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Strategic innovation leadership df - perth


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Strategic innovation leadership df - perth

  1. 1. Strategic In no va ti on Leadership John Scotland BA Grad Dip Ed Grad Dip HRD
  2. 2. <ul><li>Thomas Edison </li></ul>“ I have not failed, I’ve just found 10,000 ways that won’t work”.
  3. 3. Strategic Innovation Leadership <ul><li>Fear, innovation and business success </li></ul><ul><li>Innovation leadership attitudes and competence </li></ul><ul><li>The blueprint for workplace innovation </li></ul><ul><li>How to build and lead the best teams for innovation </li></ul><ul><li>How to implement a proven creative problem solving process in your organisation </li></ul>
  4. 4. What are they?? Cr ea tivi ty and In no v at ion
  5. 5. 2000 1990 1980 1970 1960 1940 1920 1900 1850 <ul><li>Systematic mgt. </li></ul><ul><li>Scientific mgt. </li></ul><ul><li>Group theory </li></ul><ul><li>Time and motion </li></ul><ul><li>Industrial relations </li></ul><ul><li>Managerial grid </li></ul><ul><li>Strategic planning </li></ul><ul><li>HR planning </li></ul><ul><li>MBO </li></ul><ul><li>TQM </li></ul><ul><li>Learning org. </li></ul><ul><li>BPR </li></ul><ul><li>5 th generation mgt </li></ul>Source s of Competitive Advantage Over Time Coach and develop / Team Focus Flexible benefits / Soft values Networked teams Approaches Command and control / Individual focus Fixed reward / hard systems Bureaucracy Knowledge and Ideas Capita l <ul><li>Creativity & </li></ul><ul><li>Innovation </li></ul>
  6. 7. “ New Concepts in Innovation” Business Council of Australia (2006) The prevailing view among Australian business leaders and Government agencies is an old one – that creativity is the domain of the artist or researcher. OLD INNOVATION NEW INNOVATION Australian business and public sector management is imbued with a sense of research and development but it lacks the skills, knowledge and confidence to work creatively and innovatively in the new business paradigm.
  7. 8. Innovation Leaders 2006/07* <ul><li>Boeing (US) </li></ul><ul><li>Virgin Atlantic (UK) </li></ul><ul><li>Toyota (Japan) </li></ul><ul><li>RBS (UK) </li></ul><ul><li>Du Pont (US) </li></ul><ul><li>Samsumg (S Korea) </li></ul><ul><li>LEGO (Denmark) </li></ul><ul><li>BP (UK) </li></ul><ul><li>H&M (Sweden) </li></ul><ul><li>Nokia (Finland) </li></ul><ul><li>* Innovaro Ltd 2007 </li></ul><ul><li>Reckitt Benckiser (UK) </li></ul><ul><li>PepsiCo (US) </li></ul><ul><li>Tesco (UK) </li></ul><ul><li>Apple (US) </li></ul><ul><li>Aviva (UK) </li></ul><ul><li>Google (US) </li></ul><ul><li>Canon (Japan) </li></ul><ul><li>Novartis (Switzerland) </li></ul><ul><li>Microsoft (US) </li></ul><ul><li>Adidas (Germany) </li></ul><ul><li># Note: No Australian Company </li></ul>
  8. 9. Innovation Leaders 2006/07 <ul><li>Strategic Focus </li></ul><ul><li>Insight </li></ul><ul><li>Collaboration </li></ul><ul><li>Process </li></ul><ul><li>Organisation </li></ul>
  9. 10. Managers’ Perceptions of Innovation - An Exploratory Study (September 2003 – March 2004)
  10. 11. Yes = 44.5% No = 25% Elaborated responses ( 30.5% ) Only 9.3% reported having a formal innovation strategy and allocated budget in place ‘ The Innovation Gap’
  11. 12. <ul><li>Concept of Innovation not always clearly understood. </li></ul><ul><li>Most organisations don’t know how to cross the bridge </li></ul><ul><li>between concept and implementing performance - based </li></ul><ul><li>innovation strategies. </li></ul><ul><li>Whilst 44.5% of organisations claimed t heir organisation </li></ul><ul><li>to be innovative only three had a formal innovation </li></ul><ul><li>strategy in place. </li></ul><ul><li>Only one organisation offered their employees </li></ul><ul><li>creativity/ innovation related education and training. </li></ul>Summary AIC Research Findings ‘THE INNOVATION GAP’
  12. 13. Supporting factors Barriers Leadership and support from top management Culture, climate and identity Resistance to change Org culture and climate Rewards and recognition Competition and deregulation, need and diversity Corporate structure Workloads and Lack of skills Supporting factors and barriers
  13. 14. <ul><li>F E A R </li></ul>
  14. 15. Current State Desired Future Discrepancy <ul><li>Lack of useful ideas </li></ul><ul><li>Lack of skills or support for creative and strategic breakthroughs </li></ul><ul><li>Perhaps, other challenges and problems </li></ul>Need Innovation Champion Strategy on how to get there Gap
  15. 16. Business Creativity & Innovation Framework (BCIF) Product People Process Press Innovation 4Ps ®
  16. 17. Innovation 4Ps: A Whole System Innovation People Process Product Press
  17. 19. Organisational Climate Organisational Innovation Organisational Culture Leadership Style Resources & Skills Structure & Systems Determinants of Organisational Creativity and Innovation (AIC)
  18. 21. The First P of Innovation Press Refers to the context (ie: climate, culture and environment) Press is short for pressure - that is, the context within which people, process and product operate. The environment, both internal and external to the organisation, presses in on and out from the organisation.
