
offices
of
the
CEO;
which
means,
the
line
employees
that
interact
with
the
customer
on
a
daily
basis.
We
have
a
wonderful
team
of
crazy
people
who
are
working
in
our
store
located
in
ManhaNan,
at
44th
street
and
the
fiWh
avenue.
Now,
there
is
a
huge
Brazilian
community
close
to
the
store
and
the
manager
said:
“Hold
on!
We’re
not
doing
anything
for
aNending
this
community!”
therefore,
I
hired
for
the
store,
a
selected
staff
who
talks
the
language.
Next,
they
discovered
that
many
cruises
with
Brazilian
people
come
to
New
York;
they
got
in
contact
with
the
traveling
agency
and
found
that
the
store
was
a
desired
visit
for
them.
Just
like
that,
we
receive
every
Sunday,
buses
with
tourists.
If
we
would’ve
waited
to
someone
from
Minnesota
to
come
with
the
idea,
we’ll
s1ll
be
wai1ng.”
-­‐
Brad
Anderson,
CEO
of
Best
Buy

68. moises.cielak.net
“Innova1on
depends
as
much
to
the
collec1ve
different
as
it
is
to
the
aggregated
capacity”
-­‐ScoN
Page,
author
of
The
Difference:
How
The
Power
of
Diversity
Creates
BeZer
Groups,
Firms,
Schools,
and
Society
•
The
different
individuals
see
a
problem
given
from
different
perspec1ves
and
try
to
resolve
it
in
different
ways.
•
The
more
diverse
the
group
is,
the
larger
the
quan1ty
of
new
thoughts
for
resolving
a
problem.
•
Conven1onal
solu1ons
avoidance.

69. moises.cielak.net
In
respect
of
recruitment
strategies
for
the
Human
Resources
division:
DON’T
introduce
a
clone
legion
Introduce
different
people
that
produces
an
awkward
sensa1on
in
the
interviewer.
People
who
thinks
different.
“Don’t
oblige
them
to
‘homogenize’
because
if
they
don’t,
they’ll
be
fired”
-­‐
Robert
SuNon,
professor
at
Stanford
University
and
author
of
Weird
Ideas
That
Work:
11
½
Prac&ces
for
Promo&ng,
Managing
and
Sustaining
Innova&on

70. moises.cielak.net
“…mix
the
set
of
intellectual
genes
with
other
voices
introduced
from
outside
the
organiza1on
(and
outside
the
industry)
for
bringing
them
together
in
the
process
of
innova1on”
“
The
discoveries
that
happen
in
these
project
teams,
characterized
because
of
their
diversity,
oWen
come
back
again
to
be
planted
at
other
industries.”

71. moises.cielak.net
A
mix
of:
•
Diversity
•
Energy
•
Youth
•
Loudness
A
mix
of:
• Ethnic
groups
•
Age
groups
•
Skin
colors
•
Cultures
•
Perspec1ves
•
Experiences
•
Values

72. moises.cielak.net
“Diversity
defines
health
and
wealth
in
the
new
century
na1ons…
The
new
rule
is
mixing…
the
mix
wins
over
isola1on.
Generates
crea1vity,
feeds
the
human
spirit,
encourages
the
economic
growth
and
empowers
the
na1ons”
-­‐
Gregg
Zachary,
author
of
The
Global
Me

73. moises.cielak.net
Reaching
of
new
important
knowledge
for
the
incorpora1on
of
a
connected
and
conversa1onal
web,
full
of
vitality.
Great
ideas
are
born
through
the
interac1on
and
the
connec1on
of
a
web,
composed
by
a
whole
community
of
diverse
people.

74. moises.cielak.net
“…Innova1on
is
a
maNer
of
a
“chemical
combina1on”;
it’s
about
taking
ideas,
half-­‐cooked
no1ons,
compe11ons,
concepts
and
ac1ves
that
are
there
and
recombine
them
in
ways
that
allow
them
to
do
new
interes1ng
things
or
invent
en1rely
new
products
and
services”

75. moises.cielak.net
Success
examples:
The
unassembled
line
from
Henry
Ford
The
sewing
machines
from
Singer
The
canned
products
from
Campbell’s
The
sauces
and
goods
from
H.J.
Heinz
The
produc1on
of
the
Star
Wars’
saga
from
George
Lucas
The
online
bids
from
eBay
by
Pierre
Omidyar
The
products
set
by
Apple:
iPod
and
iTunes

76. moises.cielak.net
Innova1on
as
“crea1ve
collision”
•
Connec1on,
conversa1on
and
modular
interac1on
“The
big
ideas
rarely
have
just
one
progenitor.
They
usually
acquire
form
through
a
series
of
free
associa1ons,
automa1cally
spontaneous
among
open
groups
of
people.”
-­‐
David
Hill,
Power
Decision
Group
(San
Francisco,
USA)

77. moises.cielak.net
How
do
we
create
that
associa1on
degree
and
conversion
to
the
size
of
a
company?
How
do
we
increase
the
connec1on
and
conversa1on
degree,
in
which
the
business
units
are
presented,
the
divisions,
the
groups
of
products,
the
departments,
the
research
labs,
the
geographies,
etc,
as
well
as
outside
the
company
with
customers,
suppliers,
distributors,
strategic
partners,
colleges
and
universi1es
and
other
groups?

