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Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
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Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
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Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
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Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
Slides of Innovation Courses EGADEMOI Itesm aug 2014
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Slides of Innovation Courses EGADEMOI Itesm aug 2014

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Slides Innovation Couses Peru Aug 2014

Slides Innovation Couses Peru Aug 2014

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  • 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  Pearson  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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 126. moises.cielak.net } 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 128. moises.cielak.net •  InnovaHon  Mentorship     •  IncenHves  for  the  InnovaHve  Employee     •  InnovaHve  Behavior   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall       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   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce   Hall    
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 133. moises.cielak.net 1.  Social  Goals     2.  Life  Goals     3.  Problems     4.  Fact  Finding   Sources  of  Opportunity   4-­‐133  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 134. moises.cielak.net •  CommodiHes  and  Materials   •  Products   •  Services   •  Experiences  and  TransformaHons       Seizing  Opportunity   4-­‐134  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 136. moises.cielak.net 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall    
  • 139. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  III       The  Design  FuncHon  in  InnovaHon    (I-­‐Design)         ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     5-­‐2  
  • 140. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  5     The  Design  Thinking  Process       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 143. moises.cielak.net Figure  5-­‐1   5-­‐143   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 150. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  6     Design  Driven  Innova%on       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 153. moises.cielak.net •  Chemical  Engineering   •  Civil  Engineering   •  Electrical  Engineering   •  Computer  Engineering   •  Industrial  Engineering   •  Mechanical  Engineering   •  Industrial  Designers   Engineering  Disciplines   6-­‐153  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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   6-­‐158  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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   6-­‐159  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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   6-­‐160  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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   6-­‐161  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 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  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 163. moises.cielak.net •  Commodity  Prototyping    Commodi1es  are  resources  that  are  obtained  from  the  natural  world,  and  are  typically   u1lized  to  manufacture  products.   •  Service  Prototyping    Service-­‐based  businesses  provide  specific  tasks  customers  want  done  but  don’t  want  to  do   themselves.   •  Experience  Prototyping    Experiences  are  memorable  encounters  a  company  provides  to  its  customers.   •  TransformaHon  Prototyping    Transforma1ons  are  experiences  that  help  customers  realize  their  aspira1ons  and  dreams.     In  a  transforma1on,  the  customer  is  the  product.   Prototyping  Commodi1es,  Services,   Experiences,  and  Transforma1ons   6-­‐163  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 164. moises.cielak.net
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  • 166. moises.cielak.net Find  the  way  of  taking  advantage  of  all  the   latent  crea1vity  that  is  available  in  your   organiza1on,  and  your  broad  web  of  clients,   supplies,  and  partners  when  looking  for  new   growth  opportuni1es  
  • 167. moises.cielak.net •   Cul1vate  the  innovators  among  your   organiza1on       •   Use  the  power  of  the  web     •   See  beyond  the  organiza1on       •   Channel  energy  for  the  forma1on  of  a   voluntary  community    
  • 168. moises.cielak.net 1.  Your  objec1ves:  Are  you  looking  for  raw  ideas?  Ideas  ready   for  the  market?  Products  ready  for  the  market?   2.  The  compe11on  dynamic  in  your  industry:  Which  is  the   rhythm  of  technology  and  the  market  change?   3.  The  strengths  and  the  size  of  your  company:  How  big  is  your   global  reach?  How  much  recogni1on  has  your  brand  around   the  world?  
  • 169. moises.cielak.net •   Who  from  outside  would  be  interested  in  the  problems  of  my   company?     •   What  type  of  investment  is  required  for  waking  up  the  sympathy  and   the  trust  of  this  community?   •   What  incen1ves,  out  of  monetary,  would  emerge  contribu1ons  to   the  voluntary?   •   What  mechanisms,  websites,  revision  processes  from  the  pairs,   discussion  forums,  rules  and  protocols,  design  instruments  can  we   used  for  structuring  their  contribu1ons?  
  • 170. moises.cielak.net Recognize  that  innova1on  is  in  great  part  a   game  of  numbers,  in  which  you  should   generate  an  infinity  of  ideas,  where  some  will   come  as  big  winners  
  • 171. moises.cielak.net Increase  your  probabili1es  of  inven1ng  new   value  by  opening  your  project  process  to  a   broad  range  of  opportuni1es  for  the   innova1on,  and  not  only  to  new  products,   new  technologies  and  one  “forefront"  design  
  • 172. moises.cielak.net A  range  of  new  opportuni1es:     Technology  innova1on   Product  innova1on   Service  innova1on   Opera1on  innova1on   Cost  innova1on   Experience  innova1on   Management  innova1on   Business  Model  innova1on   Industry  innova1on  
  • 173. moises.cielak.net Look  for  ideas  that  have  a   true  poten1al  for   transforming  the  game,  by   contras1ng  diverse  types  of   knowledge  among  them,  to   see  if,  at  the  moment  they   crash,  new  opportuni1es  are   discovered  for  innova1on.  
  • 174. moises.cielak.net •   Study  the  shared  orthodoxies  in  the  company,  and  the  industry,  and  ask  what   would  happen  if  the  rules  were  rejected.     •   Iden1fy  the  deep  trends  that  operate  in  the  market  for  advantage  of  the   company.   •   Take  a  look  to  all  the  compe11on  and  assets,  in  search  of  new  growth   opportuni1es.   •   Iden1fy  needs  of  the  client  that  haven’t  been  expressed  or  sa1sfied  
  • 175. moises.cielak.net Results?   •   In  the  year  2000,  PECO  Energy  Corpora1on  merged  with  Unicom,   transforming  their  new  name  to  PECO  An  Exelon  Company.     •   Today,  is  the  biggest  nuclear  energy  producer  in  the  USA.   •   The  17  different  installa1ons  of  Exelon  generate  18%  of  the  total   nuclear  energy  available  around  the  country.  
  • 176. moises.cielak.net Briva  by  Whirlpool   -­‐ Trend:  Homes  occupied  by   just  one  person.   -­‐ UnsaHsfied  need:     -­‐ Electro  domes1cs  designed   for  just  one  person.     -­‐ Orthodoxy:  “Why  wouldn’t  a  dishwasher  look  like  a  microwave  oven,   which  means  smaller,  more  compact  and  quicker?”   -­‐  Central  CompeHHon:  Design,  Produc1on  y  and  Marke1ng  of  electro   domes1cs.  
