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Managing innovation sintese_azul_2012

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Professional Development course, Lisbon 1st and 2nd February 2012.
Course developed and delivered by Kim Barnes, from Barnes and Conti (US) organised by Sintese Azul (Portugal) In this program, we focus on leadership and management
behaviors that are key to driving value-creating innovation.
Whether you are innovating in products, services, markets,
processes, or platforms, the mind-sets and skill-sets of leaders
and managers are essential to success.

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Managing innovation sintese_azul_2012

  1. 1. INOVAÇÃO Managing Innovation Driving Ideas from Strategic Initiative to Value Creation Skills Development 2012
  2. 2. Managing Innovation WHAT IS INNOVATION?Driving Ideas from Strategic Initiative to Value Creation DEFINITION Optimizing the potential value embedded in an idea that is new to you. Innovation is different from creativity. It involves finding ideas, exploring them, selecting, realizing and exploiting value. The dictionary defines innovation as the process or act of introducing something new. Peter Drucker (1993) described innovation as “the specific instrument of entrepreneurship … the act that endows resources with a © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. new capacity to create wealth.” For managers, innovation means optimizing the potential value embedded in an idea that is new to you. The idea may be one that is exceptionally creative or one that is known elsewhere but novel in a particular environment or application. Innovation is all about the optimization of selected ideas – where the value added exceeds the costs incurred. WHY IS IT IMPORTANT? Most of us use products or services that did not exist a few years ago. We do things in different ways, from listening to music to shopping for books to navigating our way to a new location in our cars. We benefit from increased choice and better ways of getting things done. The force driving these changes is innovation. Innovation is vitally important for economies and companies—but it is also significant in the larger world. The stresses and strains on the earth are increasing. Social discord is an ever-present menace. We need innovation to help us to live better lives and neutralize our impact on the earth’s environment.© B. Kim Barnes SÍNTESE AZUL
  3. 3. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation WHAT IS MANAGING INNOVATION? WHO SHOULD PARTICIPATE? In this program, we focus on leadership and management Managers who see fostering innovation as a part of their behaviors that are key to driving value-creating innovation. role, individual contributors whose work involves facilitating Whether you are innovating in products, services, markets, innovation, senior managers who lead or sponsor innovation processes, or platforms, the mind-sets and skill-sets of leaders as part of their responsibilities. and managers are essential to success. By the term “manager” we refer to a role that may not be Leaders are under pressure to meet or exceed market a job title. Individual contributors, team leaders, as well as expectations each quarter. Different approaches are touted as those in the formal hierarchy, manage innovation as part of the route to success. Methods such as Six Sigma and Lean their everyday working lives. Sigma deliver results by improving bottom-line performance “ © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. through operational efficiency and effectiveness. In contrast, innovation, seen as a key means to achieve competitive advantage, delivers results by generating organic growth to the We believe innovation has such importance in company’s top line. today’s world that everyone, in businesses or Innovation requires tapping people’s creativity and not-for-profit organization must be engaged in it: imagination in cultivating a culture that stimulates and supports thinking about it, applying it, managing it. innovation. Innovation is not only the result of imposing specific Barnes & Conti processes and disciplines; it is an inherently human activity that requires a broad understanding of how people think and behave. This program will enable you to make a stronger personal contribution to the innovation revolution. Our mission is to help you to be a more effective formal or informal manager of innovation. By the term “manager” we refer to a role that may not be a job title. Individual contributors, team leaders, as well as those in the formal hierarchy, manage innovation as part of their everyday working lives. SÍNTESE AZUL
  4. 4. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation OBJECTIVES AND GOALS COURSE DATE The program´s goals are: FEBRUARY - 1ST AND 2ND 2012 (9:00 – 18:00)1 Clarify how innovation can become an important part of the (note: the organizers reserve the right to cancel and/or change way that you do your job and live your life. the date of this course. In the case of cancelation all payments received will be reimbursed)2 Specify how mindsets, skills and behaviors need to change as Venue | Fundação Portuguesa das Comunicações (www.fpc.pt ) an idea moves from being a “gleam in the eye” to a reality that Lisboa – Portugal creates value in your organization and/or the larger world. Price3 Suggest practical ways in which you can create and develop individual | €1800 per person + VAT © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. innovation capability both within your area of influence (AOI) early bird | €1350 per person + VAT (valid for registrations before 30th November 2011) and across organizational boundaries. groups of +3 participants | €1350 per person + VAT early bird for groups of +3 participants | €1080 per person + VAT Note 1 Subscriptions are not reimbursed (except course cancelation by DELIVERABLES the organizers) but can be transferred to other participant. By the end of the program participants will be able to: 2 Course and course materials will be delivered in English.1 Describe best practice in innovation management. Interested? SIGN UP NOW2 Reflect systematically on their own strengths and weaknesses as a manager of innovation.3 Identify ways to weave innovation into their management practices and/or in the larger world.4 Use context-specific behavioral skills that drive, foster, support and improve innovation practices.5 Begin to develop a draft innovation agenda that can be explored, developed and implemented over the coming weeks. SÍNTESE AZUL
