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Grace Letley - Vizeum

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Grace Letley - Vizeum

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Grace Letley - Vizeum

  1. 1. T H E R E A L PAT H TO I N T E G R AT E D I N N O VAT I O N G R A C E L E T L E Y S T R A T E G I C I N N O V A T I O N D I R E C T O R V I Z E U M
  2. 2. THE STORY OF ONE OF THE GREATEST SONGS EVER WRITTEN
  3. 3. THE EVOLUTION OF HALLELUJAH EXPANSIVE AND EXPLORATOR Y NEW PERSPECTIV ES COLLABORATION, EXPERIMENTATIO N, ITERATION SKILLS, KNLOWLEDG EEXPERTISE PURSUIT OF EXCELLENCE
  4. 4. ‘THE ART OF EXPERIMENTA L INNOVATION IS ELUSIVE.’ MALCOM GLADWELL
  5. 5. OBLIQU E WHY OUR GOALS ARE BEST ACHIEVED INDIRECTLYJOHN KAY
  6. 6. INNOVATION CREATIVITY INNOVATION > CREATIVITY
  7. 7. INNOVATION INVENTION INNOVATION > INVENTION
  8. 8. INNOVATION = ADDING MORE VALUE TO CUSTOMERS THAN ANYONE ELSE TONY ROBBINS
  9. 9. OFTEN INNOVATION CAN ONLY BE SEEN RETROSPECTIVELY
  10. 10. New Coke
  11. 11. THE OUTSIDE WORLD
  12. 12. CHANGE HAS NEVER HAPPENED THIS FAST BEFORE… AND IT WILL NEVER BE THIS SLOW AGAIN
  13. 13. FLEXIBILITY WHY IS IT IMPORTANT? CLIENT DELIVERY OUTCOMES NOT PRESENTEEISMMAKING CONNECTIONS
  14. 14. TORRE TELEFONIC A ‘DELIVERING THE BEST OF TECHNOLOGY TO CUSTOMERS’ MOVISTAR HEADQUARTERS, SANTIAGO
  15. 15. THE REAL PATH TO INNOVATION
  16. 16. “Happiness is not achieved through the pursuit of happiness. The most profitable businesses are not the most profit-orientated. The greatest paintings are not the most accurate representations of their subjects.” John Kay Obliquity
  17. 17. COMPANIES ON A MISSION
  18. 18. THE PRELUDE CORPORATION
  19. 19. “You don’t make fish, you hunt it. Your success depends on the flair, skills and initiative of people who cannot be effectively The product of people who feel genuine commitment, who have acquired from the rest of the crew an understanding of and devotion to excellence in fishing, exceeds that achieved when the only aim is overridingly to satisfy as profitably as possible some market’s desire for fish.” MacIntyre’s Account Obliquity
  20. 20. STRUCTURAL ORGANISATION FOR INNOVATIVE THINKING MANAGEMENT INDIVIDUAL GROUP INTERACTION S VALUES PURPOSE STRUCTURAL ORGANISATION FOR INNOVATIVE THINKING
  21. 21. MANAGEMENT INDIVIDUAL GROUP INTERACTIONS VALUES DEMANDS PURPOSE IMPLICATIONS
  22. 22. PURPOSE
  23. 23. PURPOSE THE ROLE OF LEADERSHIP IS TO ORIENT COMPANY THINKING AROUND THE REAL VALUE IT CAN BRING TO ITS’ CUSTOMERS
  24. 24. SHIRKY’S PRINCIPL E INSTITUTIONS WILL TRY TO PRESERVE THE PROBLEM TO WHICH THEY ARE THE SOLUTION
  25. 25. PHOTOGRAPHING FLOWERS WHATEVER YOU THINK, THINK THE OPPOSITE PAUL ARDEN
  26. 26. FLOWER S THE WILTED TULIP ANDRE KERTESZ
  27. 27. FLOWERS THE EMPTY VASE ADRIAN FLOWERS FLOWER S
  28. 28. FLOWERS THE SKYSCRAPER KARL BLOSSFELDT
  29. 29. FLOWER S DEAD FLOWERS IRVING PENN
  30. 30. GOOGLE “They are all wrong answers to the brief but all beautiful solutions to the problem.” Paul Arden Whatever you think, think the opposite
  31. 31. AUTONOM Y
  32. 32. AUTONOM Y 20%
  33. 33. AUTONOMY “The process in which well-defined objectives are broken down into specific states and actions whose progress can be monitored and measured is not the reality of how people find fulfillment in their lives, create great art, establish societies or build good businesses.” John Kay, Obliquity
  34. 34. AUTONOM Y IMPLICATIONS
  35. 35. ‘ASTONISH ME!’ THE BEST piece of advice ever given was by the art director of Harper’s Bazaar, Alexey Brodovitch to the young Richard Avedon, destined to become of the world’s great photographers. The advice was simple: Bear those words in mind, and whatever you do will be creative Whatever you think, think the opposite Paul Arden, 2006
  36. 36. • PERMISSION NOT TO ASK PERMISSION • TOOLS TO EMPOWER ACCESS TO RESOURCE • REVISIT, REVISE, ITERATE AUTONOMY IN PRACTICE
  37. 37. DEPTH OF EXPERTISE
  38. 38. DEPTH OF EXPERTISE
  39. 39. DEPTH OF EXPERTISE IMPLICATIONS
  40. 40. • CO-FUNDED TRAINING SCHEME • PROPRIETARY ASSETS, INDUSTRY ACCREDITED • MAKE TRAINING YOUR RECRUITMENT STRATEGYDEPTH OF EXPERTISE IN PRACTICE
  41. 41. DIVERSE PERSPECTIV ES
  42. 42. DIVERSE PERSPECTIV ES
  43. 43. DIVERSE PERSPECTIV ES “Group Genius can only happen if the brains in the team don’t contain the same stuff.”
  44. 44. Janine?!
  45. 45. • DIVERSIFY RECRUITMENT • LOOK IN DIFFERENT PLACES • ASK DIFFERENT QUESTIONS • STRUCTURE FOR COLLABORATION • REGULAR TEAM REFRESHESDIVERSE PERSPECTIVES IN PRACTICE
  46. 46. FLUID INTERACTIONS
  47. 47. FLUID INTERACTIONS
  48. 48. FLUID INTERACTIONS “What happened between people — not just at meetings but in casual conversations, brief exchanges in the hallway, at the water cooler — made a measurable difference in productivity. In fact, those patterns of interaction were as important as everything else (individual intelligence, skill, personality, the contents of discussion) combined!” Alex Pentland, MIT (Massachsetts Institute of Technology)
  49. 49. FLUID INTERACTIONS IN PRACTICE MORE CONVERSATIONS • FIKA
  50. 50. FLUID INTERACTIONS IN PRACTICE DIFFERENT CONVERSATIONS • RELOCATION
  51. 51. FEEDBACK
  52. 52. FEEDBACK
  53. 53. FEEDBACK IN PRACTICE INCLUSIVE FORUMS • OPEN CRITIQUES
  54. 54. FEEDBACK IN PRACTICE EXCLUSIVE RECOGNITION • AWARDS YOU CAN LEARN FROM
  55. 55. MANAGEMENT INDIVIDUAL GROUP INTERACTIONS VALUES FEEDBACK PURPOSE: PURSUIT OF EXCELLENCE ADDING MORE VALUE TO CONSUMERS THAN ANYONE ELSE FLUID COLLABOR- ATION DIVERSE PERSPECTIV ES DEPTH OF EXPERTISE AUTONOMY
  56. 56. THANK YOU Grace.letley@vizeum.com

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