Myths of Innovation
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Myths of Innovation

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About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their ...

About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership

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Myths of Innovation Presentation Transcript

  • 1. Lessons learned in Open and Closed Innovation Picture credit: Ozark Henry @petervan
  • 2. Inspire other people to dream
  • 3. Buckminster Füller “I will make my life an experiment”
  • 4. JUNG Carl Jung
  • 5. Picture and Music credit: Daft Punk, “Get Lucky” from Album “Random Access Memories”
  • 6. SILENCE
  • 7. PRESENCE
  • 8. TIME
  • 9. VIDEO DIGITAL
  • 10. VIDEO ANALOG
  • 11. DIGITAL ANALOG
  • 12. OLD NEW
  • 13. System-A System-B
  • 14. LEFT RIGHT
  • 15. UP!
  • 16. “The lack of options is the opposite of freedom of choice” Rune Kvist Olsen
  • 17. YOUR DREAM
  • 18. YOUR DREAM
  • 19. Pragmatism Humanism
  • 20. “Pragmatism is often a shield for depth and intimacy ” Petervan
  • 21. DEPTH
  • 22. QUEST FOR DEPTH
  • 23. QUEST FOR CHANGE
  • 24. DEEP CHANGE
  • 25. PHASE CHANGE
  • 26. SPEED
  • 27. SCALE
  • 28. UNCERTAINTY
  • 29. TIMELESS
  • 30. QWAN Quality Without A Name
  • 31. THINK DIFFERENTLY
  • 32. VISUAL THINKING
  • 33. DESIGN THINKING
  • 34. SCENARIO THINKING
  • 35. SYSTEMS THINKING
  • 36. 2007
  • 37. CEO ++ Bravery
  • 38. Bravery
  • 39. Prototyping
  • 40. CEO ++Behaviour
  • 41. 2008-2009
  • 42. Lean
  • 43. Efficiency & Cost Reduction
  • 44. “Using Six Sigma for innovation at 3M was a complete disaster. It almost killed the innovation culture.” George Buckley Former CEO 3M
  • 45. Value Creation
  • 46. 2009
  • 47. Discover Orient Discover Evangelize Orient Idea Mgt POC Incubate Implement Innovation at SWIFT 56
  • 48. Idea Mgt Discover Orient Evangelize POC Incubate Implement internal external CHALLENGES GARDENS INNOTRIBE.COM SCOUTING Others’ Markets Innovation at SWIFT 57 STAFF PARTNERS MEMBERS LABS EVENTS BRAND RECOGNITION Internal Ventures/Prod Mgt External Ventures/Spin-Off Our Existing Market Our New Markets Others’ Markets EXTERNAL INSOURCING DROP
  • 49. Building Blocks to enable collaborative innovation to transform the financial industry, and create new value for the people it serves. The Team Innotribe is Swift’s initiative Incubator Events Trends The Network Internal Innovation Start-Up Challenges
  • 50. 2014
  • 51. Closer to the Core
  • 52. Focus
  • 53. Maturing 63 Business Model Canvas Storytelling Pitching Governance Strategic Alignment
  • 54. Communities 64 Federation Accelerators Generation 2020 Heads Innovation Wholesale G-Score Method Enablers Disruption Management Innovation Index & Benchmark
  • 55. Events
  • 56. We are not in the Events business
  • 57. High Quality Feedback Loops
  • 58. Immersive Learning Experiences
  • 59. Creating Memorable Experiences
  • 60. Creating Spaces where People come Alive
  • 61. Innotribe @ Sibos 2014 Crypto Currency Network Effects Innovation Index Fintech Ecosystem Innotribe Stand Networking
  • 62. Building Bridges
  • 63. Innotribe Space 80
  • 64. Innotribe Space 81
  • 65. Startup Challenge 2014 +280 applicants +500 judges 47 3 showcases 1 final 15 finalists 1 winner 152 eligible applicants Eligibility process 46 semi-finalists 15 finalists 2 winners
  • 66. Innotribe Stand
  • 67. REFLECTION
  • 68. ENOUGH?