  5. 5. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation COURSE OUTLINE 5 Deep Dive: Searching, Exploring, Committing1 Opening Exercise, Definitions, Key Models Analysis of the early phases of the innovation journey Exercise, discussion, and exploration of core definitions through viewing and discussing a video example followed and concepts related to creativity, innovation, and by skill practice, observation, and feedback. Innovation management. 6 Skill Assessment2 Personal Connections: Contributions, Lessons Learned, Review of the mindsets and skillsets as applied to Needs, and Issues participants of own management practices; identification Examination of participant and organizational strengths, of further learning needs. © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. needs, and experiences regarding innovation management. 7 Tools for Idea Development3 The Innovation Journey Introduction to several tools for generating, developing, Introduction to the core model for innovation management and selecting promising ideas. and application to participants of past experiences. 8 Innovation Journey Exercise4 The Avatars of Innovation Practice in managing a complete real-world innovation Exploration of the mindsets and skillsets required during process, time-bound innovation journey through all the phases. each phase of the innovation journey. 9 Organizational Capability: Research and Application Application of six areas of innovation capability identified through research on successfully innovative organizations to participant’s own areas of influence and responsibility. 10 Innovation Agenda Development of a draft plan for implementing innovation management skills. SÍNTESE AZUL
  6. 6. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation AUTHORS B. Kim Barnes is the CEO of Barnes & Conti The second edition of her book, Exercising Influence: A Associates, Inc., of Berkeley, California, an independent Guide for Making Things Happen at Work, at Home, and learning and organization development firm. She has had in Your Community, was published by Pfeiffer/John Wiley over 30 years of experience as a thought leader, teacher, in 2007. Her most recent book, co-authored with with © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. facilitator, consultant, coach, and author in the fields of Beverly Scott, is Consulting on the Inside: A Practical management, leadership, and organization development. Guide for Internal Consultants, published by ASTD in March, 2011. In addition, she has published numerous Kim is a frequent speaker at national and international articles in professional journals and books. professional conferences and meetings on topics ranging from influence to innovation to inspirational Kim holds a master’s degree in Human Development. leadership. she has also published a number of articles Her clients include Abbott Laboratories, Cisco Systems, in professional journals in the U.S. and abroad. She CitiGroup, the Haas Business School of the University is the primary developer of Barnes & Conti programs of California, Medtronic, NetApp, San Francisco General B. KIM BARNES such as Exercising Influence, Constructive Negotiation, Hospital, and the U.S. Department of Energy, among“ Inspirational Leadership, Intelligent Risk-Taking, and many others. Kim resides in the San Francisco Bay Area. Strategic Thinking, among others. She co-developed the program, Managing Innovation, Driving IdeasInnovation is a human endeavor – from Strategic Initiative to Value Creation with Dr.it can´t be automated, It requires David Francis, the Deputy Director of CENTRIM, thepassion, focus, dedication, University of Brighton’s Centre for Research in Innovationteamwork, and a willingness to Management.see things through, Innovationdoesn´t “just happen”. It requiresleadership and management.Kim Barnes SÍNTESE AZUL
  7. 7. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation AUTHORS David Francis, Ph. D. is Assistant Head of Economic and Social Engagement, Brighton Business School, and Principal Research Fellow. Dr Francis has been involved in a number of major research projects during his career, including the investigation of organisational characteristics © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. that contribute to agility. His research on innovation in medical trials has provided a bridge between business management and medical management. Dr Francis has worked with smaller companies to facilitate the development of their innovative capacity and has conducted innovation audits in a number of “ pharmaceutical companies. He has developed theDAVID FRANCIS capability of Innovation Consultant and facilitators in several countries, including leading the first such programme in Serbia for the European Union. Despite all the pro-innovation rhetoric that one Dr Francis’ research interests have included adopting encounters in annual reports and CEO speeches, the sociological method known as ‘adaptive research’ to most still hold the view that innovation is a rather the analysis of innovative organizations. He has developed dangerous diversion from the real work of wringing training programmes, based on research conducted at the last ounce of efficiency out of core business The Centre for Research in Innovation Management at the processes. Innovation is fine so long as it does University of Brighton, for upgrading management skills not disrupt a company´s finely-honed operating in facilitating innovation. He is the co-author, with B. Kim model…As change becomes ever less predictable, Barnes of Barnes & Conti Associates, Inc., of the training companies will pay an ever-escalating price for programme, Managing Innovation: Driving Ideas from their lopsided love of instrumentalism” Strategic Initiative to Value Creation, which is based on this Gary Hamel research. This programme has been adopted by a number of Fortune 500 companies across the globe. SÍNTESE AZUL
  8. 8. Managing Innovation Driving Ideas from Strategic Initiative to Value Creation Barnes & Conti is a global leadership training and development company that helps move ideas into action. Our research-based programs build What previous participants of practical skills in areas such as influence, strategic thinking, innovation this program said: “ management, and problem solving. We create a clear path for individuals and organizations through the complexities of our connected world. Managing Innovation helped me explore the multi-faceted role of an innovation Some organizations that have used Barnes & Conti’s Managing Innovation manager—the skills and mindsets required for the meaningful implementation of IBM Western & Southern Financial innovation initiatives in our business. © 2011 by Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. Brought to Portugal by Síntese Azul. Medtronic NetApp TE Connectivity Haas Business School/University of California “ Abbott Laboratories at Berkeley United Technologies The workshop gave me great insights into State Farm Insurance the Innovation Methodology, as well as New Balance providing some very useful tools. “ Sintese Azul is a trusted partner for change management, talent management, performance management, strategic leadership and culture The innovation journey is an excellent design. Working with both, large and SMEs , investing in cutting-edge process to go through when trying to knowledge to nurture their core value creators: people, talent and creativity. embrace and/or implement change. Contacts Rua Febus Moniz n.19 António Chanoca 2780-234 Oeiras antonio.chanoca@sinteseazul.com Portugal 919 352 168 (+351) 214 413 938 Maria Ana Neves geral@sinteseazul.com maria.ana@sinteseazul.com 965 239 326 www.sinteseazul.com

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