78. moises.cielak.net
1. Rethink
the
organizaHonal
diagram
• New
structures
• Interac1on
enhancement
• Responsibility
and
experiences
distribu1on
through
the
organiza1on
2. Create
an
open
market
for
ideas
• Finish
with
the
companies’
internal
monopolies
• Create
a
cultural
for
ideas
with
free
expression
3. Use
the
web
for
taking
advantage
of
the
imaginaHon
• Use
the
IT
system
of
the
company
as
global
opera1on
of
innova1on
• Engage
thousands
of
members
of
the
organiza1on
for
work
inside
the
web
• Create
a
24/7
system
• Learn
how
to
use
the
web
4. Take
more
Hme
for
the
face-­‐to-­‐face
sessions
• Share
knowledge
and
generate
ideas
inside
an
experimental
context
• Create
an
appe1te
for
innova1on,
and
make
it
contagious

79. moises.cielak.net
Skills
AcHves
Experiences
Disciplines
PerspecHves

80. moises.cielak.net
Build
the
bases
for
knowledge,
and
then
innovate
through
a
forefront
path
Uno
acaba
moliendo
la
misma
vieja
masa
con
el
mismo
viejo
molino
e
invariablemente
ob1ene
el
mismo
viejo
pan”
-­‐ Gary
Hamel

81. moises.cielak.net
Has
your
organiza1on
reached
a
state
where
everyone
or
many
of
your
colleagues
think
that
innova1on
is
part
of
their
job?
Are
you
taking
advantage
of
the
diverse
talents
of
your
internal
organiza1on,
as
well
as
the
ones
from
the
broader
markets,
where
you
compete?

82. moises.cielak.net

83. moises.cielak.net
} No
Time
} Poor
Rewards
} Under
Funded
} Job
Domain
} No
Allies
} Fellow
Employees
Neophobia
Uninformed
Judgments
Cau&on
Poli&cs
Obstacles
to
Corporate
Innova1on
2-­‐83
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

84. moises.cielak.net
• Sharing
informa1on
• Crea1ng
opportuni1es
for
people
to
demonstrate
their
skills
and
competence
• Building
and
using
influence
networks
Building
Social
Capital
2-­‐84
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

85. moises.cielak.net
• Borrowing
• Begging
• Scavenging
• Amplifying
Resource
Acquisi1on
2-­‐85
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

86. moises.cielak.net
} Two
phenomena
cons1tute
the
domain
of
corporate
entrepreneurship
} Corporate
venturing
approaches
have
as
their
commonality
the
adding
of
new
businesses
(or
por1ons
of
new
businesses
via
equity
investments)
to
the
corpora1on.
This
can
be
accomplished
through
three
implementa1on
modes
–
internal
corporate
venturing,
coopera1ve
corporate
venturing,
and
external
corporate
venturing.
} Strategic
entrepreneurship
approaches
have
as
their
commonality
the
exhibi1on
of
large
scale
or
otherwise
highly
consequen1al
innova1ons
that
are
adopted
in
the
firm’s
pursuit
of
compe11ve
advantage.
These
innova1ons
may
or
may
not
result
in
new
business
for
the
corpora1on.
Corporate
Innova1on
as
a
Strategy
2-­‐86
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

87. moises.cielak.net
• DefiniHon:
“A
vision-­‐directed,
organiza%on-­‐wide
reliance
on
entrepreneurial
behavior
that
purposefully
and
con%nuously
rejuvenates
the
organiza%on
and
shapes
the
scope
of
its
opera%ons
through
the
recogni%on
and
exploita%on
of
entrepreneurial
opportunity.”
Corporate
Innova1on
as
a
Strategy
2-­‐87
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

88. moises.cielak.net
• The
CriHcal
Elements:
1.
Create
The
Vision
2.
Encouraging
InnovaHve
Thinking
Radical
Innova%on
Incremental
Innova%on
3.Establish
an
InnovaHve
Environment
4.Develop
InnovaHve
Managers
5.Commit
to
InnovaHon
Teams
Corporate
Innova1on
as
a
Strategy
2-­‐88
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

