Ryan Gorski Innovation


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Presentation and discussion questions regarding managing innovation.

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  • 10 Questions – I have come up with 10 questions that will help focus attention on issues regarding innovation.
  • About me: Ryan Gorski, software engineer, ISS ODAR - HRCS ICU AVIC SW Architecture and Implementation Team MBA- Where and Why - Why: Was a SW Test engineer, while the work was important, it wasn’t satisfying. Considered MBA vs MS, and my analysis came up with MBA. What: MBA Council of Houston is comprised of local alumni chapters of top-tier MBA schools, dedicated to serving “Houston-based alumni through business networking, providing unique events, promoting organizational best practices, and encouraging community involvement”. MIT Enterprise Forum is “a platform for entrepreneurial networking, inspiration and education”. Panel discussion: “Managing Innovation – How do we Define it, Measure it, and Foster it?” Why: I had recently had a discussion with my Functional Manager about engineers and MBA degrees. Following that discussion, the MBACH promoted this event and I invited my Functional to attend. Due to other responsibilities, they were not able to attend, in turn they asked if I would bring back details to discuss with their team; Innovation happened to be a very critical topic for the team, and my Functional liked the idea of having an open discussion with the goal of educating his team on the topic and drive discussions on how ‘we define, measure and foster’ innovation.
  • ROI – Return On Investment
  • Money is not the ultimate motivator – recognition is. Money is important and the lack of it can create distrust, however recognition is more important; the building of self-worth/value, the esteem, the reputation among peers. Money is treated as a scorecard by some people, and in that way, those people are getting recognition by having earned/won a lot of money and having their peers know it; Wall St, Sales Professionals, Professional Athletes.
  • Ryan Gorski Innovation

    1. 1. Innovation A discussion of…
    2. 2. Agenda <ul><li>Who, what & why? </li></ul><ul><li>Panel Discussion details </li></ul><ul><li>My “10 Questions” with group discussion </li></ul><ul><li>Useful resources </li></ul>
    3. 3. Who, what & why? <ul><li>About me: Ryan Gorski, Software Engineer, MBA Student </li></ul><ul><li>Event: MBA Council of Houston & MIT Enterprise Forum of Texas co-presented panel discussion on “Managing Innovation” </li></ul><ul><li>Why: Functional Manager asked me to bring back lessons learned to share with colleagues. </li></ul>
    4. 4. Panel Discussion details <ul><li>Moderator: </li></ul><ul><ul><li>Dr. John Lienhard </li></ul></ul><ul><ul><ul><li>Author and voice of NPR’s “The Engines of Our Ingenuity” </li></ul></ul></ul><ul><ul><ul><li>M.D. Anderson Professor Emeritus of Mech. Eng and History at University of Houston </li></ul></ul></ul><ul><li>Panelists: </li></ul><ul><ul><li>Dr. Steven P. Nichols (Academia) </li></ul></ul><ul><ul><ul><li>Professor of Mech. Eng at UT-Austin </li></ul></ul></ul><ul><ul><ul><li>Director of the Clint W Murchison Sr. Chair of Free Enterprise </li></ul></ul></ul><ul><ul><li>Bill Rothwell (Industry) </li></ul></ul><ul><ul><ul><li>VP, Innovation and Chemical Technology, Shell Global Solutions </li></ul></ul></ul><ul><ul><li>Michele Brekke (Government) </li></ul></ul><ul><ul><ul><li>Director of Technology Transfer, NASA Johnson Space Center </li></ul></ul></ul><ul><ul><li>Gary Reamey (Services) </li></ul></ul><ul><ul><ul><li>Senior Principal and Country Leader for Edward Jones, Canada </li></ul></ul></ul>
    5. 5. Panel Discussion details <ul><li>Where do you look for innovation? </li></ul><ul><ul><li>NASA looks to the problem owner to ensure accountibility. </li></ul></ul><ul><ul><ul><li>Gene Kranz empowered his team and made them accountable for Apollo 13s survival “I don’t care about what anything was DESIGNED to do, I care about what it CAN do.” </li></ul></ul></ul><ul><ul><li>Edward Jones looks to entire organization (very flat organizational structure), innovation must be part of the culture, in their offices, everybody is in a cube, its impossible to determine who is a partner and who is a secretary. </li></ul></ul><ul><ul><li>One common answer: ‘Look to other ideas and consider ways to adapt them to your situation.’ </li></ul></ul>