  19. 23. Climate Survey - Impact of the Work Environment (KEYS) Innovation within the organisation depends upon: <ul><li>Organizational Motivation – the basic orientation of the organization toward innovation </li></ul><ul><li>Resources – everything the organization has available to aid in the area targeted for innovation </li></ul><ul><li>Management Practices – supporting freedom and autonomy in the conduct of work; challenging interesting work; </li></ul><ul><li>Expertise – knowledge, talent and skill </li></ul><ul><li>Creativity Skills – having a flexible problem-solving approach, . </li></ul><ul><li>Intrinsic Motivation – the desire to solve the problem or accomplish a task </li></ul>
  20. 24. Blueprint for Innovation <ul><li>Culture Climate Analysis (KEYS) </li></ul><ul><li>Business Creativity and Innovation Index (BICI) </li></ul><ul><li>Strategic Approach to Innovation in your Organisation </li></ul>
  21. 25. Components of Individual Creativity Creativity Skills Intrinsic Motivation Expertise C
  22. 26. Organisation Creativity Increasing Energy & Effectiveness Under Pressure Building Trusting Relationships Creating the Future Innovation & Unique Potential Success Initiative
  23. 27. Innovation within the Organization Management Practices Organizational Motivation Resources I
  24. 28. Innovation within the organization depends upon: <ul><li>Organizational Motivation – the basic orientation of the organization toward innovation; shared vision; providing rewards and recognition; lack of internal politics, and lack of overemphasis on the status quo. </li></ul><ul><li>Resources – everything the organization has available to aid in the area targeted for innovation, including time, funding, information and materials. </li></ul><ul><li>Management Practices – allowing freedom and autonomy in the practice of work; providing challenge; specifying clear strategic goals and forming work teams comprised of individuals with diverse skills and perspectives. </li></ul>
  25. 29. Impact of the Work Environment Work Environment Individual/Team Creativity Resources Management Practices Organizational Motivation Task Motivation Expertise Creativity Skills Creativity I nnovation I C
  26. 30. Impact of the Work Environment on Performance <ul><li>What you CAN do: Talent </li></ul><ul><li>What you WILL do: Motivation </li></ul><ul><li>HOW you will do it depends upon your intrinsic motivation </li></ul>
  27. 31. The Second P of Innovation Process What are the mechanisms and processes that lead to innovative products, services, processes or procedures?
  28. 32. 4-Power Innovation Clarify Pinpoint the problem to solve Ideate Come up with new ideas Develop Refine ideas into strong solutions Implement Put the plan into action
  29. 33. Diverging and Converging Converging thinking Judging , assessing options, focusing, making decisions. Diverging thinking Generating lots of options and ideas, making lists. Green light = speed Red light = brakes on! These are two mutually exclusive mental activities
  30. 34. The Third P of Innovation People Addresses the issues related to PEOPLE, such as individual differences and teamwork
  31. 35. Four Sight Preferences Clarifier Ideator Developer Implementer Diagnostic Thinking Visionary Thinking Evaluative Thinking Tactical Thinking
  32. 36. On average, it takes about 3,000 raw ideas to lead to a commercially successful product or process Stevens & Burley, 1997 Experiments Initial ideas New product
  33. 37. Team Profile
  34. 38. The Fourth P of Innovation Product What makes products, services, practices or procedures innovative?
  35. 39. Characteristics of an INNOVATIVE Product or Service ELABORATION & SYNTHESIS NOVELTY RESOLUTION Originality (Is it new or different?) <ul><li>Does it solve the problem or help manage the challenge? </li></ul><ul><li>Is it useful and practical? </li></ul><ul><li>Does it work? </li></ul><ul><li>Does it provide value? </li></ul><ul><li>Is it cost-effective </li></ul><ul><li>Is it understandable? </li></ul><ul><li>Is it well presented? </li></ul><ul><li>Is it attractive and credible? </li></ul><ul><li>Will people ‘buy it’? </li></ul><ul><li>Can it be commercialized? </li></ul>
  36. 40. Ideas Management <ul><li>Ideas need to be: </li></ul><ul><ul><ul><li>Generated </li></ul></ul></ul><ul><ul><ul><li>Captured and Retrievable </li></ul></ul></ul><ul><ul><ul><li>Evaluated </li></ul></ul></ul><ul><ul><ul><li>Developed </li></ul></ul></ul><ul><ul><ul><li>Implemented </li></ul></ul></ul><ul><ul><ul><li>Rewarded </li></ul></ul></ul><ul><ul><ul><li>Measured </li></ul></ul></ul>
  37. 41. Innovation Leadership: Attitudes <ul><li>Deliberate climate creation and cultural influence </li></ul><ul><li>Innovation vision </li></ul><ul><li>Encourage challenge & risk taking </li></ul><ul><li>Collaboration </li></ul><ul><li>Resources for innovation </li></ul><ul><li>Celebration </li></ul>
  38. 42. Innovation Leadership: Innovation Competence <ul><li>Model and coach for innovation and creativity </li></ul><ul><li>Develop innovation teams and leaders </li></ul><ul><li>Generate breakthrough ideas </li></ul><ul><li>Capitalise on intrapeneurship </li></ul><ul><li>Customer Service </li></ul><ul><li>Insight into drivers and opportunities </li></ul>
  39. 43. Innovation Leadership: Metrics, systems and prcatices <ul><li>Measure innovation costs & benefits </li></ul><ul><li>Incorporate innovation in performance management </li></ul><ul><li>Establish supportive systems </li></ul><ul><li>Use innovation to increase profit </li></ul><ul><li>Seek to accelerate breakthrough thinking </li></ul>
  40. 44. S tr a te gic In no v at ion L ea d er sh ip Thankyou