  • 177. moises.cielak.net Create  targets  of  innova1on,  and  address  your   genera1on  of  ideas  to  the  center  of   corpora1ve  challenges,  problems  with  clients,   or  ques1ons  of  the  industry,  defined  with   clarity.  
  • 178. moises.cielak.net How  can  we  increase  the  volume  of  ideas  that   we  would  take  in  considera1on?     How  can  we  improve  the  quality  of  the  ideas   generated?  
  • 179. moises.cielak.net
  • 180. moises.cielak.net ANending  groups  of  unsa1sfied  or  unaNended   customers       Supplying  new  or  different  benefits     Obtaining  or  giving  value  in  an  unusual  way  
  • 181. moises.cielak.net Low-­‐cost  advanced  technology     A  variety  of  unmistakable  products  in  different  segments  of  the   standardized  mass  market     Offered  specialty  products  in  low  prices,  which  is  convenient  to   the  segment  niche,  among  large  volume  businesses  
  • 182. moises.cielak.net Conceptual  map  that  describes  the  way  in  which  a   company  creates,  delivers  and  obtains  value.  
  • 183. moises.cielak.net Who  are  our  clients?     Which  segments  of  the  market  do  we  aNend  and   which  geographies?     Who  are  the  buyers  of  our  goods  and  services?  
  • 184. moises.cielak.net Which  are  the  products  and  services  that  we  sell?     What  benefits  and  solu1ons  do  we  deliver  to  our   clients?      
  • 185. moises.cielak.net Which  distribu1on  channels  do  we  use?     Which  is  the  configura1on  of  our  supply  value?     Which  are  the  processes  and  central  ac1vi1es  that  translate  our   compe11on,  assets  and  other  inputs  in  value  for  our  clients   (products)?     Who  are  our  partners?     How  do  our  suppliers  and  partners  help  us  to  deliver  value?  
  • 186. moises.cielak.net For  what  do  we  charge  our  customers?     Which  are  the  main  costs  that  we  constrain  for  being  able  to   deliver  what  we  offer?     How  do  we  obtain  value?     What  model  do  we  use  for  determining  prices?  (for  example,  the   standard  quota  in  front  of  a  subscrip1on,  own  rate  in  front  of  the   adapted  person;  direct  in  front  an  indirect  through  the  third   par1es;  by  packages  in  front  of  a  separate  leNer;  standard  prices   in  front  of  market  bases;  etc)  
  • 187. moises.cielak.net How  do  we  differen1ate  ourselves  from  the  compe1tors?     How  do  the  clients  experiment  this  difference?     To  which  differences  might  concede  more  value?     How  sustainable  is  our  differen1a1on?     Is  it  protected  by  central  compe11ons  and  strategic  assets  that   we  only  possess?  
  • 188. moises.cielak.net Two  different  objec1ves  for  innova1on  in  the  business  model:     1.  Try  to  invent  totally  new  business  models,  that  have  never   been  seen  at  the  industry     2.  Propi1ate  the  con1nual  evolu1on  of  the  existent  business   model  of  your  company  
  • 189. moises.cielak.net A  poten1al  opportunity  for  crea1ng  value,  separa1ng  themselves   from  the  rules  of  the  industry.     A  poten1al  blind  side  or  an  Achilles’  heel  that  compe1tors  could   use  for  undermine  or  devaluate  your  posi1on  
  • 190. moises.cielak.net Who  do  we  target/aNend?     What  do  we  offer?     How  do  we  offer  it?     How  do  we  make  money?     How  do  we  differen1ate  ourselves  and  maintain  it  as  an   advantage?    
  • 191. moises.cielak.net Reexamine  each  component,  by  using  the  fundamentals  of  your   new  strategic  knowledge,  for  detec1ng  new  innova1on   opportuni1es.  
  • 192. moises.cielak.net “Make  it  about  inven1ng  fundamentally  new   business  models,  or  propi1ate  the  evolu1on   in  which  you  already  have,  the  acid  test  is  for   knowing  the  poten1al  of  any  business  model,   for  crea1ng  superior  value  to  the  average,   especially  for  the  clients,  and  with  it,  new   wealth,  which  is  the  measure  of  its   “radicalism”.·∙  
  • 193. moises.cielak.net How  can  I  get  that  my  actual  business  model   maintains  itself  fresh  and  innova1ve?     How  can  I  make  sure  that  we’re  thinking  in  a   sufficiently  broad  way  when  we  look  for  new   opportuni1es?  
