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Tell your own story : how can you build human values for innovation? (preview)

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Through recent discussions engaging social media and technology experts, innovation leaders and entrepreneurs have outlined a central question that could help generate long term value for their projects: what human values could we define for innovation?

You could see this presentation as a "thinkathon" collating customers, finance stakeholders and business experts views and processing them through methodologies defined as the discussion goes along. We created a tool to capture requirements, a thinking framework to compile user stories into user solutions, and a management tool to monitor costs and results. Finally, we have consolidated results into an end-to-end plan which you can use to tell your own story and build human values for innovation.

Published in: Leadership & Management
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Tell your own story : how can you build human values for innovation? (preview)

  1. 1. How can you build human values for innovation? weareinnovation.org Tell Your Own Story 1 WAI Loop#2 Round#6 - Feb 2017
  2. 2. About weareinnovation.org weareinnnovation.org is a global think l@b curating and analyzing information related to future developments, management and strategies, to make sense of innovation and inspire intelligent change. ! Organized as a live strategic plan, it aims at analyzing trends shared on social networks among innovation peers to outline key messages and catalyze change. The blog builds a living story of the initiatives developed around change management, ecosystems and business models implied by innovation, as well as specific technology trends such as Big Data and Internet of Things. ! As a result, weareinnovation.org provides a 360° overview of innovation as seen from experts and analysts for readers to share fresh views and questions in their daily business life. weareinnovation.org
  3. 3. About the Author With over ten years of experience as Marketing, Business Development and Strategy Manager for major IT and Consumer Electronics companies, Johanna Camp has developed and driven global strategic plans for a variety of IT products and services. ! Her keen interest for innovation has led her to take on decisive roles in rolling out technologies that are today being used by millions of customers around the globe, interconnecting networks and applications to d e v e l o p e n h a n c e d communication services. From product management to financial analysis, she has an in-depth understanding of processes, business models and market ecosystems. ! After an intensive career path in Paris, she moved in La Châtre, Georges Sand’s hometown, where she now concentrates on her writing ambitions and enjoys a happy f a m i l y l i f e . A s weareinnovation.org author, she has spent the last four years reading and analyzing the meaning of innovation for scientists, investors, entrepreneurs and end-users. In the midst of an economically deserted French rural area, she has managed to help local SMEs build their innovation processes to attract strategic customers and investors, implementing innovation and diversity in an ecosystem looking for a new breathe. ! ! Giving a voice to innovation is not her only passion, as she also exercises part of her creativity writing songs as lead vocals for her own music band, actively participating to local social life and cultural diversity. ! With a Master’s Degree in Management from Grenoble Ecole de Management, Johanna is dedicating her time and energy sharing a meaningful life, using innovation as a tool to open her ideas and thoughts to the world. Johanna is 33 years old, mother of a young daughter and married to an inspiring design manager, a keen English and French literature reader, playing piano when she is not typing on her keyboard. weareinnovation.org
  4. 4. Introduction Through recent discussions engaging social media and technology experts, innovation leaders and entrepreneurs have outlined a central question that could help generate long term value for their projects: what human values could we define for innovation? ! As an intent to answer this question, I have analyzed how our innovation community would formulate their requirements through diversity profiles built for the most recent innovation segments analyzed on the blog. The question asked to the database is: « How can we build human values for innovation? » The entry data for this analysis can be found in « InnoTrends » section. I have then investigated how to build virtuous difference circles from the hence identified need, using analytic and strategic methodologies defined in our latest innovation tools: « Content Marketing: Keeping substantial and intentional » and « Innograph: Communities, Cultures and Companies ». ! ! Finally, I have outlined how such virtuous circle could be maintained on the long term by monitoring costs of uniformity, and applying them to our latest Innometrics: « Human in the digital workplace: assessing our readiness to disruption ». ! The end results draws an action plan and strategic recommendations you can use as an inspiration to build your own human values for innovation. ! I also offer dedicated sessions to go through your projects and priorities if you need further assistance rolling-out diversity as a management and innovation practice in your business. ! Contact me at: johanna.camp@weareinnovation.org weareinnovation.org
  5. 5. Content Author’s comments Diversity profiles Management view Operational view Experts view What is your diversity profile? Connected added values for customers, financial stakeholders and business experts « And yes, you can do it over a coffee break » Difference virtuous circles Management view Operational view Experts view How to build virtuous difference circles « Knowledge as a currency » Key attributes of your human values for innovation « Three is a magic number » ! Costs of uniformity Management view Operational view Experts view How do you manage your costs of uniformity? « Because we never follow the planned plan » Tell your own story: key success factors to define human values for innovation weareinnovation.org
