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Cultivating an imaginative culture that behaves creatively

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Cultivating an imaginative culture that behaves creatively, by Michael Eckersley, PhD, HumanCentered

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Cultivating an imaginative culture that behaves creatively

  1. 1. Cultivating an imaginative culture that behaves creatively Cartagena de Indias, Colombia September 17, 2012 23 June, 2011 MichaelMichael Eckersley, PhD Eckersley, PhD
  2. 2. about us
  3. 3. OUR PRACTICES TOUCH RESULThuman research & products new value discovery concept consumer services development experience design strategy systems perception visualization / brands human behavior simulation environments system behavior
  4. 4. Q: How can an innovation culture Q: What kinds of be cultivated in sensibilities, skills, organizations? and talents should be sought for to accomplish such work? Q: What would success look like?What will new value, Q: What tools, solutions and processes and advantages leadership should resemble? teams be given in order to succeed?
  5. 5. thecontext Organizations are struggling to be competitive in a dynamic global economy, to achieve sustainable growth, and find the future first. All at the same time. The challenges are significant...
  6. 6. changing ourselves (1945)We are shaping the world faster than we canchange ourselves, and we are applying to thepresent the habits of the past.” – Winston Churchill
  7. 7. the adaptive corporation (1985)The corporate environment has grown increasinglyunstable, accelerative, and revolutionary... Theadaptive corporation, therefore, needs a new kind ofleadership. It needs “managers of adaptation”equipped with a whole set of new, nonlinear skills. –Alvin Toffler, The Adaptive Corporation
  8. 8. sense and respond (2003)“Management is shifting from a stance ofpredicting and controlling change to one ofbuilding an organization to sense change and torespond appropriately – adaptive management”. –Christopher Meyer Monitor
  9. 9. Work (and workers) today are very different from the atomized,industrial work models of the past
  10. 10. the gap between what we areand what we need to be is large“In the archives of any decent -sized organization, anunfiltered record will show institutional life in all it’sboredom and inefficiency. Most initiatives fail. Internalcompetition trumps external goals. People are petty,whiny, and unmanageable.” –Nicholas Lemann
  11. 11. Efforts at change or innovation are routinely met with stiff resistance. Norms and best practices havetheir place, but new value creation requires experimentation.“Powerful constituencies inside the companycollectively beat the change idea into a shape thatmore closely conforms to the existing business modelrather than to the opportunity in the market.” --Clayton Christensen
  12. 12. Innovation: a social phenomenon “Innovation is a social or economic term, not a technological one, defined in terms of demand rather than supply. changing value and satisfaction obtained from resources by the consumer.” –Peter Drucker
  13. 13. we have built a system of organizational life thatrepels human creativity, that inhibits innovation
  14. 14. Schedules Goals Budgets Margins Projections Costs Teams Clients Analysts too often lost is a sense of Vendors PRcohesion and integrated effort by Salespeople passionate to create new Productionvalue as a Service workers the future pathway to Managers Strategists Marketers Designers Engineers Administrators Regulators Auditors
  15. 15. the growth imperative “90% of all publicly traded companies have proved themselves unable to sustain for more than a few years a growth trajectory that creates above-average shareholder returns.” –Clayton Christensen & Michael Raynor The Innovator’s Solution© HumanCentered 2007, All Rights Reserved
  16. 16. Goal: Create new business models and organizational cultures that promote innovative behavior© HumanCentered 2007, All Rights Reserved
  17. 17. how?the approach: create the conditions that foster organic growth, social innovation, integrative thinking, creative behavior
  18. 18. All we have is us to produce the futures we desire© HumanCentered 2007, All Rights Reserved
  19. 19. management as an art: a systematic practice, intellectual and practical –Richard Buchanan, Case Western© HumanCentered 2007, All Rights Reserved
  20. 20. The corporate imagination is a competency for seizing opportunities and creating new ideas, new value Human imagination is the ability to look at noisy, ambiguous situations, spot the critical dynamics, and visualize a more interesting, promising future than others are willing or able to see. The corporate imagination is the collective ability of its people channeled to supply new ideas and systems.© HumanCentered 2007, All Rights Reserved
  21. 21. What creativity is (and isn’t)“Creativity is an inspired riff on somethingunderstood deeply”. It is not making somethingup out of nothing. The value of creativity to anorganization is in the solutions, the actionableideas, the differentiated advantage it provides.•Creativity is not a characteristic of individuals; it is a class of activity.•Ideation is not creativity. Uninformed ideas have no value.•Creativity changes the systems that give objects meaning.•Though there may be accidental discoveries, there is no unintentional creativity. –from R. Robinson & J. Hackett, “Creating the Conditions for Creativity”, DMI Journal
  22. 22. Design and integrative approaches to management offer a way to change how companies think about risk and opportunity, and act in adaptive ways to define the future© HumanCentered 2007, All Rights Reserved
