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How we Fail ….. 
Dubai 
October 2014
The INNOVATION ARCHITECT 
The person who creates a space 
in which innovation 
can take place
Challenges & 
Insights 
Innovation 
As Usual......... 
Innovation as Usual 
Paddy Miller & Thomas Wedell-Wedellsborg 
Harv...
Focuson ideas that matter to the business1Tweak and challenge their initial ideas3Stealthstormpast the politics of innovat...
1. Deal with the 
DISCONNECT 
1
Forget the future; 
Look back 
Insight #
Know where you’re going; 
Quick or Big? 
Challenge #
STEALTHSTORMING
Jordan Cohen 
Test group 
(6 ppl) 
Current users (4,000) 
Pfizer world- wide 
(80,000) 
Sigelman 
(India) 
Cohen’s boss 
V...
Don’t brainstorm, 
Stealthstorm 
Insight #
Don’t find the solution; Frame the problem 
Insight #
The Monday Morning Problem
REVOLVING DOOR MANAGEMENT
Innovation as Usual 
Paddy Miller 
1. Are you dealing with the Disconnect? 
2. Are you teaching people to Stealthstorm? 
3...
THANKS! 
for listening 
Paddy Miller 
miller@iese.edu
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Innovation as Usual: How We Fail to Get the Best Ideas Out of Our People

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Based on his latest book "Innovation as Usual" Paddy Miller will outline the four insights gained from working on that book. He will talk about the priorities leaders need to focus on to enable their organisations. Paddy's particular approach to innovation has been to take a longitudinal perspective to organizational transition as innovation is embedded in the culture. Paddy will explore the issue of evaluating the risks involved in innovation in which there is no such thing as a free lunch.

Prof. Paddy Miller, Professor of Managing People in Organisations, IESE Business School

Published in: Business
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Innovation as Usual: How We Fail to Get the Best Ideas Out of Our People

  1. 1. How we Fail ….. Dubai October 2014
  2. 2. The INNOVATION ARCHITECT The person who creates a space in which innovation can take place
  3. 3. Challenges & Insights Innovation As Usual......... Innovation as Usual Paddy Miller & Thomas Wedell-Wedellsborg Harvard Business Press 188-5864142214410ATVPDKI283155
  4. 4. Focuson ideas that matter to the business1Tweak and challenge their initial ideas3Stealthstormpast the politics of innovation5Connectto the outside to find original ideas2Select the best ideas and discard the rest4+1Persistin the pursuit of innovation as usual
  5. 5. 1. Deal with the DISCONNECT 1
  6. 6. Forget the future; Look back Insight #
  7. 7. Know where you’re going; Quick or Big? Challenge #
  8. 8. STEALTHSTORMING
  9. 9. Jordan Cohen Test group (6 ppl) Current users (4,000) Pfizer world- wide (80,000) Sigelman (India) Cohen’s boss Vice Chairman David Kreutter (Advisor) India team Cohen’s team Seth Appel (back end) Tanya C-W. (front end) Key stakeholders Pilot group (50)
  10. 10. Don’t brainstorm, Stealthstorm Insight #
  11. 11. Don’t find the solution; Frame the problem Insight #
  12. 12. The Monday Morning Problem
  13. 13. REVOLVING DOOR MANAGEMENT
  14. 14. Innovation as Usual Paddy Miller 1. Are you dealing with the Disconnect? 2. Are you teaching people to Stealthstorm? 3. Are you looking for opportunity spaces? 4. Are you framing problems for your people? +1 Are you tackling the revolving door problem?
  15. 15. THANKS! for listening Paddy Miller miller@iese.edu

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