Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Tolouse Lecture On Innovation Beta 8 22.01.10

453 views

Published on

This is my second version of the lecture on Innovation. It integrates HBSchool\'s lessons.
I believe that this will be more proficient for the Industry.
Download and quote me!!!!

  • Be the first to comment

  • Be the first to like this

The Tolouse Lecture On Innovation Beta 8 22.01.10

  1. 1. Getting your teamon the starting-blocks ofinnovation<br />F. E. Pozzolini for TerresNeuves<br />
  2. 2. MENUChallenge & Mission<br />You must take charge of creating and putting together a fast response, left & right, team of do-or-die playersthat are capable at the same time of operating as well as anticipating the future (the so-called ambidextrous characters)<br />
  3. 3. TIMING OF ITINERARY<br />0900 – 0930<br />Who am I – The thinking behind this conference <br />0930 – 1015 <br />Overall assessment - the photo of your company<br />Are you today open to Innovation ?<br />1015 – 1045<br />Food for your thoughts & open table <br />1045<br />Break of fresh air !!!!<br />1100 – 1230<br />The right people in charge<br />Tips for a team building<br />
  4. 4. 1400 – 1430<br />The right people in charge<br />Open table<br />1430 – 1500<br />Team building<br />Open table<br />1500<br /> second Break of fresh air !!!!<br />1515 onwards<br />How to be immersed in INNOVATION by Management by walking around<br />Developing a culture that fosters creativity & innovation<br />Last hour until 1730<br />Lesson of the day <br />Quick look back<br />Repeat and Question session<br />Your assessment and evaluation of the Lesson of the day<br />
  5. 5. ITINERARY<br />Who am I<br />The thinking behind this conference<br />Overall assessment - The photo of your company<br />Are you today open to Innovation ?<br />The right people in charge<br />Tips for a team building<br />How to be immersed in INNOVATION by Management by walking around<br />Developing a culture that fosters creativity & innovation<br />
  6. 6. Italian by birth, Scottish mother, brought up in a multilingual and multicultural environment speaking French and thinking international. <br /> 15 years in the USA, 18 years in France, the rest somehow/where in Italy.<br /> Second Fiddle and Co-Creator of businesses, innovative or in the spearhead of innovation from Food Business in the US to Career Counseling in Italy.<br /> In his fifth life I decided to put my experience to work for international Business Schools via Advancia and Negocia where for the past three years I have lectured & taught, in English, Business Intelligence, the Pleasure of Negotiation and Personal Development to Bachelor Three and Master One and Two students<br /> Further I accompany Chinese Students in the hunt for French internships and during their internship. As of November 2010 also Brazilians.<br /> I am exploring areas and lectures in the field of Innovation, Building the future, Generation clashes, Generational anxiety.<br /> I am going to lecture next year at the Central University of Economics of Beijing .<br /> 60 y.o., married, two kids and son.<br />
  7. 7. "A laser, is a solution seeking a problem”1964 quote from a NYTimes article onTheodore H. Maiman the man who built the first operational laser <br />
  8. 8. OvertureAllegro moderatoMr. Rock & Roll – Amy MacDonaldfrom the album This is life<br />
  9. 9. How much does it cost?<br />
  10. 10. Who benefits?<br />
  11. 11. Who pays?<br />
  12. 12. When can you deliver it?<br />
  13. 13. What are we talking about?<br />
  14. 14. Symphony of I-N-N-O-V-A-T-IO-N<br />
  15. 15. First Movement Andantino<br />
  16. 16. Innovation never disappearsbecausecuriosity neverdies<br />
  17. 17. Culture & Education<br />
  18. 18. Culturefosters curiosityEducationstructures & channels curiosity<br />
  19. 19. When culture is latent and education is monopolized in its access and crystallized by a caste Nomenklaturacuriosity wanes away<br />
  20. 20. The only innovation<br />The only innovation is marked by the cooptation of classes of Apparaticks & their self-reproduction as part of the Nomenklatura<br />
  21. 21. Latent culture +Nomenklatura oriented education =stifling curiosity =Zero or little innovation<br />
  22. 22. Intermezzo<br />
  23. 23. Second MovementAndante con brio<br />
  24. 24. Absolute need for Curiosity & Empirics<br />