  23. 23. (deductive) (inductive) (abductive) “Design is a complex problem solving process whereby artifacts are structured to attain goals” –Herbert Simon so what is design? products conceived functionality services programmed reliability brands organized beauty communications developed elegance systems built profitability experiences crafted efficiency etc. engineered viability fashioned etc. etc.© HumanCentered 2007, All Rights Reserved
  24. 24. so what is design? In most peoples vocabularies, design means veneer. Its interior decorating. Its the fabric of the curtains of the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a human-made creation that ends up expressing itself in successive outer layers of the product or service. – Steve Jobs© HumanCentered 2007, All Rights Reserved
  25. 25. so what is design?"Design is only secondarily about prettylumpy objects, and primarily about a wholeapproach to doing business, servingcustomers, and providing value.""Design... has become central to enterprisestrategy." –Tom Peters
  26. 26. What is design thinking? 1. Conditioned inventiveness 2. Human-centered focus 3. Environment-centered concern 4. Ability to visualize 5. Tempered optimism 6. Bias for adaptivity 7. Predisposition toward multi-functionality 8. Systemic vision 9. View of the generalist 10.Ability to use language as a tool 11.Affinity for teamwork 12.Facility for avoiding the necessity of choice 13.Self-governing practicality 14.Ability to work systematically with qualitative information –Charles Owen, IIT© HumanCentered 2007, All Rights Reserved
  27. 27. Smart firms are using design to reshape management practice “Our interest now is in how to use design thinking, the methods and concepts of design practice, in the art of management to shape the organizations in which we live and work.” –Richard Buchanan, Case Western© HumanCentered 2007, All Rights Reserved
  28. 28. the conventionalbusiness approach create a develop sell them to business offerings customers (predict & provide) > build the bridge > deeplya human-centered develop build a understand design approach concepts & business users/ offerings around them (learn & respond) contexts adapted from Vijay Kumar, IIT
  29. 29. Sources of design innovation+4 top-down High Search: global innovations+3 environmental & market factors macro economic+2 market/industry+1 organizational 0 “street-level” issues & operations physical/biological-1 socio-cultural-2 Deep Search: psychological human-3 factors spiritual bottom-up-4 innovations Learning Learning Cycle 0 (time) Cycle 1
  30. 30. Social innovation: Contributor archetypes the the the the warrior explorer saint artistInspired by Inspired by Inspired by Inspired by self-challenge, exposure to new connecting with expression,individually and/ and different and helping making meaningor with a team, it worlds, imagining others; making the through art,is all about something that world a better music, acting,winning. has never been. place.” writing, etc. adapted from “Cultivating organizational creativity in an age of complexity.” IBM 2010 Chief Human Resource Officer Study
  31. 31. Design thinking offers ways to reframe old problems, ways of getting past sapping conflicts and lousy trade-offs. It is a distinctively integrative way of looking at the world.© HumanCentered 2007, All Rights Reserved
  32. 32. Design thinking and integrated thinking: two sides of the same coin Integrative thinking is “the predisposition and the capacity to hold two diametrically opposing ideas in their heads. And then, without panicking or simply settling for one alternative or the other, they’re able to produce a synthesis that is superior to either opposing idea. Integrative thinking is my term for this process...that is the hallmark of exceptional businesses and the people who run them.” -Roger Martin, Rotman, “The Opposable Mind”© HumanCentered 2007, All Rights Reserved
  33. 33. Polarity management is a mode of integrated thinking Many of the current trends in business and industry are dilemmas or polarities to manage, not problems that can manage, be solved Distinguishing between the problems you can solved. solve and those you cannot is important. The objective of polarity management is to get the best of both opposites while avoiding the limits of each. – Barry Johnson, “Polarity Management”, HRD Press© HumanCentered 2007, All Rights Reserved
  34. 34. Managing polarities refusing tradeoffs, looking for synthesisphysical Forward-thinking business designs will seek world to create new value at the intersection digital world of the physical and virtual worldssystems Finding solutions to complex problems design requires both analytical and creativethinking thinking styles working together thinking Complex systems (for example, the humanefficiency body) are able to adapt in an orderly disruption fashion to unexpected challenges because their many distinctive parts work smoothly together Creative leadership is about seeking opportunities expand thezero sum for shared value creation, even in the toughest pie times and most difficult circumstances adapted from “Cultivating organizational creativity in an age of complexity.” IBM 2010 Chief Human Resource Officer Study
  35. 35. Social innovation is a human phenomenon of collective intelligence, understanding and imagination. Thesweet spot of innovation is more about the people than about technology orbusiness models. Mastery is earned notby power or control, but through patient collaboration and persistent influence.
  36. 36. Cultivating an imaginative culture that behaves creatively ! Muchas gracias! Cartagena de Indias, Colombia September 17, 2012 23 June, 2011 MichaelMichael Eckersley, PhD Eckersley, PhD

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