Your SlideShare is downloading. ×
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Diverstity drives innovation 22092010
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Diverstity drives innovation 22092010

322

Published on

Presentation in Laurea Hyivnkää stakeholder event 220910

Presentation in Laurea Hyivnkää stakeholder event 220910

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
322
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • edellistenvisioidensamyötä Laurea on saavuttanutmenestystäkansallisissaarvioinneissajavertailuissa, seuraavassa “aallossa” Laurea (vision mukaan) kohtaayhdessämetropolialueenkanssakansainvälisentoimintaympäristönhaasteet. Miksi, mitäjakuinkakansainvälisestitunnustettuasemasaavutetaan on laajanjohtoryhmänseminaarinpohinnankohteena.
  • The findings indicate that apart from the visible and hard side of the innovation ecosystem also the invisible and soft side is pivotal for sustainable performance in generation of incremental and radical innovation. An autonomous innovation ecosystem, which is self-organising and self-productive relies on individuals’ intellectual and emotional capacity. System (like individual, organisation, region or nation), successfully generating incremental and radical innovation, perceives holistically and, apart from being differentiated, utilises interaction in order to complement the specialized knowledge. Deviating from previous research this study discovered the emotional capacity embedded in individuals as a prerequisite for innovation. This study indicates that human capacity to tolerate inconveniences and frustration together with the capacity to generate cognitive and emotional energy for the system are the mechanisms behind innovation and systems’ self-renewal. It is due to these capacities that the reconciliation of innovation related controversial realties in the system turns possible and the system can be at the same time both productive and creative and it can simultaneously generate both incremental and radical innovation. Hence, the permissive, decentralised, human-centric, energizing, and bottom up management (called management in autonomous innovation ecosystem) triggers both system’s self-renewal and innovation.
  • Another central discovery, namely the immanence of individual gives voice for the individuals. Itrefers to the human capacity, that is, the pivotal role of the characteristics, competences, knowledge, values, emotions, feelings and actions of human beings in their different innovation related functions and during the various phases of innovation. Proactive innovation intellects are the creative professionals in various different innovation related roles; they can be the creative thinkers, inventors, innovators, creative managers, innovation protectors, opinion leaders, or activists, but they can as well adapt to the role of the creative users.  Proactive innovation intellects are the forerunners of various sectors and the leading lights of societies. They have the capacity to see what is coming next and why, and they fight for the better, long before the big majority knows or understands the inescapability of transform. They, despite the discomfort and frustration, find the satisfaction from what they are doing, because they perceive themselves as part of something bigger than merely themselves. They consider that there is no monopoly for innovation and creativity, but innovation belongs for the humankind. Hence, wide awareness, pluralistic values, open mind, critical thinking, capability to make adequate decisions and the related emotions are the imperatives to be supported in societies with the aim of innovation generation and diffusion. The wisdom of knowing when to let the old go and to allow the new to come is sine qua non for the radical innovation and non-linear changes. That wisdom does not reside in the structures but is embedded in human minds, both individually and collectively. “All roads lead to Rome”, even regarding to innovators’ backgrounds. Informants’ backgrounds were manifold; their lives had encompassed both harmonious and turbulent phases. Personal growth as a human being throughout the whole lifespan was associated together with learning and the sense of self-control and self-growth. Extreme experiences were found in both ends of the innovation related conundrum of emotions; from the rewarding sensation of flow, affiliated to the work which is considered valuable, to the distracted feelings concerning the losses, shame, or loneliness related to the heretical. Due to this alteration of positive and negative emotions, the self-realization and self-esteem gradually has developed and individual’s solid value system, possessing both the hard and soft values, has matured, and the embryonic and flourishing complex self has taken place in the form of differentiation and integration of mind. Creative individuals were found to live in cyclic and altering periods of solitude work and enriching interaction with others; they were networking, due to the need of complementary ideas and wisdom, and indulged themselves solitude moments pivotal for the knowledge incubation and personal growth. Apart from utilizing multidimensional knowledge sources and holistic approaches to learn from the emerging future and to crystallize the core essence of the innovation, also less noticeable capacity was found embedded in proactive innovation intellect. Namely, the resistance to uncertainties, discomfort, inconveniences and frustration related to the internal and external innovation deteriorating factors. It was discovered that alongside with the tolerance of inconveniences comes individuals’ ability to generate emotional and cognitive energy.  Altogether, these characteristics founded upon individual, lay ground for the management of the unavoidable innovation related deteriorating factors, some of which are external and some of which, paradoxically, originate in the proactive innovation intelligent himself or herself.
  • As a consequence of all the previous mentioned, that is to say, if all the innovation related circumstances and corresponding actions and emotions fall into their places, a virtuous circle emerges in an innovation ecosystem, accelerating both radical and incremental innovation. It was discovered how the virtuous circle claims for the creative use of different management approaches in association with various innovation circumstances. Different innovation related managerial patterns and situations were specified as following: managerial innovation, management of innovation, management of innovation ecosystem, management in innovation ecosystem, and laissez fair/permissive leadership.
  • Universal and specific strategies holistic in time dimensionvertically and horizontally holisticspatially multidimensionalholistic in spatial dimensionencompassed both the tangible and intangible methodsA visionary and holistic approach. The holistic approachencompassed the capacity, to first diverge, and then to converge the ideas or phenomena related to the innovation. Complementary interaction and integration of different ideas and knowledge. Tolerance of pressures, inconveniences and frustration, and Generation of tangible or intangible energy.
  • Legos “The assignment is now to build amodel that tells something aboutwhat spoils or challenges thesocial relations in a senior’s life.”
  • Vanjoki; Nokia Vice-president3 diemensions create the virtual worldvirtual reality simultaneous with real lifeseamless solutions, different networks will come onehumanised technology ... chips monitoring the environment and fostering the good life decisios
  • undeterred [ˌʌndɪˈtɜːd] adj not discouraged or dissuadedSelf-organising system may sound suspicions, however if you look at nature you will find successful solutions based on well organised chaos and shared leadership. Take as an example a flock of geese as Hamel suggests and you will find spontaneous harmony and order without careful crafting. “Watch a flock of geese turning and swooping in flight, undeterred by wind, obstacles and distance. There is no grand vizier goose, no chairman of the gaggle. They can’t call ahead for a weather report. They can’t predict what obstacles they will meet. They don’t know which of their number will expire in flight. Yet their course is true. And they are a flock.”Hamel ((2002),253) Leading the revolution
  • ×