  • 194. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  IV       OrganizaHonal  InnovaHon    (I-­‐Teams)         ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     7-­‐2  
  • 195. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  7     Audi&ng  Organiza&onal  Innova&on       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     7-­‐3  
  • 196. moises.cielak.net According  to  ON  (1989),  some  of  the  best   defini1ons  of  culture  include:   •  It  is  made  up  of  the  values,  beliefs,  assump%ons,  behavioral   norms,  ar%facts,  and  paDerns  of  behavior.   •  A  social  energy  that  moves  members  to  act.   •  It  is  a  unifying  theme  that  provides  meaning,  direc%on,  and   mobiliza%on  for  organiza%on  members.   •  It  func%ons  as  an  organiza%onal  control  mechanism,   informally  approving  or  prohibi%ng  behavior.   Introduc1on   7-­‐196  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 197. moises.cielak.net Entrepreneurial  Readiness  in  Organiza%ons   •  The  Organiza1onal  Metaphor     Innova%ve  Readiness  in  Organiza%ons   •  Organiza1onal  Assessment  of  Innova1on  and   Crea1vity   •  The  Corporate  Entrepreneurial  Assessment   Instrument  (CEAI)   Assessing  Innova1on  in  Organiza1ons   7-­‐197  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 198. moises.cielak.net The  Organiza%onal  Metaphor     •  Assesses  a  firm’s  entrepreneurial  culture  in  an  informal,   non-­‐threatening  way.    Besides  serving  as  an  assessment   method  it  also  serves  as  an  icebreaker  and  a  way  to  open   creaHve  channels  within  groups  of  individuals.  ParHcipants   are  asked  to  take  factors  of  organizaHonal  life  and  translate   them  into  metaphorical  images  allowing  employees  to   describe  aspects  of  the  firm  that  are  not  always  posiHve  in  a   way  that  is  non-­‐threatening  and  humorous.   Entrepreneurial  Readiness   7-­‐198  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 199. moises.cielak.net }  Purpose:  This  exercise  evokes  a  descrip1on  of  your  organiza1on   from  a  dynamic  living  organism  perspec1ve.     }  Goal:  To  draw  an  animal  that  best  represents  our  organiza1on  –  real   or  imaginary?     }  InstrucHons:  In  your  group,  reach  some  agreement  with  answers  to   the  following  ques1ons  or  statements.    The  answers  must  be   represented  on  the  drawing…no  words  are  allowed!   ◦  What  animal  (real  or  imaginary  really  depicts  the  organizaHon  today?   ◦  Describe  this  animal  in  detail.   ◦  Is  it  male,  female,  neither,  both?   ◦  Describe  its  temperament…gentle,  domesHc,  wild,  unpredictable.   ◦  What  are  its  feeding  habits,  living  rouHnes,  and  other  habits?   ◦  Describe  its  environment,  how  it  succeeds  in  compeHHon  for  food?   ◦  What  are  its  strengths,  weaknesses,  vulnerabiliHes?   ◦  How  does  it  relate  to  the  internal  systems  which  comprise  it?    Does  it  use   its  organs  for  funcHons  to  its  advantage  or  cause  harm  to  it?   ◦  How  would  you  adapt  or  change  the  animal  if  you  had  the  power  to  do  so   and  why?  (to  be  explained  aqer  the  drawing  is  completed)   Table  7.1  Organiza1on  Metaphor     7-­‐199  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 200. moises.cielak.net •  One  of  the  best  ways  to  raise  a  good   discussion  about  a  firm’s  “innova1ve   readiness”  is  to  fill  out  the  following   ques1onnaire,  called  the  Organiza&onal   Assessment  of  Innova&on  and  Crea&vity.         •  Just  follow  the  instruc1ons  and  when  you  are   finished  you  will  be  given  given  further   instruc1ons  on  how  to  score  the   ques1onnaire.       Innova1on  Readiness   7-­‐200  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 201. moises.cielak.net •  Another  assessment  instrument  that  has  proven  successful   is  the  Corporate  Entrepreneurial  Assessment  Instrument   (CEAI).    It  is  one  of  the  few  research-­‐based  surveys  that   aTempts  to  measure  the  innovaHve  readiness  within  an   organizaHon.    While  the  instrument  has  been  through  a   number  of  iteraHons  since  its  first  publicaHon  (Kuratko,   Montagno  &  Hornsby,  1990)  the  development  of  the  survey   items  are  extensively  based  on  the  research  and  wriHngs  to   date  (Hornsby,  Kuratko  &  Zahra,  2002;  Hornsby,  Kuratko,   Shepherd,  &  BoT,  2009).     Corporate  Entrepreneurial  Assessment   Instrument  (CEAI)     7-­‐201  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 202. moises.cielak.net The  instrument  features  48  Likert-­‐style  ques1ons  that  are  used  to  assess   antecedents  of  innova1ve  behavior.  Five  stable  antecedents  of  middle-­‐ level  managers’  entrepreneurial  behaviors  are  examined:       }  (1)  management  support:  the  willingness  of  top-­‐level  managers  to  facilitate  and   promote  innova1ve  behavior,  including  championing  of  innova1ve  ideas  and   providing  necessary  resources,   }  (2)  work  discre&on/autonomy:  top-­‐level  managers’  commitment  to  tolerate   failure,  provide  decision  making  la1tude  and  freedom  from  excessive  oversight,   and  delegate  authority  and  responsibility,     }  (3)  rewards/reinforcement:  development  and  use  of  systems  that  reward  based   on  performance,  highlight  significant  achievements,  and  encourage  pursuit  of   challenging  work,     }  (4)  &me  availability:  evalua1ng  workloads  to  assure  1me  to  pursue  innova1ons   and  structuring  jobs  to  support  efforts  to  achieve  short  and  long-­‐term   organiza1onal  goals,  and     }  (5)  organiza&onal  boundaries:  precise  explana1ons  of  outcomes  expected  from   organiza1onal  work  and  development  of  mechanisms  for  evalua1ng,  selec1ng,   and  using  innova1ons.     }      Corporate  Entrepreneurial  Assessment   Instrument  (CEAI)     7-­‐202  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 203. moises.cielak.net •  The  CEAI  can  significantly  benefit  organizaHons  and  is  of  value  to   managers  seeking  to  develop  a  corporate  innovaHon  strategy.     Why?  Because  the  instrument  provides  an  indicaHon  of  a  firm’s   likelihood  of  being  able  to  successfully  implement  an  innovaHon   strategy.  It  highlights  areas  of  the  internal  work  environment   that  should  be  the  focus  of  ongoing  design  and  development   efforts.  Further,  the  CEAI  can  be  used  as  an  assessment  tool  for   evaluaHng  corporate  training  needs  with  respect  to   entrepreneurship  and  innovaHon.     Diagnosing  the  Internal  “Readiness”  for   Corporate  Innova1on       7-­‐203  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 204. moises.cielak.net A  Corporate  Innova%on  Employee  Development  Program     }  (1)  IntroducHon  to  Corporate  InnovaHon   }  (2)  InnovaHve  Breakthroughs     }  (3)  CreaHve  Thinking     }  (4)  InnovaHon  Development  Process     }  (5)  Barriers,  Facilitators  and  Triggers  to  InnovaHve  Thinking     }  (6)  InnovaHon   }        Create  an  Understanding  of  the  Corporate   Innova1on  Processes       7-­‐204  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 205. moises.cielak.net
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  • 207. moises.cielak.net How  radical  is  the  idea?   How  big  or  important  can  it  be?   What  type  of  consequences  would  it  have  in  the  clients,  the   compe11on,  the  industry?   How  big  is  the  poten1al  market?   Would  clients  want  it?   How  interested  would  they  be?   How  viable  can  this  be?   How  mature  the  technology  is?   Do  we  have  the  resources,  compe11on,  and  capaci1es  for   materializing  it  or  can  we  obtain  it  somewhere  else,  meaning   through  socie1es?     Do  we  have  distribu1on  channels  for  taking  this  to  the  market?    