  • 69. Systemic++Systematic
  • 70. Systemic
  • 71. Cross-Silos
  • 72. Company System
  • 73. Systematic
  • 74. From Play to Method
  • 75. Random Focused
  • 76. Ad-Hoc Designed
  • 77. MYTHS
  • 78. Myth of NO RULES
  • 79. Rules of Engagement – Methods – Culture - People Rules No Rules ?
  • 80. Myth of FAILURE
  • 81. CELEBRATE FAILURE
  • 82. FNAO Failure is NOT an Option
  • 83. FNAO Fear is NOT an Option
  • 84. LESSONS LEARNED
  • 85. BRAND
  • 86. NARRATIVE
  • 87. CUSTOMERS
  • 88. EMOTIONAL
  • 89. Myth of ALIGNMENT
  • 90. 10 QUESTIONS How Real is Your Innovation? http://petervan.wordpress.com/2013/06/08/10-questions-to-assess-your-innovation-efforts/
  • 91. 10 QUESTIONS CEO Serious About Innovation? http://www.golocalworcester.com/business/saul-kaplan-is-your-ceo-serious-about-innovation-ask-10-questions/
  • 92. Myth of OPEN INNOVATION
  • 93. This is the problem… internal external Others’ Markets Innovation at SWIFT 116 STAFF PARTNERS MEMBERS CHALLENGES GARDENS LABS INNOTRIBE.COM SCOUTING EVENTS BRAND RECOGNITION Internal Ventures/Prod Mgt External Ventures/Spin-Off Our Existing Market Our New Markets Others’ Markets EXTERNAL INSOURCING DROP
  • 94. Clarity Vision and Intention What it enables Focus Execute Ship Get OUT of the Sandbox
  • 95. 3 Innovation Engines Execution Engine Catalising Engine Behaviour Engine
  • 96. Execution Engine Project Teams Catalising Engine Innotribe Behaviour Engine All 3 Innovation Engines
  • 97. Creating Focused Intensities
  • 98. Customer
  • 99. Many Customers
  • 100. Project
  • 101. Ultra Fast Feedback Loops
  • 102. Customers + Marketing + IT + Innotribe
  • 103. Similar to MyStandards See Book “The Lean Start-Up” by Eric Ries Customers + Marketing + IT + Innotribe
  • 104. Similar to MyStandards See Book “The Lean Start-Up” by Eric Ries Customers + Marketing + IT + Innotribe 6 months to paid version in hands customer 3 weeks progress cycles No progress > stop
  • 105. “There is one more thing” Steve Jobs
  • 106. PEOPLE
  • 107. PEOPLE INNOVATION
  • 108. NOT ABOUT Idea Generation Processes Tricks Events Incentives Budgets
  • 109. ABOUT Creative, risky people Mavericks, Rebels, Beyonders, Bravery Tolerated Accepted Encouraged
  • 110. Stop Saying No "Companies need to stop saying no to employees who could take their ideas elsewhere." Haydn Shaughnessy
  • 111. Nurture Rebels "If you don't nurture the people that want to change your organization from within, they'll do it from without, by attacking you” Haydn Shaughnessy
  • 112. Problem Our organizations no longer serve our needs. They cannot keep pace with a high-velocity, hyper-connected world. They no longer can do what we need them to do. Change is required
  • 113. He said: “Laura, you are successful when in 3 months time there are 70,000 people at my door complaining what this bloody women is doing in my company!”
  • 114. www.corporaterebelsunited.com
  • 115. ORGANIZATION • Company • Government • NGO • Network • Cell • System • Context
  • 116. COMPETITON • Latin: Com Petire • Seeking Together • Not to antagonize, but drive towards
  • 117. Work is Sense-Giving • Meaningful work • Greatness • Healthy Fire • Worthiness
  • 118. Rebel/Protagonist • Principal champion of a program or cause or action • You do not wait for permission to lead, innovate, strategize • You are Responsible, Do what is right • You aim for Greatness, Healthy Fire, Worthiness • You name things others don’t see yet • You point to new horizons • Without you, the storyline never changes
  • 119. We are Protagonists “To rebel is to push against something. To lead is to advocate for an idea. To rebel is to say “heck no.” To lead is to say “we will.” To rebel is to deny the authority of others. To lead is to invoke your own authority. A protagonist is a principal champion of a cause or program or action. The protagonist does not wait for permission to lead, innovate, or strategize. They do what is right for the firm, without regard to status. Their goal is to do what’s good for the whole. Nilofer Merchant
  • 120. Starting Point We love our organizations and want them to succeed in this high-velocity, hyper-connected world
  • 121. Ultimate Goal To find, articulate the drivers and values of "a modern, 21st century organization” and to live, promote, and breathe them every day in our own organization and networks.