  25. 25. Absolute need, through empirics, of curiositysurfaceswhere there isa starving hungerfor ideas andeconomic improvement of selfwhere the undetected of today and the unexpected of tomorrow are motors of venture and adventure that will create wealth and in the process defy Nomenklaturaand challenge the Apparatick<br />
  26. 26. Key Wordscuriositystarving hungerfor ideas and economic improvement of selfundetected of today unexpected of tomorrow <br />
  27. 27. Where the dream becomes reality is where there is a fertile environment<br />
  28. 28. Intermezzo<br />
  29. 29. Third MovementFuga<br />
  30. 30. Venture Capital &Management of Riskhuman, environmental &financialthe sense & appreciation of risk based on needs and desires<br />
  31. 31. Human CapitalThe “hungry” of the world that are structured in their claim of sharing the richness as spelled out by Adam Smith & Marx & Keynes, the prophets of HOPE <br />
  32. 32. EnvironmentalWhere Academia and Industry work hand-in-hand un-afraid of the vulgarity of the word profit and un-tamed in their desire and want to advance Science & Technology for the well being of themselves, their organizations, their scholarly institutions<br />
  33. 33. FinancialWhere Capital flowsWhere risk is assessed on the basis of three simple questionsHow much will it cost?Who will benefit?When can you deliver it?<br />
  34. 34. Intermezzo<br />
  35. 35. Fourth Movementcon Fuoco<br />
  36. 36. Unlocking Innovation<br />
  37. 37. UnabatedAmbitiousSolitaryRelentlessPursuit of a Dream coupled with<br />
  38. 38. RemorslessRuthlessS-E-L-F-I-S-H-N-E-S-S(as in sense of self )& L-U-C-K(sense of self-predestination)<br />
  39. 39. Keeping in mind thatthose who D-A-R-EWIN<br />
  40. 40. “Les grosses boîtesfinissent par produired’abord de la hiérarchie”quote from the article Bâtisseur de rêves – a portrait of Elon MuskLe Monde , Mardi 30 Mars 2010<br />
  41. 41. SELF-REPRODUCTION OF NOMENKLATURA= COOPTATION OF APPARATICK= BLOOD RELATIONS=MENTAL DEFICIT OF IMAGINATION= END OF DREAM = NO INNOVATION<br />
  42. 42. ASSESSMENT/THE CK LIST<br />The Photo of your company <br /> Where is your company in terms of innovation trends ?<br /> Are your company’s products/services/technologies on the upward slope or in the mature<br />phase in the S – curve ?<br /> Do new technologies threaten/undermine your business?<br /> Are your company’s ops effective, fast and efficient ?<br /> Are mayor cost improvements possible, including your costs ?<br />
  43. 43. Step ONE<br />Are you today open to Innovation?<br />Think in terms of Pareto. Idea and project have a mix of risk and return dimensions. Think 20/80.<br />Apply portfolio thinkingBuild a two dimensional matrix of yourproject(s) portfolio<br />
  44. 44. High<br />Technical Challenge<br />Uncertainty / Opportunity<br />Daring <br />Glaring<br />2015<br />Diesel<br />Bread <br />&<br />Butter<br />Cash Cow<br />Low<br />Mature New Innovative <br />Market Characteristics <br />Technical Characteristics<br />
  45. 45. Based on this assessment and mapping of your project portfolio what does it tell you?<br /><ul><li>If most projects and resources are located in the lower left quadrant you are, at this stage, risk adverse and are doing little to address future opportunities, new technologies, new markets
  46. 46. If most projects and resources are located in the upper right quadrant you are very aggressive and open to Innovation/Creativity</li></ul> QUESTIONS<br />How are you going to build a suitable reward/risk balance for your organization?<br />How can you articulate/map this balance?<br /> <br />
  47. 47. Step TWO  <br />Put the right people in chargeA mix of dreamers, doers, go-getters<br />Enablers of the dream are those that can identify/spot/detect the creator of innovation<br />but who are not themselves strictusensusinnovators<br />change<br />opportunities<br />sift, vet and choose projects <br />look far<br />setbacks are bumps <br />egotistical and hungry<br />presenting & selling their project<br />can sell dreams<br />fire-up a team<br />organizational politics <br />participative management<br />not yes men<br />not your friends<br />
  48. 48. QUESTION<br />Do you have any of these characters around you in your team / organization?<br />
  49. 49. TIPS for a team buildingrecommendations & suggestions<br />
  50. 50. Step THREE Management-by-walking-around of Innovation<br /> Being immersed in innovation as an active participant in the process that runs from idea generation to market <br /> (bottom-up / top-down / bottom-up process)<br />