  • 208. moises.cielak.net The  incrementalism  is  no  longer  the  way  for  resolving  the   func1onality  and  growth  problems  of  the  company     The  solu1on  is  focused  on  radical  innova1on  that  changes  the   game    
  • 209. moises.cielak.net One  idea  is  radical  if  it  goes  through  one  or  more  of  the  three   following  challenges:     Does  it  have  the  strength  for  dras1cally  recomposing  the   expecta1ons  and  behaviors  of  the  clients?     Does  it  have  the  strength  to  change  the  base  of  the  compe11ve   advantage?     Does  it  have  the  strength  to  change  the  industry’s  economy?  
  • 210. moises.cielak.net How  do  we  get  that  the  people  be  willing  to  pay  for  their  own  coffee   previously,  in  a  maNer  of  days  or  even  weeks  before?   Risky?  The  card  offers  the  clients  a  solid  benefit     The  risks  were  small  and  the  performance  huge  
  • 211. moises.cielak.net If  we  gain  success  with  this  idea,  how  many  people  would  be   interested  in  it?     When  would  it  change  or  improve  the  lives  of  the  people  as  a   result  of  this  idea?     How  much  produc1ve  change  would  it  produce  in  the  industry  as   we  know  it  today?     How  much  would  the  company’s/industry’s  economy  will   change?    
  • 212. moises.cielak.net How  to  measure  the  impact?     Low  to  Hard  
  • 213. moises.cielak.net How  do  I  get  to  a  good  equilibrium  in  the   incremental  and  radical  ideas  that  make  part   of  my  porxolio?     How  can  I  make  sure  that  the  radical   innova1ons  survive  inside  my  company?  
  • 214. moises.cielak.net
  • 215. moises.cielak.net A  porxolio  of  growth  plaxorms     A  porxolio  of  clients’  problems     One  architecture  of  innova1on  
  • 216. moises.cielak.net The  first  thing  you  need  in  diversity  is:   What  we   Are     today   Create  op1ons  
  • 217. moises.cielak.net Then,  you  need  congruence:     What   we  are     today   Create  op1ons   Create  a  direc1on   What  we   Can  be   someday   The  racism  or  the  cluster   of  opportuni1es  creates   one  new  growth  plaxorm  
  • 218. moises.cielak.net •     Types  of  clients:  Which  segments  of  poten1al  clients  would  we  focus  on?   •   Benefits  of  the  client:  Which  are  the  main  benefits  that  we  will  offer  to  the  clients  that   we  want  to  aNend?   •   Products/services  offers:  Which  areas  we  will  dominate  with  our  offers?   •   Geography:  Do  we  ambi1on  to  be  a  local,  regional  or  global  leader?   •   Central  Compe11on:  What  compe11ons  do  we  wish  to  dominate  or  employ?   •   Economic  model  or  u1li1es:  What  investment  and  u1li1es  model  we  will  employ?  For   example,  we  will  go  from  a  shopping  model  to  a  subscrip1on  one.  
  • 219. moises.cielak.net The  goal  is  to  define  the  specific  vectors  that  the  company  will  follow  for  transforming   its  existent  business  model  or  reinvent  the  rules  of  the  industry.   First  innova1on  vector   Second  innova1on  vector   Third  innova1on  vector   Opportunity  cluster  
  • 220. moises.cielak.net •   Each  exis1ng  project  or  ini1a1ve  in  the  company,  can  be  evaluated  in   terms  of  how  good  it  aligns  with  the  emphasis  of  innova1on  inside  the   organiza1on.       •   Each  decision  of  where  should  the  resources  should  be  des1ned,  can   be  evaluated  with  the  reason  of  the  same  dimensions.   •   Are  we  developing  an  innova1on  architecture,  that  prints  congruence   and  consistency  to  our  opportunity  porxolio  and  that  defines  what  we   wish  the  company  to  be?  
  • 221. moises.cielak.net •   Do  we  find  consensus?  Does  it  exist  a  shared  point  of  view  in  respect  of   what  will  the  company  be?   •   Will  these  answers  amaze  the  compe1tors?  Or,  are  the  same  type  of  things   that  we  will  listen  if  we  assist  to  a  conference  at  the  industry,  meaning:  “we   should  have  more  environmental  conscience”,  “we  should  act  by  thinking   more  in  the  clients”,  etc?   •   Does  these  answer  reflect  the  priori1es  of  the  company  to  a  short  period  of   1me?  For  example,  to  create  new  compe11on,  follow  new  types  of  people,   link  to  new  partners,  meaning,  specific  steps  that  connect  with  the  point  of   view  on  a  longer  period  of  1me,  how  do  we  wish  to  reform  the  company  in   the  world?  
  • 222. moises.cielak.net •   It’s  given  in  original  and  deep  knowledge…  that  they’re  understood  as   a  visceral  form.     •   It  has  been  dis1lled  in  many  op1ons  of  compe11on…  through  a   transparent  process   •   Has  audacity  aspira1ons…  but  is  immediate  prac1ce.     •   Has  been  born  from  a  deep  engagement…  but  its  tenta1ve  in  fair   measure.  
  • 223. moises.cielak.net •   Look  to  the  future:  Does  it  represent  our  singular  point  of  view  about  the  future   that  we  wish  to  create?     •   It’s  dis1nc1ve:  is  it  clearly  different  from  the  other  compe1tors’  tradi1onal   strategies  and  non-­‐tradi1onal  threats?   •   Its  founded  on  facts:  Is  it  well  constructed  in  protected  knowledge  about   orthodoxies,  trends,  compe11on/assets  and  clients?   •   Its  inspiring:  Will  it  allow  to  the  organiza1on  to  expand?  Will  it  generate  the   passion  of  the  func1onal  and  future  leaders?   •   Its  prac1cal:  It  will  supply:  a  clear  guide  for  the  posi1oning,  the  assignment  of   budget,  the  acquisi1ons,  the  management  ac1vi1es  and  the  talent  assigna1on?   Will  it  supply  goals  for  the  experimenta1on  and  learning  process?  