89. moises.cielak.net
The
CriHcal
Elements:
• Create
The
Vision
• Encourage
InnovaHve
Thinking
• Radical
InnovaHon
• Incremental
InnovaHon
• Establish
an
InnovaHve
Environment
• Develop
InnovaHve
Managers
• Commit
to
InnovaHon
Teams
Corporate
Innova1on
as
a
Strategy
2-­‐89
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

90. moises.cielak.net
} Major
Roles:
Innovator:
The
person
who
has
made
the
major
technical
innova1on.
Venture
Manager:
The
internal
entrepreneur
responsible
for
the
overall
progress
of
the
project.
Champion:
Any
individual
who
makes
a
decisive
contribu1on
to
the
project
by
promo1ng
its
progress
through
the
cri1cal
early
stages,
par1cularly
up
to
the
point
of
implementa1on.
Innova%ve
CEO:
The
individual
who
is
in
charge
of
the
venture
and
controls
the
alloca1on
of
resources
(e.g.,
a
sub-­‐CEO,
a
division
manager,
or
a
venture
division
manager).
Sponsor:
The
high-­‐level
person
in
the
parent
company
who
acts
as
buffer
protector,
and
modifier
of
rules
and
policies
and
who
helps
the
venture
obtain
the
needed
resources.
Corporate
Innova1on
as
a
Strategy
2-­‐90
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall

91. moises.cielak.net
In
order
to
maintain
this
innovaHve
mindset
in
an
organizaHon,
managers
must:
• Establish
a
clear
defini&on
of
the
specified
challenges
that
everyone
involved
with
innova&ve
projects
must
address.
• Make
the
uncertainty
of
pursuing
innova&ve
projects
less
daun&ng.
Create
the
self-­‐confidence
within
all
employees
that
they
can
act
on
innova&ve
opportuni&es.
• Clear
out
any
obstacles
that
arise
as
a
result
of
the
innova&ve
project
progress.
Sustaining
Corporate
Innova1on
2-­‐91
©
2012
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EducaHon,
Inc.
publishing
as
PrenHce
Hall

92. moises.cielak.net
1. Challenging
Orthodoxies
2. Harnessing
Discon1nui1es
3. Leveraging
Competencies
and
Assets
4. Understanding
Unar1culated
Needs

93. moises.cielak.net
•
The
radical
innovators
are
repliers
•
They’re
people
that
like
polemics
of
a
conven1onal
concep1on
•
They’re
people
willing
to
reject
these
huge
and
unconver1ble
orthodoxies
of
the
industry
•
They
ques1on
beliefs
that
other
people
give
as
granted
•
If
they
don’t
ask
the
orthodoxies,
they
might
impose
the
possibility
of
new
opportuni1es
for
genera1ng
wealth
in
the
organiza1on.

94. moises.cielak.net
Orthodoxies:
Conven1onalisms
aNached
to
the
boNom
of
a
company
or
industry,
shared
by
many,
in
respect
to
what
leads
to
success

95. moises.cielak.net
•
Facing
the
orthodoxies
of
a
company:
•
Example:
MicrosoW
provides
its
soWware
in
a
complete
package
presenta1on,
when
Google
provides
it
through
the
web
Obstacles?
MicrosoW,
because
of
checking
every
covered
detail,
create
delays
in
the
process
of
produc1on
and
mistakes
for
making
the
delivery
in
a
quicker
way,
e.g.
Vista

96. moises.cielak.net
• Troubles
for
the
consumer:
The
MicrosoW’
updates
are
complex
and
slow.
In
the
case
of
Google,
the
updates
are
short
and
easy
to
handle,
because
of
the
fragment
of
the
chosen
soWware.
¿Another
compe1tor
for
MicrosoW?
Linux.
The
company
provides
open
licensees
for
the
general
public.

97. moises.cielak.net
•
Troubles
for
the
Consumer:
The
MicrosoW
updates,
must
be
bought,
when
Google
gives
them
for
free.

98. moises.cielak.net
Their
profits
are
focused
on:
-­‐
Investments
from
adver1sers
-­‐
The
clickthrough
of
the
browser
-­‐
The
chance
of
free
search
-­‐
The
official
installa1on
of
the
browser
and
now
available
in
new
hardwares.
Their
profits
are
focused
on:
-­‐
SoWwares
-­‐
Updates
-­‐
Digital
adver1sing

99. moises.cielak.net
•
Study
and
reject
the
orthodoxies,
or
bring
down
the
conven1onal
beliefs.
•
Advance
in
opposite
direc1ons,
and
abandon
the
tradi1onal
strategies
Example:
•
Whole
Foods
Market,
Odwalla,
Vita
Water
and
Fresh
Express
•
It’s
not
“value
and
commodity”,
it’s
“nutri1on
and
authen1city”
Result?
Loyalty
to
the
customer
because
of
their
leadership
in
innova1on
of
products
and
acquisi1on
from
bigger
brands
such
as,
Coca-­‐
Cola

100. moises.cielak.net
•
Bringing
up
the
dogmas
•
Find
the
absurd
•
Reach
extremes
•
Look
for
the
“and?”

