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Where Ideas Come From

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Louis Richardson presentation, presentation on encouraging creativity within your workplace. How to develop and nurture great ideas.

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Where Ideas Come From

  1. 1. Where ideas come from©2012 IBMCorporation
  2. 2. What’s the most important leadership quality? Study of 1500 CEOs
  3. 3. Creativity
  4. 4. So go make your company creative!
  5. 5. Do these words describe your organization? Should it?
  6. 6. Why is creativity so important?
  7. 7. It’s a key competitive edge
  8. 8. And why is “creativity” so hard to find?
  9. 9. “Business” can often stifle creativity
  10. 10. “We are all born artist. The problem is to remain an artist as we grow up” Pablo Picasso
  11. 11. Do you have to ask a kid to be creative?
  12. 12. Creative thinkers observe, experiment, take risks, communicate… they are connected
  13. 13. So in business, how do we listen, observe, explore, experiment and speak up?
  14. 14. So in business, how do we listen, observe, E-Mail explore, experiment and speak up?
  15. 15. So in business, how do we listen, observe, Status meetings explore, experiment and speak up?
  16. 16. So in business, how do we listen, observe, Conference calls explore, experiment and speak up?
  17. 17. So in business, how do we listen, observe, Shared drives explore, experiment and speak up?
  18. 18. It’s broken…but it can be fixed
  19. 19. The content-centric model is broken
  20. 20. Content has overwhelmed the container model…Consider libraries vs. bookstores
  21. 21. It’s not about the storing of knowledge…
  22. 22. it’s about having an environment that encourages and supports “Knowledge Accidents”
  23. 23. But isn’t content important?
  24. 24. Yes. But it’s only one part
  25. 25. But people are in the center… they tie it all together.
  26. 26. It’s not about the creation… it’s all about the creator
  27. 27. 1) Start at the source…your PEOPLE
  28. 28. Allow them to “know and be known”
  29. 29. Encourage them to gather together to share and learn and grow
  30. 30. Find and ask the expert
  31. 31. Find and ask the expert
  32. 32. Find and ask the expert
  33. 33. 2) OPEN your CONVERSATIONS
  34. 34. When you have a question andsomeone gives you the answer… only the two of you benefit
  35. 35. Discussion Forums
  36. 36. Wikis
  37. 37. Blogs
  38. 38. Ideation Blogs
  39. 39. Status updates
  40. 40. The Candle Problem
  41. 41. The Candle Problem
  42. 42. The Candle Problem
  43. 43. Q&A without email
  44. 44. Q&A without email
  45. 45. 3) OPEN SHARING
  46. 46. Innovation and good ideasoften doesn’t call attention to itself
  47. 47. Innovation and good ideasoften doesn’t call attention to itself
  48. 48. Social Bookmarks
  49. 49. Social Bookmarks
  50. 50. Files…personal and community
  51. 51. Rich Media
  52. 52. Integrated into your work
  53. 53. Integrated into other communications
  54. 54. Integrated into other communications
  55. 55. Make existing content “social”Enterprise Repositories
  56. 56. Make existing content “social”SharePoint Repositories
  57. 57. Summary
  58. 58. Does this sound familiar? “ There go my people. I must catch them… ” for I am their leader. Gandhi
  59. 59. People will be social…so if you do nothing…this will happen
  60. 60. Or you could do this…
  61. 61. Don’t get trapped on theWhat’s next? outside looking in
  62. 62. (1) Get startedDon’t get stuck inanalysis mode
  63. 63. (2) Identify the “socially active”Who has alreadyadopted these tools?
  64. 64. (3) Find the contributorsYour high value experts
  65. 65. (4) Consider rewarding the early followers Leaders will naturally lead
  66. 66. Find someone who has (5) Identify an executive sponsor (or can catch) the visionIt’s not a technology issueIt’s a cultural issue
  67. 67. IBM’s culture is one that appreciates and We can help you! encourages innovation and new ideas www.ibm.com/social
  68. 68. Anything less would be…just anti-social
  69. 69. questions?ideas? comments?
  70. 70. thank you it’s been my pleasure Louis Richardson Social Business Evangelist IBM www.creativitycrisis.com www.twitter.com/inter_vivos www.linkedin.com/in/louisrichardson www.youtube.com/louisrichardsonjr www.slideshare.net/louisrichardson about.me/louisrichardson RichardL@us.ibm.com
  71. 71. disclaimer© IBM Corporation 2012. All Rights Reserved.The information contained in this publication is provided for informational purposes only. While effortswere made to verify the completeness and accuracy of the information contained in this publication, itis provided AS IS without warranty of any kind, express or implied. In addition, this information isbased on IBM’s current product plans and strategy, which are subject to change by IBM withoutnotice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to,this publication or any other materials. Nothing contained in this publication is intended to, nor shallhave the effect of, creating any warranties or representations from IBM or its suppliers or licensors, oraltering the terms and conditions of the applicable license agreement governing the use of IBMsoftware.References in this presentation to IBM products, programs, or services do not imply that they will beavailable in all countries in which IBM operates. Product release dates and/or capabilities referencedin this presentation may change at any time at IBM’s sole discretion based on market opportunities orother factors, and are not intended to be a commitment to future product or feature availability in anyway. Nothing contained in these materials is intended to, nor shall have the effect of, stating orimplying that any activities undertaken by you will result in any specific sales, revenue growth or otherresults.IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2,PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in theUnited States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the UnitedStates, other countries, or both.All references to Renovations refer to a fictitious company and are used for illustration purposes only.

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