  • 224. moises.cielak.net •   It’s  cohesive:  Makes  the  organiza1on  unite  because  it  limits  the  reach   of  the  debate,  in  respect  of  what  we’re  going  to  be  and  what  we’re   going  to  do  or  not  to  do?     •   It’s  cumula1ve:  Will  it  supply  consistency  and  accumulate  with  1me?  
  • 225. moises.cielak.net •   Which  exis1ng  compe11ons  should  we  employ?     •     Which  compe11on  should  we  acquire?   •   Which  new  func1onali1es  should  launch?   •   Which  new  groups  of  clients  we  should  try  to  understand?   •   Which  new  distribu1on  channels  should  we  explode?  
  • 226. moises.cielak.net •   How  do  I  establish  the  structure  for  innova1on,  in  a   way  that  my  innova1on  ac1vi1es  have  direc1on  and   congruence?     •   How  can  I  get  that  all  the  levels  buy  and  feel  owners   of  our  innova1on  architecture?  
  • 227. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  IV       OrganizaHonal  InnovaHon    (I-­‐Teams)         ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     9-­‐2  
  • 228. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  9     Team-­‐Based  Innova&on       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     9-­‐3  
  • 229. moises.cielak.net Teams  are  an  important  component  to  the   success  of  corporate  innovaHon  and   entrepreneurship.    They  are  different  from   groups  because  they  have  a  common   purpose,  complimentary  skills,  common   goals,  and  joint  accountability.   UHlized  effecHvely,  teams  enhance   performance,  quality,  efficiency,  and   innovaHon.   Introduc1on   9-­‐229  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 230. moises.cielak.net •  The  basic  tenet  of  work  teams  is  that  jobs  and   organiza1ons  should  be  designed  around   processes  instead  of  func1ons  and  that  the   basic  produc1on  unit  should  be  the  team  and   not  the  individual.    Fully  mature  work  teams   set  their  own  work  goals  and  perform  all  the   tasks  associated  with  the  work  process.     Teams  are  formed  for  synergy;  that  is,  to   accomplish  more  than  individuals  can   accomplish  separately.  The  focus  of  teams  is   to  improve  quan1ty  and/or  quality  of  outputs.   •      Overview  of  Team  Development   9-­‐230  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 231. moises.cielak.net •  FuncHonality     Func%onal  teams:  Team  members  are  from  the   same  work  unit.      Cross-­‐func%onal  teams:  Cross-­‐func1onal  teams  are   comprised  of  members  from  different  func1onal   units  or  departments  to  work  on  mutual  problems.   Levels  of  Work  Team  Implementa1on   9-­‐231  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 232. moises.cielak.net   •  Purpose      Problem-­‐solving  teams:  Team  members  are   focused  on  specific  issues  to  develop  and   implement  solu1ons.      Developmental  teams:  Team  members   concentrate  on  developing  new  products  or   systems.     Levels  of  Work  Team  Implementa1on   9-­‐232  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 233. moises.cielak.net   •  DuraHon      Project:  The  team  is  created  for  a  specific  purpose   and  is  dissolved  when  the  task  has  been  completed.   Once  the  objec1ve  is  completed  they  should  disband   to  allow  team  members  to  focus  on  their  regular   tasks.    Permanent:  Permanent  teams  have  a  long-­‐term   focus  in  order  to  effec1vely  handle  major  projects  or   issues.     Levels  of  Work  Team  Implementa1on   9-­‐233  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 234. moises.cielak.net •  DiscreHon    Semi-­‐autonomous:  The  team  has  control  over   enforcing  team  norms  but  the  manager  s1ll  has   typical  human  resource  authority  for  selec1on,   performance  assessment,  and  discipline.      Autonomous:  The  team  has  full  control  over  its   opera1ons  and  leadership.     Levels  of  Work  Team  Implementa1on   9-­‐234  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 235. moises.cielak.net •  Forming  Stage   •  Storming  Stage       •  Norming  Stage   •  Performing  Stage     •  Adjourning  Stage           Stages  of  Team  Forma1on   9-­‐235  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall       Norming  Stage  
  • 236. moises.cielak.net   •  Management  Commitment   •  Training  and  Development   •  InformaHon  Resources   •  Reward  Systems         Key  Organiza1onal  Elements  of  Work   Teams   9-­‐236  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 237. moises.cielak.net   •  Personality   –  Myers  Briggs  Type  Indicator  (MBTI)    Extravert  (E)  or  Introvert  (I):    Where  you  prefer  to  focus  and  where  you   get  your  energy.        Sensing  (S)  or  Intui1ng  (N):    Type  of  preferred  informa1on.        Thinking  (T)  or  Feeling  (F):    How  you  prefer  to  make  decisions.        Judging  (P)  or  Perceiving  (P):    How  you  prefer  to  cope  with  the  outside   world.   Person-­‐Team  Fit:   Personality  &  Interpersonal  Skills   9-­‐237  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 238. moises.cielak.net   •  CommunicaHon      Two  major  aspects  of  communica1on  to  focus  on  for   development  include  self  disclosure  and  recep1vity  to  feedback.       Person-­‐Team  Fit:   Personality  &  Interpersonal  Skills   9-­‐238  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 239. moises.cielak.net   •  Conflict  ResoluHon   Five  types  of  conflict  management  styles.   •  Forcing     •  Compromising     •  Avoiding     •  Accommoda%ng     •  Collabora%ng         Person-­‐Team  Fit:   Personality  &  Interpersonal  Skills   9-­‐239  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 240. moises.cielak.net   •  EffecHve  management  of  conflict  comes  from  the   following  steps…        IdenHfying  and  understanding  root  causes  of  conflict;        Recognizing  styles  of  conflict  and  working  towards  a  collaboraHve  resoluHon;        Exploring  needs  and  differences  amongst  team  members;  and        Working  toward  construcHve  resoluHon  of  the  conflict.   