101. moises.cielak.net
•
Conscious
of
the
fact
that
things
are
now
changing,
in
what
it
comes
to
fundamental
and
understand
the
revolu1onary
pres1ge.
•
Catch
by
intui1on
“El
futuro
está
enraizado
en
el
presente”
-­‐
John
NaisbiN

102. moises.cielak.net
•
A.k.a.
•
Digitaliza1on
•
Globaliza1on
•
Emergence
•
DISCONTINUITY:
A
sequence
of
trends
that
have
the
potenHal
to
drasHcally
change
the
rules
of
the
compeHHon,
or
the
industry
structures,
discovering
a
specific
quanHty
of
new
opportuniHes

103. moises.cielak.net
•
The
people
work
more
1me
now,
than
before
•
The
number
of
mono-­‐parental
families
is
increasing
in
a
constant
way
•
The
people
now
marries
older
than
before
•
The
people
spend
more
1me
online
Where
is
the
interacHon
of
these
trends?
When
you
bring
them
together,
which
is
the
major
landscape
that
shows
up?

104. moises.cielak.net
•
Looking
for
interac1ons
among
trends:
•
The
older
and
experimented
workers
that
look
for
updates
and
renova1on
of
skills
•
The
interest
for
alterna1ve,
naturalis1c
and
holis1c
medicine
•
The
search
for
spirituality,
of
equilibrium
and
life
quality
•
The
turn
of
informa1onal
economy
or
knowledge
•
Cheaper
and
beNer
quality
informa1on
•
The
capacity
and
desire
of
looking
younger
or
conserving
yourself
younger,
thanks
to
the
medical
improvements.
•
The
birth
rate
is
lower
(in
the
developed
countries,
the
people
are
having
less
kids)
•
The
popula1on
is
geung
older,
but
more
ac1ve
•
The
decrease
in
the
savings
rate

105. moises.cielak.net
•
Looking
there
when
your
compe1tors
don’t
•
Amplify
the
weak
signals
for
the
an1cipa1on
of
the
consequences
in
second
or
third
instance.
•
Try
to
understand
the
trends
inside
the
historical
context
•
Look
for
interac1ons
among
trends

106. moises.cielak.net
•
Organiza1ons
as
compe11ve
porxolios
and
strategic
assets
CENTRAL
COMPETITION:
Unique
or
rare
set
of
skills,
knowledge
and
experience
that
produces
a
benefit
valued
by
the
customers
and
the
differenHaHon
of
the
compeHHon.
STRATEGIC
ASSET:
Possession
of
a
company
that
is
hard
to
imitate,
develop
or
acquire,
and
represents
the
base
of
the
compeHHve
advantage.

107. moises.cielak.net

108. moises.cielak.net
•
Create
value
for
the
customer
•
Be
unique
or
at
least
short
(at
least
at
the
industry
of
its
company,
or
what
is
beNer,
in
the
world).
•
Be
sustainable
through
a
long
and
significant
period
of
1me
•
Be
important
for
the
actual
posi1on
of
the
company
•
Allow
its
use
in
new
products,
markets
or
businesses.

109. moises.cielak.net
•
Assets
in
form
of
inputs:
access
to
suppliers,
loyalty
to
the
suppliers,
financial
capacity.
•
Assets
in
form
of
processes:
protected
technology,
rules,
func1onal
experience,
infrastructure
•
Assets
in
form
of
channels:
access
to
distributors,
loyalty
to
the
distributors,
webs
of
distribu1on.
•
Assets
in
form
of
consumers:
informa1on
of
the
customers,
loyalty
to
the
customers,
brand
recogni1on.
•
Assets
in
form
of
market
knowledge:
know
the
customer’s,
compe1tors’
and
suppliers’
behavior.

110. moises.cielak.net
•
Introduce
yourself
to
the
body
of
the
client
•
Use
of
IT
systems
for
beNer
sa1sfac1on
and
customer
care
Customer’s
knowledge:
Unsa1sfied
need,
or
customer’s
frustra1on,
that
can
be
the
base
of
a
new
business
opportunity.

111. moises.cielak.net
•
Direct
observa1on
•
Mapping
the
customer’s
experience
•
Find
analogies
with
other
industries

112. moises.cielak.net
•
Invest
1me,
money
and
effort
for
building
the
truly
new
knowledge
bases
•
The
unstudied
dogmas
•
The
trends
without
explosion
•
The
compe11ons
and
the
underu1lized
assets
•
The
needs
of
the
clients
without
being
expressed

113. moises.cielak.net
•
Send
the
members
of
the
discovery
team
to
talk
about
the
transversal
sec1ons
of
the
organiza1on
•
Get
opinions
from
other
members
working
in
the
organiza1on
•
The
informa1on
given
will
be
used
for
the
development
of
new
knowledge.