    6. 6. Panel Discussion Details <ul><li>How do you foster creativity? </li></ul><ul><ul><li>Encourage people to observe how to do something, the result being that capable can figure out how to solve their own problems </li></ul></ul><ul><ul><li>Managing competing priorities – managers provide employees the time for them to be creative, to have the time to think about their problems. </li></ul></ul><ul><ul><li>By focusing on business needs </li></ul></ul><ul><ul><li>By forcing collaboration – teams must have a partner who works outside of their own team – interdisciplinary/cross-functional </li></ul></ul><ul><li>Risk Tolerance – how do you handle failure? </li></ul><ul><ul><li>Fail Early, Fail Often, Learn and MOVE ON as cheap as possible </li></ul></ul><ul><ul><li>Failure is acceptable: </li></ul></ul><ul><ul><ul><li>What lessons can be learned? </li></ul></ul></ul><ul><ul><ul><li>What results can be used elsewhere? </li></ul></ul></ul>
    7. 7. “ 10 Questions” and group discussion <ul><li>1) What is your definition of innovation? </li></ul><ul><ul><li>Davila, Epstein, Shelton, 2006: “Often, in common parlance, the words creativity and innovation are used interchangeably. They shouldn't be, because while creativity implies coming up with ideas, it's the “bringing ideas to life” . . . that makes innovation the distinct undertaking it is.” </li></ul></ul>
    8. 8. “ 10 Questions” and group discussion <ul><li>2) Compare Innovation to Invention – What is the difference? </li></ul><ul><ul><li>Jan Fagerberg, PhD, 2004: “ An important distinction is normally made between invention and innovation. Invention is the first occurrence of an idea for a new product or process, while innovation is the first attempt to carry it out into practice ”. </li></ul></ul>
    9. 9. “ 10 Questions” and group discussion <ul><li>3) Why is innovation important? </li></ul><ul><ul><li>Davila, Epstein, Shelton, 2006: &quot;Companies cannot grow through cost reduction and reengineering alone . . . Innovation is the key element in providing aggressive top-line growth, and for increasing bottom-line results&quot; </li></ul></ul>
    10. 10. “ 10 Questions” and group discussion <ul><li>4) What is it that we need to be innovating? What are we looking for? </li></ul><ul><ul><li>Processes? </li></ul></ul><ul><ul><li>Cost Reductions? </li></ul></ul><ul><ul><li>Tools? </li></ul></ul><ul><ul><li>Skill Redistribution? </li></ul></ul><ul><li>Helpful Tools </li></ul><ul><ul><li>Innovation Radar </li></ul></ul><ul><ul><li>Congruence Model </li></ul></ul>
    11. 11. “ 10 Questions” and group discussion <ul><li>4) What are we innovating; Innovation Radar </li></ul><ul><ul><li>For analyzing differentiating factors; identifying strengths </li></ul></ul>From 12 Ways for Companies to Innovate - MIT Sloan Management Review (XXXXX was interviewed for the development of this model)
    12. 12. “ 10 Questions” and group discussion <ul><li>4) What are we innovating; Congruence Model </li></ul><ul><ul><li>For identifying organizational weaknesses; areas for improvement </li></ul></ul>
    13. 13. “ 10 Questions” and group discussion <ul><li>5) Who do you to look for innovation? </li></ul><ul><ul><li>Problem owners? </li></ul></ul><ul><ul><ul><li>Expect those with the problem to solve it </li></ul></ul></ul><ul><ul><li>Outside views? </li></ul></ul><ul><ul><ul><li>Non-biased opinions, cross discipline/functional discussions </li></ul></ul></ul><ul><ul><li>Younger vs Older employees? </li></ul></ul><ul><ul><ul><li>Inexperienced & unbiased vs experienced & biased by history </li></ul></ul></ul><ul><ul><li>Management/Executives? </li></ul></ul><ul><ul><ul><li>Only those in charge can understand the big picture? </li></ul></ul></ul>Answer: Everybody working together, not impeding each other
    14. 14. “ 10 Questions” and group discussion <ul><li>6) How do you drive innovation? </li></ul><ul><ul><li>How do you motivate people to “think” and not just “do”?. </li></ul></ul><ul><ul><li>10 Steps to Unleashing Creativity (Jeffry A. Timmons) </li></ul></ul><ul><ul><ul><li>Define your purpose </li></ul></ul></ul><ul><ul><ul><li>Choose participants </li></ul></ul></ul><ul><ul><ul><li>Choose a facilitator (somebody who can disconnect from the topic and focus efforts) </li></ul></ul></ul><ul><ul><ul><li>Brainstorm spontaneously, copiously </li></ul></ul></ul><ul><ul><ul><li>No criticisms, no negatives </li></ul></ul></ul><ul><ul><ul><li>Record ideas in full view </li></ul></ul></ul><ul><ul><ul><li>Invent to the “void”. </li></ul></ul></ul><ul><ul><ul><li>Resist becoming committed to one idea </li></ul></ul></ul><ul><ul><ul><li>Identify the most promising ideas </li></ul></ul></ul><ul><ul><ul><li>Refine and prioritize </li></ul></ul></ul>