Person-­‐Team  Fit:   Personality  &  Interpersonal  Skills   9-­‐240  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 241. moises.cielak.net   Decision  Making   } Step  1:  Iden%fying/Defining  the  Problem   } Step  2:  Solu%on  Genera%on   } Step  3:  Ideas  to  Ac%on   } Step  4:  Implemen%ng  the  Decision   } Step  5:  Team  Decision  Making  Evalua%on         Person-­‐Team  Fit:   Personality  &  Interpersonal  Skills   9-­‐241  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 242. moises.cielak.net   •  Resistance  to  Change   •  Lack  of  Proper  Direc%on   •  Employee  Security   Common  Barriers  to  Implementa1on   9-­‐242  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 243. moises.cielak.net ImplemenHng  EffecHve  Teams:   •  Prepare  the  organiza%on  for  the  change.     •  Make  sure  the  appropriate  team  structure  is  selected  to   address  the  problem  at  hand.     •  Be  selec%ve  when  it  comes  to  team  leaders.     •  U%lize  a  process  for  crea%ve  or  lateral  thinking.     •  Evaluate  team  effec%veness  on  a  regular  basis  and  seek   ways  to  con%nuously  improve.     Conclusion   9-­‐243  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 244. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  V       ImplementaHon  of  InnovaHon    (I-­‐Plans)         ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     10-­‐2  
  • 245. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  10      Innova&on  to  Commercializa&on       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     10-­‐3  
  • 246. moises.cielak.net InnovaHons  are  not  successful  without  commercial  appeal.     New  products  and  services,  no  maTer  how  technologically   advanced  or  sophisHcated,  will  not  sell  without  having  an   authenHc  connecHon  with  the  customer.     Working  with  your  knowledge  of  the  customer,  you  will   prepare  elements  of  your  innovaHon  that  your  stakeholders   will  be  most  curious  about.    You  will  then  be  able  to  craq   the  story  you  will  tell  others  about  your  innovaHon.   Introduc1on   10-­‐24 6   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 247. moises.cielak.net Understanding  the  Real  PotenHal  Market     •  1.  Define  the  Research  Purpose  and  Objec%ves   •  2.  Select  Type  of  Data   •  3.  The  Survey  Process   •  4.  Construct  the  Ques%onnaire   •  5.  Analyze  Results  and  Write  Report     Market  Research   10-­‐24 7   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 248. moises.cielak.net   Tips  for  Survey  Development     •  Each  ques1on  should  pertain  to  a  specific  objec1ve  for  the  purpose  of  the  study.   •  Keep  each  ques1on  short  and  simple.       •  Avoid  double-­‐barreled  items  (eg.  using  “and,”  “or,”  and  “but”  with  ques1ons).   •  Place  simple  ques1ons  first  and  difficult-­‐to-­‐answer  ques1ons  later.   •  Avoid  leading  and  biased  ques1ons.   •  When  possible,  use  scaled  ques1ons  rather  than  simple  yes/no  ques1ons  to  measure   intensity.   •  Make  sure  the  ques1ons  assess  what  you  are  trying  to  measure.   •  Keep  the  survey  under  two  pages  if  possible.       •  Test  face  validity  on  a  few  people  before  administering  the  survey  for  real.   Market  Research   10-­‐24 8   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 249. moises.cielak.net   •  Business  model   •  Value      VALUE  =  PERCEIVED  BENEFITS  ÷  PERCEIVED  COSTS   •  Credibility     •  LegiHmacy     •  LocaHon   •  Business  Level  Strategy   Preparing  for  Commercializa1on   10-­‐24 9   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 250. moises.cielak.net Customer  Mapping:   •  Step  1:  Describe  the  product  or  service  idea  you  have.   •  Step  2:  What  is  the  value  proposiHon  you  are  offering?   •  Step  3:  Who  is  the  target  market  for  this  idea?   •  Step  4:  Provide  a  product  concept  combining  the  product   descripHon,  value  proposiHon,  and  target  market.   •  Step  5:  Put  the  product  concept  on  an  index  card  and  place  it  in   the  middle  of  a  large  sheet  of  paper.   •  Step  6:  Answer  the  following  quesHon  as  many  Hmes  as  possible,   “Why  would  the  target  market  be  interested  in  this  product  or   service?”   Marke1ng  the  Innova1on   10-­‐25 0   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 251. moises.cielak.net Customer  Mapping:   •  Step  7:  Place  each  answer  on  separate  index  cards  and  place  above   the  first  card.    Then  draw  lines  up  to  each  card  from  the  original   box.   •  Step  8:  Now  ask  why  customers  would  be  interested  in  the  answers   to  Step  7  and  place  the  new  answers  to  the  quesHons  on  index   cards.   •  Step  9:  Now  answer  the  following  quesHon  and  place  the  responses   on  individual  index  cards,  “What  features  would  customers  expect   this  service  to  have?”  or  “How  could  you  provide  this  service  to  the   customer?”   •  Step  10:    Now  check  the  logic  of  your  customer  map  by  asking  “If… will…?”  quesHons.   Marke1ng  the  Innova1on   10-­‐25 1   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 252. moises.cielak.net •  Once  an  innovaHon  is  developed  and  the   markeHng  strategy  determined,  the  next  major   challenge  is  presenHng  the  idea  to  your  key   stakeholders.       •  A  compelling  story  will  sustain  the  innovaHon  as   it  passes  different  trials  both  inside  and  outside   the  company.     Selling  Your  Innova1on  Story   10-­‐252  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 253. moises.cielak.net •  The  oral  presentaHon—commonly  known  as  an   elevator  pitch  (because  of  the  analogy  of  riding   an  elevator  and  having  only  two  minutes  to  get   your  story  told  to  another  person  in  the   elevator)  provides  the  chance  to  sell  the   innovaHon  to  senior  managers.   Selling  Your  Innova1on  Story   10-­‐253  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 254. moises.cielak.net SuggesHons  for  PresentaHon   •  Focus  on  the  pain  for  which  your  innova1on  will  be  the  solu1on.   Pinpoint  the  target  of  your  solu1on.       •  Demonstrate  the  reachable  market:  the  immediate  reachable   group  of  customers  that  will  be  targeted.   •  Explain  the  business  model.    How  does  this  innova1on  make   money  for  the  company?    How  does  it  fit  within  the  company’s   current  financial  strategies?       •  Tout  the  I-­‐team’s  capacity  for  delivering  and  opera1onalizing  the   innova1on.       Selling  Your  Innova1on  Story   10-­‐254  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 255. moises.cielak.net SuggesHons  for  PresentaHon   •  Explain  your  metrics.    Rather  than  using  generic  assump1ons  such   as  the  famous  “1%  rule”  (when  someone  claims  that  the  company   will  simply  get  1%  of  a  huge  market  with  no  research  to  back  the   claim  up),  highlight  the  metrics  that  were  used  to  calculate  the   market  size  and  the  revenue  projec1ons.   •  Mo1vate  the  audience.    The  en1re  purpose  of  a  presenta1on  is  to   move  the  audience  to  the  next  step:  another  mee1ng  to  discuss   everything  in  detail.   •  Why  your  company  and  why  now?       Selling  Your  Innova1on  Story   10-­‐255  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 256. moises.cielak.net What  to  Expect     •  InnovaHons  bring  much  uncertainty  with  them.    A  large  capital   investment  on  an  untested  innovaHon  brings  great  risk.    Senior   managers  may  pressure  the  I-­‐team  to  test  their  innovaHon  as  well   as  their  meTle.       •  Thus,  the  I-­‐team  must  expect  and  prepare  for  a  criHcal  (and   someHmes  skepHcal)  audience  of  execuHve  decision  makers.   Selling  Your  Innova1on  Story   10-­‐256  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 257. moises.cielak.net   •  Remember  that  bringing  innovaHons  to   market  is  more  similar  to  a  marathon   than  a  sprint.       •  The  goal  is  not  so  much  to  succeed  the   first  Hme  as  it  is  to  succeed!   Conclusion   10-­‐257  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 258. moises.cielak.net
  • 259. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  V       ImplementaHon  of  InnovaHon    (I-­‐Plans)     Aqer  finishing  Kuratko´s  theory      Coming   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     11-­‐2  
  • 260. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  11     Effec&ve  Innova&on  Plans       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     11-­‐3  
  • 261. moises.cielak.net •  Realis%c  goals  must  be  set.  These  goals  must  be  specific,   measurable,  and  set  within  a  Hme  frame.   •  All  involved  managers,  employees,  and  team  members  must   be  commiDed  to  the  venture  plan.   •  Milestones  must  be  set  for  conHnual  and  Hmely  evaluaHon   of  progress.   •  Obstacles  should  be  an%cipated  with  flexible  provisions  for   dealing  with  a  bad  turn  of  events.   •  Alterna%ve  strategies  must  be  devised  in  the  event  of   unforeseen  pi{alls.     Introduc1on  to  Planning   11-­‐26 1   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 262. moises.cielak.net DefiniHon   •  The  wriTen  document  that  details  the  proposed  innovaHon  and  its   commercial  potenHal  as  a  venture.  It  must  describe  current  status,   expected  needs,  and  projected  results  of  the  new  concept.  Every   aspect  needs  to  be  covered:  the  project,  markeHng,  research  and   development,  manufacturing,  management,  criHcal  risks,   financing,  and  milestones  or  a  Hmetable.  All  of  these  facets  of  the   proposed  venture  are  necessary  to  demonstrate  a  clear  picture  of   what  that  venture  is,  where  it  is  projected  to  go,  and  how  the   innovator  proposes  it  will  get  there.  The  innovaHon  plan  is  the   roadmap  for  a  successful  enterprise.     The  Innova1on  Plan   11-­‐26 2   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 263. moises.cielak.net An  EffecHve  InnovaHon  Plan  will:   •  Describe  every  aspect  of  a  par1cular  innova1on;   •   Include  a  marke1ng  plan;   •   Clarify  and  outline  financial  needs;   •   Iden1fy  poten1al  obstacles  and  alterna1ve  solu1ons;   •   Establish  milestones  for  con1nuous  and  1mely  evalua1on;  and   •   Serve  as  a  communica1on  tool  for  all  assessment  purposes.         The  Innova1on  Plan   11-­‐26 3   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 264. moises.cielak.net •  No  RealisHc  Goals   •  Failure  to  AnHcipate  Issues   •  No  Commitment  or  DedicaHon   •  Lack  of  Demonstrated  Experience  (Busine or  Technical)   •  No  Market  Niche  (Segment)     Planning  Pixalls   11-­‐26 4   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 265. moises.cielak.net •  The  Hme,  effort,  research,  and  discipline  needed  to  put  together  a  formal   innovaHon  plan  force  the  innovator  to  view  the  venture  criHcally  and   objecHvely.   •  The  compeHHve,  economic,  and  financial  analyses  included  in  the  innovaHon   plan  subject  the  innovator  to  close  scruHny  of  his  or  her  assumpHons  about   the  concept’s  success.   •  Since  all  aspects  of  the  innovaHve  concept  as  a  viable  venture  must  be   addressed  in  the  plan,  the  innovator  and  the  I-­‐Team  develop  and  examine   operaHng  strategies  and  expected  results  for  outside  evaluators.   •  The  innovaHon  plan  quanHfies  objecHves,  providing  measurable  benchmarks   for  comparing  forecasts  with  actual  results.   •  The  completed  innovaHon  plan  provides  the  innovator  and  I-­‐Team  with  a   communicaHon  tool  for  the  execuHve  team  to  analyze  as  well  as  an   operaHonal  tool  for  guiding  the  new  innovaHon  toward  success.   Benefits  of  Innova1on  Plans   11-­‐26 5   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 266. moises.cielak.net •  Execu%ve  summary     •  Descrip%ons  of  the  innova%on     •  Marke%ng   •  Opera%ons  segment   •  Management   •  Cri%cal  Risks   •  Financial  Forecas%ng   •  Harvest  Strategy   •  Milestone  Schedule   •  Appendix   Components  of  an  Innova1on  Plan   11-­‐26 6   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 267. moises.cielak.net •  Remember  that  an  innovaHon  plan  gives  investors  their  first  impression  of  a   company.    Therefore,  the  plan  should  present  a  professional  image.       •  An  aTracHve  appearance,  proper  length,  an  execuHve  summary,  a  table  of   contents,  and  professionalism  in  grammar,  spelling,  and  typing  are  important   factors  in  a  comprehensive  innovaHon  plan.    