114. moises.cielak.net
•
The
knowledge
allows
you
to
see
new
opportuni1es
and
discover
the
strategic
implica1ons
that
will
alter
or
change
the
rules
of
the
game?
•
•
Each
knowledge
represents
a
singular
point
of
view,
sponsored
by
documented
learning
(data,
observa1on,
interviews,
secondary
research)?
•
The
knowledge
asks
for
the
conven1onal
and
doesn’t
go
back
simply
to
enunciate
the
evident?
•
Each
knowledge
is
well
ar1culated
(and
doesn’t
leave
any
space
for
much
found
interpreta1ons)?

115. moises.cielak.net
•
Each
discovery
team
has
a
knowledge
porxolio?
For
example,
the
“orthodoxy”
team
and
the
“discon1nuity”
team,
have
knowledge
for
each
element
of
the
business
model?
The
“compe11on”
team
has
gathered
the
knowledge
that
reflect
the
future
and
latent,
central
and
possible
compe11on?
•
The
“customer
knowledge”
team
has
knowledge
about
the
complete
experience
of
the
client
and
all
the
meta
important
segments?

116. moises.cielak.net
Results
of
the
Discovery
Knowledge:
•
Something
that
was
unknown
un1l
now:
“something
that
we’ve
never
seen
before”
•
Something
that
was
underrated
un1l
now:
“something
we
saw,
but
truly
give
as
discounted,
or
not
very
important,
because
simply,
it
didn’t
seem
like
relevant
un1l
now”.
•
Something
that
was
underes1mated
un1l
now:
“something
in
which
we
were
working
already,
and
we
know
it’s
important…
but
men!
We
should’ve
done
a
lot
more
with
it!”

117. moises.cielak.net
•
How
can
we
create
new
knowledge
that
lead
to
innova1ons
that
change
the
game?
•
How
can
we
know
if
we’re
pushing
our
thinking
and
rejec1ng
our
central
beliefs?

118. moises.cielak.net
• Since
creaHvity
is
a
set
of
thinking
skills,
it
can
be
developed.
Anyone
can
become
more
creaHve.
CreaHve
skills
are
built
through
developing
the
habit
of
looking
for
new
problems,
trends
and
opportuniHes
in
order
to
make
things
beTer
for
the
people
of
the
world.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐118
The
Nature
of
Crea1vity

119. moises.cielak.net
• CreaHvity
comes
totally
from
the
unconscious.
• Children
are
more
creaHve
than
adults.
• CreaHvity
is
spontaneous
inspiraHon.
• Many
creaHve
works
go
unrecognized
and
are
only
discovered
decades
later.
• Everyone
is
creaHve.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐119
Misconcep1ons
Surrounding
Crea1vity

120. moises.cielak.net
• In
an
organizaHonal
sekng,
we
can
say
that
creaHvity
occurs
when
a
manager
has
a
new
idea
or
sees
an
opportunity
that
is
feasible
and
profitable
for
the
company.
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐120
Defining
Crea1vity

121. moises.cielak.net
• Domain
Skills
• CreaHve
Thinking
Skills
Divergent
Thinking
Convergent
Thinking
• Intrinsic
MoHvaHon
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐121
Elements
of
Crea1vity

122. moises.cielak.net
• Phase
1:
Background
or
Knowledge
AccumulaHon
• Phase
2:
The
IncubaHon
Process
• Phase
3:
The
Idea
Experience
• Phase
4:
EvaluaHon
and
ImplementaHon
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐122
The
Crea1ve
Process

123. moises.cielak.net
• Idea
Crea%vity
• Material
Crea%vity
• Organiza%on
Crea%vity
• Rela%onship
Crea%vity
• Event
Crea%vity
• Inner
Crea%vity
• Spontaneous
Crea%vity
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
3-­‐123
Crea1ve
Areas

124. moises.cielak.net
Innova1on
Accelera1on
Transforming
Organiza1onal
Thinking
Part
II
Individual
InnovaHon
Skills
(I-­‐Skills)
©
2012
Pearson
EducaHon,
Inc.
publishing
as
PrenHce
Hall
4-­‐2