  • 122. Planned Deliverables • Our manifesto • A common language • The 21 core principles of our DNA • Set of New Global Practices for Value Creation • A Belonging and Support program • A Discovery program • An Exchange program • A series of Events
  • 123. Manifesto Relentlessly Challenging the status quo Breaking the rules Saying the unsaid Spreading the innovation virus Seeding Tribal Energy With no fear With a cause to do good Leading by being from our true selves Going after the un-named quality Relentlessly
  • 124. RELENTLESSLY
  • 125. 21 principles
  • 126. 21st Century Organization
  • 127. 21st Century Practices • Organizational Structures • Leadingship • Strategic Options Portfolio • Decision Making • Lean Execution • System Innovation • Self Expression
  • 128. 2013
  • 129. 900
  • 130. Status • 900 people • From San-Francisco to Sydney • Cross-Industry • Formation and Norming phase • Teaming up – Rebels at Work, Rebels Norway – Change Agents Worldwide – Internal company movements
  • 131. http://www.changeagentsworldwide.com
  • 132. Photo Credit: Banksy
  • 133. PEOPLE PURPOSE PASSION and
  • 134. !HUNGER!
  • 135. !HUNGER! Depth Intimacy Human Connection Value Creation
  • 136. PEOPLE TAKING AGENCY
  • 137. SING YOUR OWN SONG
  • 138. BEYOND BEHAVIOUR
  • 139. BEING HUMAN Being touched by beauty, a picture, harmony A palette of judgment, choice and appreciation
  • 140. SHOWING UP IN YOUR ONENESS
  • 141. DARING TO BE GREAT
  • 142. Daring to be Great “Every leader, at some point in their career, decides whether or not to do the hard work of pursuing greatness. It’s a choice that’s not about satisfying their ego, but about holding themselves and their ambitions to a more enlightened standard of leadership. And it requires the worthy work of showing up as their best self every day, and making a lasting positive impact on their people, teams, customers—even society.” Keith Yamashita – SY Partners
  • 143. YOU ARE RESPONSIBLE • For yourself • For others • For your/our work • For your/our organization • For your/our network • For the whole
  • 144. YOU ARE RESPONSIBLE
  • 145. NEW META-MORALITY
  • 146. Subjective Humanism “A world that is intimidated by science and bored sick with cynical, empty “postmodernism” desperately needs a new subjectivist, humanist, individualist worldview now— not just scattered protests but a growing movement, a cry from the heart.” David Gelernter– Yale University
  • 147. VIRAL CHANGE AT SCALE
  • 148. SWARMWISE
  • 149. RELENTLESSLY
  • 150. CHALLENGES?
  • 151. Challenges • Organizational Anti-Bodies • Move beyond the Myths • Act like a swarm that infects at scale • Activate people from idea to doing • Optimize swarm for speed, trust, scale • Inclusion of everybody • Keep ONE value set and value base • Stay kind and respectful • Stay relentless and persistent • Stand for your true self, every day again
  • 152. ROMANTIC
  • 153. INCURABLE ROMANTIC
  • 154. “We are incurable romantics” Ozark Henry
  • 155. Books
  • 156. https://www.goodreads.com/goodreadscompetervan
  • 157. The End
  • 158. @petervan
  • 159. Music Daft Punk “Get Lucky” Album: Random Access Memories Ozark Henry We are incurrable romantics Album: Stay Gold 2013 Curation Peter Vander Auwera Contact @petervan peter.vanderauwera@swift.com Http://petervan.wordpress.com Books Present Shock
  • 160. Let’s Talk
  • 161. Thanks @petervan