  6. 6. Author’s comment Having worked in both disrupted and disruptive businesses, I have a deep understanding of the importance of human links in delivering highly pressuring work while still maintaining a human framework for creativity. One of the teams I was engaged with had the responsibility of defining strategic plan for multiple countries in Europe, and needed to combine ideas from a variety of field specialists to create stories to market that would convince internal investors. ! You could think the challenge resided in compiling all information to come to a meaningful story that would get internal buy-in and support. In reality, the challenge was to get internally trusted information from the right contact, with the right level of details and intent that would help foster the right messages. Information supported by an engaged sales manager who drives on-going discussions with strategic customers soon outpaced specialists market analyses even though they helped calculating credible market sizes and understanding competition threats. ! Presenting new concepts to market proved more relevant when it combined an end-user viewpoint to an internal financial threshold while anticipating long term trends and positioning the brand on a systemic level, rather than a short term commercial priority, even though it was the initial request. This end-to-end story could only be compiled by understanding personal backgrounds provided with information, and this context necessarily calls for human interaction, and delivers human value: the conviction to invest in highly engaging projects that binds individuals to deliver commercial objectives that would benefit to all stakeholders. weareinnovation.org
  7. 7. Diversity profiles
  8. 8. Management view Economic and business disruptions are leading an increasing number of businesses, from various sectors and type, to face daily complex challenges they need to handle on top of developing their business as usual activity. The growth of digital opportunities as well as the exponential impact of new joiners in incumbent markets question the stability of so far known business strategies. ! Because the trends generating this situation are linked to systemic issues, such as our interconnected economies and related decisions as well as our generational divides and diverging cultural ideals, only systemic approaches to change are able to guide businesses in best defining how to innovate. weareinnovation.org
  9. 9. Operational view Diversity is a key element in defining individual value within complex systems affecting and interconnecting a growing variety of ideas and issues. By developing diversity as an innovation practice, project owners, team leaders and stakeholders are able to find the exact skills they need to deliver personal and unique value. ! In our management report “Diversity as a success story“, we detail the components of inner and outer diversity which can be used to define team, projects and individual diversity profile as a holistic way to scope the combined business and human value of an initiative. weareinnovation.org
  10. 10. Experts view « Since we have a human start for a common story between technology, businesses and values, it seems inevitable to better consider the human also standing at the conclusion of the story. An idea may be to provide users with the trust that developments are taking into account their stories, focusing on human sense out of technologies, gradually shaping commonly desired social and systemic goals. » weareinnovation.org
  11. 11. What is your diversity profile? The objective of building diversity profiles is to understand how skills, ideas and projects can be combined to develop a constructive partnership. Such tool can for example determine what specific role each partner should play and anticipate potential challenges in interacting with other specific members or partners. Diversity profile should outline the human components of our conversations, breaking them down into specific diversity category to define common denominators to build upon.
  12. 12. Redefine innovation Open Communities Connected Social Global Emotional Complexity Structural Constructive Individual stories In-depth expertise Personalities Customers’ diversity profile Context Appearance Words Voice Body language Will Common sense Under what conditions could such positioning be profitable to businesses, employees and customers? weareinnovation.org
  13. 13. New reasoning scheme Smart approach to data and analytics Micro and macro changes Beyond profitability Creating higher value Optimized margin New products and services Unstable Economic Environment Finance diversity profile Context Appearance Words Voice Body language Will Common sense « New ecosystems and models that reinvent our approach to economic growth » weareinnovation.org
  14. 14. Invest and spend time for organizations Hyper- connected communities Complexity Multiplicity Solutions Organization, technical skills Mindset and tools Social, technological and economic changes Business experts diversity profile Context Appearance Words Voice Body language Will Common sense « Build sense rather than complex processes » weareinnovation.org
  15. 15. Combined added values How can we build ecosystems and models profitable to customers, businesses and employees that reinvent our approach to economic growth, focusing on sense rather than complex processes? weareinnovation.org
  16. 16. « And yes, you can do it over a coffee break » Of course, major businesses have their own style and would set-up meetings weeks in advance to ask commercial, finance and business managers to come and sit down around the same table before slides are shared on a screen for everyone to discuss. The most impactful insights I have gathered though couldn’t be shared within those closed, restricted presentations that tend to direct ideas and opinions by interfering with personal agendas and career representations affecting information shared publicly. The information needed to build engaging stories has to cover personal visions and working habits that can only be discovered by meeting people instead of job titles and business objectives. Here are three ways I can share to meet characters and ideas behind the business card (and please, don’t stick to phone calls and e-mails :)): Be a sales learner! Ask account managers to take you through their latest business review and visits on site, without specific question or agenda. Take your own tour through their eyes. What new barriers or need can be explored on top of existing offers? Be curious about numbers! Ask questions about the latest finance review and find out how and why those numbers were built, how long it takes to reach those conclusions. You’ll be amazed. Spend time with your community! Business community gatherings are an important place to share business and customer insight, make sure you participate to creating links and use those safe places to challenge your own projects. weareinnovation.org
  17. 17. Download the full plan: ! https://gumroad.com/l/hkguY ! Read more on: https://weareinnovation.org Our global innovation story, as we write it. ! !

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