iCoaching

837 views

Published on

Innovation Coaching

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
837
On SlideShare
0
From Embeds
0
Number of Embeds
41
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

iCoaching

  1. 1. Innovation Action Plan <ul><li>Innovation Transfer Project </li></ul><ul><li>Neil Houghton </li></ul><ul><li>with Deloitte </li></ul><ul><li>(Slide Deck 4 of 4) </li></ul>
  2. 2. Coaching Innovation <ul><li>As an innovation coach you will be a navigator (navigating a fuzzy front-end) </li></ul><ul><li>As an innovation coach you will be a connector (connecting ideas and people) </li></ul><ul><li>As an innovation coach you will be an catalyst (catalysing transformational conversations) </li></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  3. 3. Coaching Frames of Excellence <ul><li>HotSpots tells us of the critical importance of how we frame things. We are frame masters whether we know it or not – we never leave home without our frames so make them good! </li></ul><ul><li>Examples of frames of excellence include: </li></ul><ul><ul><li>“ Teams that achieve astonishing results ” </li></ul></ul><ul><ul><li>“ Guiding teams to ever greater success ” </li></ul></ul><ul><ul><li>“ Outperform all reasonable expectations ” </li></ul></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  4. 4. Coaching Antecedents of Success <ul><li>Daniel Pink identifies three antecedents of astonishing performance </li></ul><ul><li>Mastery </li></ul><ul><li>Autonomy </li></ul><ul><li>Purpose </li></ul><ul><li>[Pink, The Surprising Truth About What Motivates Us] </li></ul><ul><li>[ACT Public Service Review, 2011] </li></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  5. 5. Coaching Metaphors <ul><li>What is your metaphor for innovation? </li></ul><ul><li>What is your metaphor for you? </li></ul><ul><li>What is your metaphor for your team? </li></ul><ul><li>What is your metaphor for your organization? </li></ul><ul><li>What is your model of change that allows you to create meaning about your ‘ Current Way of Being ’ (CWoB) and your New Way of Being (NWoB) </li></ul><ul><li>Examples: </li></ul><ul><ul><li>‘ Collaboration Conductor ’ [Adkins, 2007, Agile Teams] </li></ul></ul><ul><ul><li>‘ Orchestra ’ [Bason, 2010] </li></ul></ul><ul><ul><li>‘ Virtuoso ’ [Fischer & Boynton, 2005] </li></ul></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  6. 6. Virtuoso Team Coaching <ul><li>Virtuoso Teams have a “galloping sense of intellectual and creative freedom”… where … “brilliant minds collide and create” … and the focus is on “unique (‘signature’) practices that achieve extraordinary performance </li></ul><ul><li>[Fischer & Boynton 2005, Virtuoso Teams] </li></ul><ul><li>Deloitte uses Virtuoso Teams through their Deep Dive ™ process </li></ul><ul><li>Such teams play by a different set of rules including: </li></ul><ul><ul><li>Attempting to Surprise </li></ul></ul><ul><ul><li>Providing for solo performances within the context of team objectives </li></ul></ul><ul><ul><li>Searching for breakthrough ideas </li></ul></ul><ul><ul><li>Exhibiting a frenetic rhythm </li></ul></ul><ul><ul><li>Resonating a discernable energy  </li></ul></ul><ul><ul><li>Collaborating with creative confrontation     </li></ul></ul><ul><ul><li>Morphing a shared identity </li></ul></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  7. 7. Coaching As One <ul><li>Deloitte has gone through an innovation reboot and created a meta-strategy called As One </li></ul><ul><li>As One is all about Individual Action & Collective Power </li></ul><ul><li>[Baghai & Quigley, 2011] </li></ul><ul><li>It ’ s a strategy for crafting strategy </li></ul><ul><li>It weaves individual mindsets and collective archetypes to clearly establish ‘directional intensity’ and ‘shared identity’ </li></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  8. 8. Coaching Agility <ul><li>Adapted from State Services Authority 2007 </li></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4 Scan Sense Shape Respond Horizon Scanning Action Learning conversations between horizon scanners Synthesising policy implication ‘ brainstorms’ Exploration of possible futures deriving from the scanning studies Synthesis into Policy Briefs or Preferred Future Action Plans
  9. 9. Coaching Signatures <ul><li>You don ’ t expect to read the latest HBR article on leadership and instantly become a leader </li></ul><ul><li>You can’t expect to read the latest HBR article on innovation and expect your organization to be innovative </li></ul><ul><li>You need to coach both: Innovation coaching AND leadership coaching. That’s ‘Innovation Leadership’ </li></ul><ul><li>Deloitte uses two ‘signature practices’ to do just that </li></ul><ul><ul><li>Innovation Academy </li></ul></ul><ul><ul><li>Leadership Academy </li></ul></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4
  10. 10. Coaching Foresight Neil Houghton Jan 2011, Slide Deck 4 of 4 <ul><li>Innovation is systematic and involves a ‘fuzzy- front-end’ involving multiple time horizons’ </li></ul>H1 H2 H3 SC1 SC2 SC3
  11. 11. A Model for all of This Neil Houghton Jan 2011, Slide Deck 4 of 4 Fuzzy Front-end & Foresight Signature Practices Execution Antecedents of Success As One Agility Frames of Excellence Metaphors of Change Virtuoso Teams
  12. 12. Neil Houghton Jan 2011, Slide Deck 4 of 4 A Peak Inside We need to coach how to navigate the fuzzy front-end of innovation through foresight capabilities that span multiple time horizons We need to coach signature practices that make the difference Innovation succeeds in the execution. Its systematic and we need to coach execution We need to coach the three antecedents of excellence (Autonomy, Mastery, Purpose) Just as we use executive & Leadership coaching we require Innovation Coaching We need to coach to embed a culture of action and performance We need to coach the black-belt mindset and how to set frames of excellence We need to coach meaning and change via metaphors and archetypes that create identity We need to coach teams to function as agile teams or as virtuoso teams
  13. 13. Next Steps <ul><li>An Innovation & Collaboration Strategy </li></ul><ul><li>An Action Plan that executes the Strategy </li></ul><ul><li>Elements: </li></ul><ul><ul><ul><li>Innovation Strategy </li></ul></ul></ul><ul><ul><ul><li>Innovation Framework </li></ul></ul></ul><ul><ul><ul><li>Innovation Communications Strategy </li></ul></ul></ul><ul><ul><ul><li>Innovation Toolbox </li></ul></ul></ul><ul><ul><ul><li>Ideas Management System </li></ul></ul></ul><ul><ul><ul><li>Innovation Community of Practice </li></ul></ul></ul><ul><ul><ul><li>Innovation Coaching </li></ul></ul></ul><ul><ul><ul><li>Innovation Signature Practices </li></ul></ul></ul>Neil Houghton Jan 2011, Slide Deck 4 of 4

×