Believe  it  or  not,  when  reviewed   by  outside  funding  sources,  these  characterisHc  separate  successful  plans  from   failed  ones.       •  The  wriTen  plan  should  not  exceed  30  pages  (20-­‐25  is  ideal).  The  cover  page   should  be  aTracHve,  and  it  should  contain  the  company  name  and  address.           Preparing  the  Innova1on  Plan   11-­‐267  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 268. moises.cielak.net Table  11-­‐3:  InnovaHon  Plan  Assessment   •  This  assessment  tool  can  help  you  and  your  I-­‐Team  self-­‐evaluate  the  innova1on  plan   before  it  is  submiNed  to  senior  execu1ves.    The  brief  descrip1on  of  each  component   will  help  you  write  that  sec1on  of  your  plan.  AWer  comple1ng  your  plan,  use  the   scale  provided  to  assess  each  component.          5  =  Outstanding  –  thorough  and  complete  in  all  areas      4  =  Very  Good  –  most  areas  covered  but  could  use  more  detail      3  =  Good  –  some  areas  covered  in  detail  but  other  areas  missing      2  =  Fair  –  a  few  areas  covered  but  very  liTle  detail      1  =  Poor  –  no  wriTen  parts     A  Complete  Assessment  of  the   Components   11-­‐268  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 269. moises.cielak.net AcHon  Planning  Process   •  Choosing  the  team.   •  Naming  and  describing  the  specific  goal  to  be   accomplished.   •  Describing  the  current  reality  that  forms  the   environment  for  the  project.   •  Discerning  the  key  acHons  that  need  to  be  performed.   •  CreaHng  a  calendar  of  acHons  and  assignments  for  team members.   Organizing  an  Ac1on  Plan   11-­‐269  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 270. moises.cielak.net AcHon  Planning  Process   •   Achieving  Success    You  now  have  an  AcHon  Plan  that  can  be  used  as  a  tool  for  achieving  the   success  you  desire.  You  must  now  put  this  plan  in  moHon.  Everyone  has   assignments  and  deadlines.  Your  job  is  to  build  and  maintain  momentum  for   your  plan.  You  must:     •  Keep  everyone  informed  and  moHvated;   •  Use  milestones  with  specific  dates;   •  Update  the  plan  when  needed,  and;   •  Acknowledge  successes,  even  small  ones.     Conclusion   11-­‐270  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 271. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking     Part  V       ImplementaHon  of  InnovaHon    (I-­‐Plans)         ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     12-­‐2  
  • 272. moises.cielak.net Innova1on  Accelera1on   Transforming  Organiza1onal  Thinking   Chapter  12     Accelera&ng  Momentum:  The  “I-­‐Solu&on”       ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     12-­‐3  
  • 273. moises.cielak.net } A  final  challenge  confronHng  senior  level   managers  is  how  to  sustain  any  innovaHve   momentum  that  is  developed.  More  importantly   they  need  to  accelerate  that  momentum  so  the   innovaHve  pace  conHnues.     } There  are  two  major  aspects  of  this  challenge:   the  role  of  managers  and  the  role  of  the   organizaHon.     Sustaining  the  Innova1on  Strategy   12-­‐27 3   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 274. moises.cielak.net The  Role  of  Managers   •  Frame  the  Challenge   •  Absorb  the  Uncertainty   •  Define  Gravity   •  Clear  the  Obstacles   •  Keep  a  Finger  on  the  Pulse  of  the  Project   Sustaining  the  Innova1on  Strategy   12-­‐27 4   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 275. moises.cielak.net The  Role  of  the  Firm:     Reengineering  Organiza%onal  Thinking   •  The  “hardware”  side  of  organizaHons  (strategy,  structure,  systems,   and  procedures)  is  the  contextual  framework  within  which   individuals  take  their  behavioral  cues.  The  “soqware”  side  of   organizaHons  (culture  and  climate),  while  more  subtle  and  informal,   is  the  locus  for  the  acceptance  or  rejecHon  of  true  entrepreneurial   acHvity. Sustaining  the  Innova1on  Strategy   12-­‐27 5   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 276. moises.cielak.net ➤ Set  explicit  innova%on  goals.     ➤ Create  a  system  of  feedback  and  posi%ve   reinforcement.     ➤ Emphasize  individual  responsibility.     ➤ Provide  rewards  for  innovaHve  ideas.     ➤ Do  not  punish  failures.     Sustaining  the  Innova1on  Strategy   12-­‐27 6   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 277. moises.cielak.net Ask  the  Key  QuesHons   •  Does  your  company  encourage  innova&ve   thinking?   •  Does  your  company  provide  ways  for  innovators   to  stay  with  their  ideas?   •  Are  people  in  your  company  permiZed  to  do  the   job  in  their  own  way,  or  are  they  constantly   stopping  to  explain  their  ac&ons  and  ask  for   permission?   Sustaining  the  Innova1on  Strategy   12-­‐27 7   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 278. moises.cielak.net Ask  the  Key  QuesHons   •  Has  your  company  evolved  quick  and  informal   ways  to  access  the  resources  to  try  new  ideas?   •  Has  your  company  developed  ways  to  manage   many  small  and  experimental  innova&ons?   •  Is  your  system  set  up  to  encourage  risk  taking  and   to  tolerate  mistakes?   Sustaining  the  Innova1on  Strategy   12-­‐27 8   ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 279. moises.cielak.net Ask  the  Key  QuesHons   •  Are  people  in  your  company  more  concerned  with   new  ideas  or  with  defending  their  turf?   •  How  easy  is  it  to  form  func&onally  complete,   autonomous  teams  in  your  corporate   environment?   Sustaining  the  Innova1on  Strategy   12-­‐279  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 280. moises.cielak.net Final  Thoughts   •  The  words  used  to  describe  the  new  innovaHon   regime  of  the  21st  Century  are:  Dream,  Create,   Explore,  Invent,  Pioneer,  and  Imagine!   •  It  is  a  Hme  requiring  innovaHve  vision,  courage,   calculated  risk-­‐taking,  and  strong  leadership.     •   It  is  simply  “the  innova%ve  impera%ve  of  the  21st   Century.”   Conclusion   12-­‐280  ©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall      
  • 281. moises.cielak.net©  2012  Pearson  EducaHon,  Inc.  publishing  as  PrenHce  Hall     12-281

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