125. moises.cielak.net
Change
is
the
key
word
in
innova1on.
The
more
we
do
something
that
fundamentally
changes
our
market
and
forces
our
compe1tors
to
react
to
us,
the
more
innova1ve
we
are.
Table
4-­‐1
provides
an
adapted
version
of
the
Kirton
Innova1on-­‐Adap1on
instrument
for
gauging
whether
you
embrace
rou1ne
or
change.
Introduc1on
4-­‐125
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} Adaptor
Characterized
by
precision,
reliability,
efficiency,
methodical
behavior,
prudence,
discipline,
conformity.
Concerned
with
resolving
problems
rather
than
finding
them.
Seeks
solu1ons
to
problems
in
tried
and
understood
ways.
Behavior
Descrip1ons
of
Adaptors
and
Innovators
4-­‐126
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127. moises.cielak.net
} Innovator
Seen
as
undisciplined,
thinking
tangen1ally,
approaching
tasks
from
unsuspected
angles.
Could
be
said
to
discover
problems
and
discover
avenues
of
solu1on.
Queries
problems’
concomitant
assump1ons;
manipulates
problems.
Behavior
Descrip1ons
of
Adaptors
and
Innovators
4-­‐127
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128. moises.cielak.net
• InnovaHon
Mentorship
• IncenHves
for
the
InnovaHve
Employee
• InnovaHve
Behavior
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4-­‐128
Ingredients
for
Enhancing
Innova1on
at
Work

129. moises.cielak.net
• Closed
InnovaHon
The
closed
approach
to
innova1on
is
an
aNempt
to
generate
new
business
breakthroughs
through
the
u1liza1on
of
the
people,
knowledge,
and
technology
within
the
company’s
boundaries.
Approaches
to
Innova1on
4-­‐129
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130. moises.cielak.net
} Closed
InnovaHon
Principles
1.
Hire
the
best
and
brightest
people,
so
that
they
work
for
you
and
not
your
compe1tors.
2.
Make
discoveries
and
developments
yourself,
so
that
your
company
brings
new
products
and
services
to
market.
3.
Discover
something
first
so
that
you’re
the
first
to
market
it.
4.
Invest
great
amounts
in
R&D,
in
order
to
insure
that
your
company
generates
the
best
ideas
and
stays
ahead
of
the
compe11on.
5.
Control
intellectual
property,
in
order
to
ensure
that
your
company
profits
from
it
and
not
your
compe1tors.
Approaches
to
Innova1on
4-­‐130
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131. moises.cielak.net
• Open
InnovaHon
Open
innova1on
implies
that
the
firm
is
not
solely
reliant
upon
its
own
resources
for
new
technology,
product,
or
business
development
purposes.
Rather,
the
firm
acquires
cri1cal
inputs
to
innova1on
from
outside
sources.
Approaches
to
Innova1on
4-­‐131
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132. moises.cielak.net
The
following
quesHons
are
examples
that
can
help
guide
you
in
gaining
insights
about
your
customer’s
background,
aktudes,
and
behavior:
} What
common
physical
features
do
the
customers
have,
if
any?
} What
common
ac1vi1es
do
they
do?
} What
do
they
typically
wear?
} What
are
typical
jobs
they
hold?
} Where
do
they
typically
live?
} What
is
the
most
interes1ng
thing
about
these
customers?
} What
one
word
or
phrase
best
describes
these
customers?
Sources
of
Opportunity
4-­‐132
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133. moises.cielak.net
1. Social
Goals
2. Life
Goals
3. Problems
4. Fact
Finding
Sources
of
Opportunity
4-­‐133
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134. moises.cielak.net
• CommodiHes
and
Materials
• Products
• Services
• Experiences
and
TransformaHons
Seizing
Opportunity
4-­‐134
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135. moises.cielak.net
} New
Product
Development
Concept
Development:
The
first
step
in
conver1ng
an
opportunity
into
an
innova1on
is
to
develop
a
clear
concept
of
what
you
want
to
achieve.
Prototyping:
Once
the
concept
is
well
defined
and
evaluated,
it
is
1me
to
start
to
transform
it
into
a
physical
product,
service
delivery
model,
or
customer
experience.
Final
Evalua%on:
AWer
a
prototype
is
modeled,
profitability
analysis
is
performed
to
determine
breakeven
points
in
terms
of
ini1al
investment
as
well
as
rates
of
return
that
will
be
realized
through
selling
the
product
based
on
projected
cash
flows.
Conver1ng
Opportunity
Into
Innova1on
4-­‐135
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A
Unique
SWOT
Analysis
Approach
} Diverge
on
the
strengths,
weaknesses,
opportuniHes,
and
threats
of
your
organizaHon.
} Converge
on
the
main
strengths,
weaknesses,
opportuniHes,
and
threats.
} Clarify
and
select
the
key
strengths,
weaknesses,
opportuniHes,
and
threats.
} Add
core
competencies
to
the
strengths
column.
} Explore
how
strengths
and
core
competencies
can
be
leveraged.
} Explore
ways
to
improve
weaknesses.
} Discuss
threats.
Conver1ng
Opportunity
Into
Innova1on
4-­‐136
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137. moises.cielak.net
The
moment
that
management
has
decided
the
product,
service,
or
experience
is
ready
to
launch,
is
called
the
point
of
commercializa%on.
(Chapter
8
will
explore
this
component
in
more
detail)
Commercializa1on
4-­‐137
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138. moises.cielak.net
Personal
Computers:
Idea
=
Osborne/Apple
Market
=IBM
Online
Bookselling:
Idea
=
Charles
Stack
Market
=
Amazon
Diapers:
Idea
=Chicopee
Mills
Market
=P&G
Table
4.4
Two
Types
of
Innovators:
Idea
Explorers
and
Market
Creators
4-­‐138
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139. moises.cielak.net
Innova1on
Accelera1on
Transforming
Organiza1onal
Thinking
Part
III
The
Design
FuncHon
in
InnovaHon
(I-­‐Design)
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5-­‐2