  51. 51. QUESTIONS<br />How much of your time will you spend on the innovation front?<br /> <br />Will you leave early decision making to low level staff who may not understand/do not share the big picture of your business and your vision?<br /> <br />Have you become insulated from the technological issues shaping your business?<br /> <br />Is your involvement in the process so late in the process itself that your only interest is whether a project will clear financial hurdles?<br /> <br />
  52. 52. Step FOUR<br />Develop a culture that fosters creativity <br />& <br />innovation<br />Process and Development<br />
  53. 53. QUESTIONS <br /> <br />Is your current success making you a bit too self-satisfied and complacent?<br /> <br />Are you outwardly focused/oriented?<br />Does your organization stimulate risk-takers?<br />  <br />Creative people and new ideas are welcome in your organization?<br />  <br />Are you and your organization excessively bureaucratized in how you handle new ideas?<br />  <br />How will you reward acts of creativity?<br />
  54. 54. TIPS<br />for structuring & fosteringOrganizational Culture in your team<br />
  55. 55. Step FIVE<br />Be open to new ideas maintaining an active<br />critical sense.<br />Play at all times Devil’s Advocate<br />
  56. 56. TO DO LIST<br /><ul><li>Place on the shoulders of the idea generator the responsibility for reducing uncertainties
  57. 57. Demonstrate interest in new ideas</li></ul> ……even when they challenge the Company’s current products & way of operating<br /><ul><li>Maintain simultaneously a healthy, open minded, skepticism.
  58. 58. Suggest course of action but reserve judgment until uncertainties are reduced
  59. 59. Use a stage gate (ck-points and waypoints) system and approach, to test the validity of ideas and projects</li></li></ul><li>Step SIX <br />Discover the future within which innovation will<br />take place<br />Establish Strategic Direction <br />Allocate Space<br />Allow & Allot Time<br />Foster the Idea<br />
  60. 60. TWO QUESTIONS in ONE<br />Do creative people on your staff understand<br />where the company is headed and heading?<br /> or <br />need just to deliver the idea and not<br />necessarily understand where the company<br />is headed?<br />
  61. 61. ONE & ONLY ANSWER<br />WELCOME<br />COMMUNICATE PASSION <br /> with <br /> DRIVE & FIRE IN YOUR EYES !<br />HIRE THE RIGHT DREAMERS<br />ALIGN RESOURCES WITH STRATEGY <br />
  62. 62. WELCOME<br />Set the strategy-related boundaries within which new ideas for improving customer intelligence & knowledge (CKM), process, supply chain, etc…. are welcome!<br /> By doing this your company’s creative energies will naturally focus themselves in areas with the greatest payoff potential (not ROI)!!!<br /> <br />
  63. 63. COMMUNICATE PASSION with DRIVE & FIRE IN YOUR EYES!<br />
  64. 64. HIRE THE RIGHT DREAMERS<br /> Use every hiring opportunity to populate the organization with people whose special training, culture (yes culture), experience, know how, knowledge are aligned with the strategic direction of the company and not only so…<br /> <br />
  65. 65. ALIGN RESOURCES WITH STRATEGY (Least & Max – Low /Max cap)<br /> People are opportunists. They follow the money. <br /> If they see that certain ideas, may be not all, that fall within the set/stated boundaries are getting funded they will channel their creative energies in that direction.<br /> You must insure resources. It’s all in one word. <br />RESOURCES, RESOURCES, RESOURCES<br />It takes Money to make Money<br /> <br />
  66. 66. Step SEVEN Put a hard nose puncher in charge as you number TWO “The impossible we do today, the possible tomorrow”<br />Step EIGHT<br /> <br />Nurture the dream and the dreamers<br />
  67. 67. Thank you note<br />An enormous thank you in recognition of the contribution that it brought to this<br />presentation to<br />Managing Creativity and Innovation<br />Practical Strategies to Encourage Creativity<br />Harvard Business Essentials<br /><ul><li>Harvard Business School - 2003</li></ul>without which I would never have been able to create and set up the lecture<br />Recommended reading also<br />Fabriquer le futur 1 and 2<br />L’imaginaireau service de l’innovation<br />Musso – Ponthou – Seulliet<br /><ul><li>Pearson Education France 2005 et2007</li>

×