    15. 15. “ 10 Questions” and group discussion <ul><li>6) How do you drive innovation? </li></ul><ul><ul><li>Barriers to innovation/creativity: </li></ul></ul><ul><ul><ul><li>Structure and Rigidity (Rules restrict and force direction) </li></ul></ul></ul><ul><ul><ul><li>Focusing on being logical (Logic should be the last step) </li></ul></ul></ul><ul><ul><ul><li>Constantly being practical (“Practical” is subjective) </li></ul></ul></ul><ul><ul><ul><li>Blindly following the rules (Whose rules? Not mine!) </li></ul></ul></ul><ul><ul><ul><li>Searching for the one “right” answer (Getting hung up on one point) </li></ul></ul></ul><ul><ul><ul><li>Viewing play as frivolous (Consider children at play, they’re very creative) </li></ul></ul></ul><ul><ul><ul><li>Becoming over-specialized (Biased and too easily play devil’s advocate) </li></ul></ul></ul><ul><ul><ul><li>Avoiding ambiguity (Whats the problem with just exploring and idea?) </li></ul></ul></ul><ul><ul><ul><li>Fearing looking foolish (Should be no punishment for exploring ideas) </li></ul></ul></ul><ul><ul><ul><li>Fearing mistakes and failure (again, should be no punishment) </li></ul></ul></ul><ul><ul><ul><li>Lastly, POLITICS; will crush creativity at the speed of an opinion! </li></ul></ul></ul>
    16. 16. “ 10 Questions” and group discussion <ul><li>6) How do you drive innovation? </li></ul><ul><ul><li>Organizational barriers to innovation/creativity: </li></ul></ul>Source: Avalon Consulting (India)
    17. 17. <ul><li>7) How do you measure innovation? </li></ul><ul><ul><li>Return On Investment (financial, productivity metrics) </li></ul></ul><ul><ul><li>Influence (are others changing the way they do things because of you) </li></ul></ul><ul><ul><li>Adoption rates (how many people are actually using this) </li></ul></ul><ul><ul><li>?????? </li></ul></ul>“ 10 Questions” and group discussion <ul><ul><li>Be careful what you measure, for you will surely get it… statistics can be flawed. </li></ul></ul>
    18. 18. “ 10 Questions” and group discussion <ul><li>8) What are some goals of innovation? </li></ul><ul><ul><li>Improved quality </li></ul></ul><ul><ul><li>Creation of new markets </li></ul></ul><ul><ul><li>Extension of the product range </li></ul></ul><ul><ul><li>Reduced labor costs </li></ul></ul><ul><ul><li>Improved production processes </li></ul></ul><ul><ul><li>Reduced materials </li></ul></ul><ul><ul><li>Reduced environmental damage </li></ul></ul><ul><ul><li>Replacement of products/services </li></ul></ul><ul><ul><li>Reduced energy consumption </li></ul></ul><ul><ul><li>Conformance to regulations </li></ul></ul><ul><ul><li>etc. </li></ul></ul>
    19. 19. “ 10 Questions” and group discussion <ul><li>9) Failure of innovation… </li></ul><ul><ul><li>How do you decide to stop a seemingly innovative project? </li></ul></ul><ul><ul><ul><li>At what point is a good idea no longer valuable (time to cut bait)? </li></ul></ul></ul><ul><ul><li>How do you capture value from failure? </li></ul></ul><ul><li>Failure is an inevitable part of the innovation process. Fail early, fail often; failures are full of good ideas that may be useful elsewhere. </li></ul><ul><ul><li>3M Post-it notes. 1968 – Dr. Spencer Silver (3M) trying to create a new adhesive, resultant was only tacky, didn’t hold anything together. Silver tried to promote it, but it wasn’t until a co-worker came up with the idea of anchoring a bookmark in his hymnbook that innovation took place. The idea took a few years to become popular, but once it took off, it never stopped. </li></ul></ul>
    20. 20. “ 10 Questions” and group discussion <ul><li>10) How do you reward innovation? </li></ul><ul><ul><li>Money vs. Recognition </li></ul></ul><ul><ul><ul><li>Money: Does money motivate the specific person? How much? </li></ul></ul></ul><ul><ul><ul><li>Recognition: Is everybody properly recognized? </li></ul></ul></ul><ul><ul><ul><li>Reward: Is it fair in relation to the effort? </li></ul></ul></ul>
    21. 21. Useful Resources <ul><li>Innovation Radar – Sawhney, Wolcott and Arroniz </li></ul><ul><ul><li>MIT Sloan Management Review, Spring 2006 Vol.47 No.3 SMR207 </li></ul></ul><ul><li>Congruence Model – Nadler and Tushman </li></ul><ul><ul><li>Oliver Wyman Congruence Model white paper </li></ul></ul><ul><ul><li>Congruence Model 10 minute online training course </li></ul></ul><ul><li>Wikipedia – Innovation </li></ul>
    22. 22. Useful Resources <ul><li>Recommended Reading: </li></ul><ul><ul><li>“ First, Break All The Rules ”, Marcus/Coffman </li></ul></ul><ul><ul><li>“ The Circle of Innovation ”, Tom Peters </li></ul></ul><ul><ul><li>“ Cats: The Nine Lives of Innovation ”, Stephen C Lundin </li></ul></ul><ul><ul><li>“ The Red Rubber Ball at Work: Elevate Your Game Through the Hidden Power of Play ”, Kevin Carroll </li></ul></ul>