140. moises.cielak.net
Innova1on
Accelera1on
Transforming
Organiza1onal
Thinking
Chapter
5
The
Design
Thinking
Process
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5-­‐3

141. moises.cielak.net
• Herbert
A.
Simon,
professor
and
1978
Nobel
Laureate
in
Economics,
once
said,
“Engineers
are
not
the
only
professional
designers.
Everyone
designs
who
devises
courses
of
ac&on
aimed
at
changing
exis&ng
situa&ons
into
preferred
ones.”
Introduc1on
5-­‐141
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142. moises.cielak.net
• Design
is
the
process
of
shaping
an
idea
into
an
ar1fact,
which
is
something
we
can
observe
and
manipulate.
• When
we
design,
we
bring
an
idea
into
the
world
for
others
to
comprehend.
Design
5-­‐142
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143. moises.cielak.net
Figure
5-­‐1
5-­‐143
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Creativity
Proactivity
Innovation
Entrepreneurship
Design

144. moises.cielak.net
• Only
arHsts,
engineers,
and
architects
use
design.
• R&D
departments
are
where
companies
should
do
design.
• Design
is
too
complex
to
be
used
by
the
average
manager
in
the
company.
• Design
would
cut
into
a
manager's
daily
schedule
and
only
lead
to
frustraHon.
• Design
will
slow
down
the
innovaHon
process.
Design
Misconcep1ons
5-­‐144
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145. moises.cielak.net
• Design
is
too
fuzzy
and
will
take
the
manager
away
from
the
realiHes
of
business.
• Design
is
just
another
business
fad.
• Design
is
the
same
thing
as
innovaHon.
• Design
is
too
quirky
for
a
business
environment.
Design
Misconcep1ons
(cont.)
5-­‐145
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146. moises.cielak.net
Elements
of
Design
Thinking
• Accept
that
constraints
are
part
of
design.
• Seek
the
peaceful
coexistence
of
desirability,
feasibility,
and
viability.
• Inspira%on
• Proac%vity
• Humility
• Flexibility
• Focus
Design
Thinking
5-­‐146
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147. moises.cielak.net
} Paraphrase
a
design
challenge
into
a
form
worth
working
on.
} UHlize
restricHon-­‐free
thinking
to
avoid
premature
judgments.
} Gather
informaHon
from
a
variety
of
sources
and
arrange
the
knowledge
into
an
associaHve
network.
} Generate
and
refine
ideas
unHl
they
adapt
to
the
secHon
of
the
world
for
which
they
are
intended.
} Ideas
should
be
translated
into
different
prototypes
(e.g.,
visualizaHon,
mock-­‐ups,
models).
} Designers
should
consciously
select
soluHon
paths.
} Search
for
feedback
and
involvement
from
people
with
diverse
backgrounds
and
talents.
Design
Guidelines
5-­‐147
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148. moises.cielak.net
• Step
1:
Play-­‐
Play
is
a
vital
aspect
of
the
design
process.
• Step
2:
Display-­‐
Once
the
concept
has
been
fully
developed,
it
is
now
ready
to
be
displayed.
• Step
3:
Watch
the
Replay-­‐
The
third
step
of
the
itera1ve
process
is
called
“Watch
the
Replay”
because
it
is
1me
to
reflect
on
others
feedback.
Itera1ons:
The
Secret
Sauce
5-­‐148
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149. moises.cielak.net
• For
a
design
to
be
taken
further
in
the
organizaHon
it
must
fit
with
the
company’s
strategy.
Given
limited
Hme,
money,
and
other
resources,
you
must
ensure
that
the
design
meets
the
vision,
mission,
and
goals
of
the
company.
An
Important
Caveat
to
the
Beginning
Designer
5-­‐149
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150. moises.cielak.net
Innova1on
Accelera1on
Transforming
Organiza1onal
Thinking
Chapter
6
Design
Driven
Innova%on
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6-­‐3

