1. Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 1
Continuous
Improvement
Service
Profitability
Learning
Mindset
Infographic: Innovation for Results!
Value Toolkit
Focus
Excellence
Leverage
Team Brief
Value Drivers
Teamwork
Metrics
1
2
3
4
Execute
Learning
Impact
Results!
Present
Peer Review
Four Iterations
Repeat
Innovation
Refocus
Engage
Lean Scorecard
Diffuse
Governance
ProcessOutline
Competitive
Advantage
Generic Example
Competing through knowledge leadership - the focus of the programme is on the practical and immediate application of learning
Value Innovation: A key issue for every organisation is the level of innovation required to maintain a strategic edge i.e. a significant competitive advantage in a rapidly changing marketplace. The ability to discern the
'vital few' (i.e. key value drivers) in each of the core dimensions of performance and systemically is a key management skill and the essence of business acumen. Innovation in Action! is designed to focus the skills,
knowledge, creativity and emotional energies of people (teams) on the things that really matter for long-term success i.e. the 'vital few' (20%). Knowledge leadership is about recognising that regardless of what
business you are in, you are competing based on the skills, knowledge, creativity and disposition (engagement/attitude/motivation) of employees.
Every organisation will have to learn to innovate - and innovation can now be organised and must be organised as a systematic process - Drucker
Sustained
Engaging and focusing the
creative potential of people
The rate at which organisations learn may become the only sustainable source of competitive advantage - Stata
The crucial importance of focus and leverage
Focusing on what's really important for sustained competitive advantage
© www.frank-coyne.com
Small changes can produce big
results, but the areas of highest
leverage are often the least
obvious - Senge
4
Accelerated
Innovation
Learning-by-doing in action
Francis P. Coyne + Associates
Executive Education and Training Consultants
Firm's
Distinctive
Capabilities
Customer
Perceived
ValueCVP
Customer
Engagement
Static
⇒
Customer Relevance
⇒
Fact-based analysis
Value Drift
Dynamic
Example here: https://db.tt/WVRs55dh
Trivial
Many
Impact or
Leverage
80%
Results,
Outputs,
Rewards,
Achievements
Capitalising on
the imbalance
between effort
and reward
'Tinkering'
Incremental
Improvements
People
Customer
Financial
Operations
Environment
CoreDimensionsofPerformance
Customer Pyramid
80%
Small
1%
4%
15%
Large
Top
Medium
Multiple Dimensions of Innovation
Systematic Opportunity Seeking
Top-line growth + bottom-line results!
Strategic
Innovation Concept
Innovation
Product
Innovation
Service
InnovationProcess
Innovation
Structural
Innovation
Design
Innovation
Channel
Innovation
Mission
Objectives
Values
Strategy
Customer Perceived Value
Accelerated Innovation Management
Training workshops ⇒⇒⇒⇒
Team
briefings ⇒⇒⇒⇒
Focus and leverage ⇒⇒⇒⇒
Team
assignments ⇒⇒⇒⇒
Impact assessment ⇒⇒⇒⇒
Shared learning
Creating an adaptive (learning) organisation capable of repeatedly transforming and reinventing itself to remain effective
A seven-step process - turning knowledge, engagement and creativity into sustained competitive advantage
Bridging the 'knowing-doing' gap: Learning-by-doing in action!
Turning knowledge and latent creativity into action
⇒⇒⇒⇒
People must be engaged
⇒⇒⇒⇒
Results must be measurable
Disposition and Motivation ⇒⇒⇒⇒
Communications, Engagement, Teamwork ⇒⇒⇒⇒
Tools and Techniques ⇒⇒⇒⇒
Measurable Results ⇒⇒⇒⇒
Institutionalise Innovation and CPI
Impact
C
ulture
of Innovation,
Learning
&
C
ontinuous
Im
provem
ent
Keys: Engage ⇒ Challenge ⇒ Support
Example: An 'action-learning', team engagement, peer review programme
20%
Value Drivers
Prospective
(undetected slippage)
Note:Fact-basedAnalysis
ExecutiveDashboard
CPV Mindset
Value
Creation