151. moises.cielak.net
• The
manager
who
can
speak
“geek,”
as
well
as
talk
money,
will
be
able
to
acquire
needed
feedback
and
gain
the
support
of
technical
colleagues.
Engineers
and
produc1on
managers
can
become
valuable
partners
in
your
innova1on
journey.
They
will
help
you
shape
your
ideas
into
more
feasible
and
exci1ng
products
and
services.
Introduc1on
6-­‐151
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152. moises.cielak.net
• Engineers
are
very
goal
oriented.
• Engineers
approach
problems
like
an
economist.
• Engineers
seek
the
most
efficient
solu%on
to
a
problem.
Engineering
6-­‐152
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153. moises.cielak.net
• Chemical
Engineering
• Civil
Engineering
• Electrical
Engineering
• Computer
Engineering
• Industrial
Engineering
• Mechanical
Engineering
• Industrial
Designers
Engineering
Disciplines
6-­‐153
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154. moises.cielak.net
• A
prototype
is
a
physical
representaHon
of
your
idea
and
is
useful
for
aTaining
more
in-­‐
depth
feedback.
A
model
of
your
idea
makes
it
more
realisHc.
It’s
no
longer
just
on
paper,
so
others
can
look
at
it
from
every
angle.
Therefore,
a
prototype
is
rich
with
details
of
what
you
are
hoping
to
build.
Prototyping
6-­‐154
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155. moises.cielak.net
Step
1:
Drawing
• Sketches:
When
you
get
an
idea,
the
first
thing
you
should
do
is
draw
a
quick
sketch
and
jot
down
notes.
• Technical
drawing:
As
you
progress
with
an
idea,
you
may
want
the
assistance
of
an
engineer
or
draWsman
to
draw
more
technical
sketches
of
the
product.
Prototyping
in
5
Steps
6-­‐155
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156. moises.cielak.net
STEP
2:
Model
building
• Making
it
real:
A
complement
to
drawing
is
model
building.
• Materials
for
model
building:
Paper,
illustra1on
board,
heavy
cardboard,
poster
board,
bristol
paper,
chipboard,
museum
board,
foamcore,
canson
paper,
balsa
wood
and
basswood
are
good
materials
to
have
on
hand.
• Tips
for
building
models
• Business
viability
Prototyping
in
5
Steps
6-­‐156
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157. moises.cielak.net
Step
3:
Conceptual
Prototyping
• The
purpose
of
a
conceptual
prototype:
A
conceptual
prototype
advances
the
best
elements
of
your
previous
rough
prototype.
The
rough
prototype
should
have
given
you
a
general
idea
of
what
the
product
might
end
up
being,
but
the
conceptual
prototype
starts
to
take
on
more
detail
of
the
form,
fit,
and
func1on
of
the
final
design.
Prototyping
in
5
Steps
6-­‐157
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158. moises.cielak.net
Step
3:
Conceptual
Prototyping
Rapid
prototyping
techniques:
• Computer-­‐Aided
DraWing
(CAD)
program
• Laminated
Object
Manufacture
(LOM)
• Fused
Deposi1on
Modeling
(FDM),
• Solid
Object
Prin1ng
(SOP)
• Computer-­‐Aided
Manufacturing
(CAM)
systems
Prototyping
in
5
Steps
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159. moises.cielak.net
Step
3:
Conceptual
Prototyping
The
3
dimensions
of
a
good
prototype:
• The
three
criteria
that
determine
the
quality
of
a
prototype
are:
func1onality,
expressivity,
and
credibility.
• Manufacturability
should
also
be
considered.
Prototyping
in
5
Steps
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160. moises.cielak.net
Step
4:
Working
Prototype
• The
purpose
of
a
working
prototype
• Building
a
working
prototype
• Machine
principles
• Presenta%on
prototyping
Prototyping
in
5
Steps
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161. moises.cielak.net
Step
5:
Manufacturing
Processes
• Manufacturing
prepara%ons:
Once
the
prototype
has
been
approved,
it’s
1me
to
manufacture
it.
• Tooling
up:
If
your
product
has
a
unique
shape,
tools
and
equipment
may
need
to
be
prepared
to
manufacture
the
object.
Prototyping
in
5
Steps
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162. moises.cielak.net
• D.I.Y.
stands
for
Do
It
Yourself,
and
it
is
increasingly
becoming
an
ethic
that
is
filtering
into
all
areas
of
life.
• If
there
was
ever
a
1me
to
learn
how
to
design
and
prototype,
it
is
today.
Companies
are
embracing
design,
and
prototyping
technologies
are
becoming
easier
to
use,
less
expensive,
and
more
available.
The
Emergence
of
the
DIY
Movement
6-­‐162
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