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How to manage the innovation strategy process with the support of a smart crowd community

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Presentation at ISPIM 2015 event in Budapest

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How to manage the innovation strategy process with the support of a smart crowd community

  1. 1. Smart Crowd Strategy How to manage the innovation strategy process with the support of a smart crowd community Rui Patricio rpatricio@continuetogrow.pt Workshop ISPIM 2015, 16 June, Budapest
  2. 2. Agenda Think   Act   4.  Q&A   3.  Tools  and   Workouts   2.  Challenges   and   Opportuni=es   1.  Best   Prac=ces  and   Standards   Smart Crowd Strategy Workshop ISPIM 2015, 16 June, Budapest
  3. 3. Organizations are not innovating fast enough •  Executives cited “promoting continuous innovation” as the most difficult goal for their company to get right (1) •  84% of approximately 2,200 executives agree that their organization’s culture is critical to success, but 65% have experienced some sort of change fatigue (2). (1)  Hill & Knowlton Executive Survey (2)  Booz & Company Global Culture and Change Management Survey 2013 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  4. 4. In order to achieve sustained innovation the organization’ s culture should foster creativity and support innovation as a planned and managed activity. Innovation is not easily obtainable 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  5. 5. Innovation Management •  Innovation Management (IM) is the discipline of managing innovation processes. It can be used to develop product/service, process, marketing and organisational innovation. •  Innovation would become a core function of the organization allowing innovation at all levels. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  6. 6. Innovation Management •  It includes all activities that are required for generating innovations on a continuous basis. •  It will allow companies to become more innovative and to achieve more success with their product, service, process, organizational design and business model innovations. •  … expand their capacity for innovation, and ultimately generate more value for the organisation and its interested parties. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  7. 7. Innovation Management Standards •  Innovation Management - Part 1: Innovation Management System, CEN/TS 16555-1, July 2013 •  TIM-PD-001-STD Innovation Management Standard, PDMA Edition, August 2013 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  8. 8. Strategy needs to embrace continuously change •  Step 1 – Innovation Purpose •  Step 2 – Strategy Definition •  Step 3 – Strategy Execution 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  9. 9. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  10. 10. Step 1 – Innovation Purpose •  Focusing on the short term typically yields only short term results. •  Seeking significant breakthroughs will both identify big ideas and also generate closer in, incremental ideas. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  11. 11. Step 1 – Innovation Purpose If you don't know where you are going, any road will take you there... Alice in Wonderland 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  12. 12. Step 1 – Innovation Purpose •  The vision should set a direction and a challenge that can inspire persons to commit and work towards; be sufficiently ambitious and not constrained by the organisation’s current capabilities •  The incentive for the “SMART CROWD” to start this journey is the recognition of their knowhow and capabilities from the top management. •  Top managers are aiming to gather valuable insights to let them confirm/define the innovation vision. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  13. 13. Step 2 – Strategy Definition •  The vision should be deployed through an innovation strategy •  The strategy should take into account: •  the results of the frequent analysis of the external and internal context •  the requirements of key stakeholders (external and internal interested parties) •  Can the preliminary vision be achieved during the proposed time frame? 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  14. 14. Step 3 – Strategy Execution •  The key insights obtained during phases 1 and 2 shall be reflected in and linked to the organization vision and assist in the prioritizing of innovation objectives. •  These specific objectives shall be measurable, with targets and timelines. •  The innovation objectives shall link to all levels of the organization (and the external stakeholders) and reflect the vision. 1. Best Practices and Standards Workshop ISPIM 2015, 16 June, Budapest
  15. 15. Agenda Think   Act   4.  Q&A   3.  Tools  and   Workouts   2.  Challenges   and   Opportuni=es   1.  Best   Prac=ces  and   Standards   Smart Crowd Strategy Workshop ISPIM 2015, 16 June, Budapest
  16. 16. Reduce Complexity 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest •  How to manage a traditionally time-consuming process (that does not accommodate top managers time constraints). •  How to involve the right people in the same time frame. Sometimes managers and key people in multiple locations or involved in client assignments.
  17. 17. Provide more efficiency •  Provide a more structured, organized and efficient manner. •  Deliver a shared way to communicate and a shared understanding of the innovation requirements. •  Track in real time the progress of innovation strategy. •  Ensure that the organization’s culture not only supports innovation but also accelerates its execution. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest •  How to define and execute the strategy and its tactics in a more structured, organized and efficient approach.
  18. 18. Deliver a Shared Vision 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest •  How to prevent confusion (questioning of directions and methods) among staff and management. Sometimes organizations have unsatisfactory results no matter how hard people work because they do not have a clear innovation strategy aligned with organizational goals.
  19. 19. Deliver a Shared Vision •  How to avoid wrong strategic decisions. Sometimes it leads to wrong actions company-wide because the organization does not have a shared vision for innovation. •  How to express clear aspirations for innovation that should motivate and inspire people. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest
  20. 20. Manage Top Management •  How to adjust to the static and egocentric views and beliefs of some top managers. •  How to balance the natural tensions between top management and other personal views and between top-down direction and employees creativity. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest •  How to get the committing of all the key stakeholders (e.g. top and middle management, employees and external partners) with the (strategy and tactics) execution.
  21. 21. Share Knowledge •  How to promote knowledge transfer about innovation strategic issues among key people in a controlled environment. •  How to enhance the best/most talented and creative employees. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest
  22. 22. Measure Performance •  How to keep the core business on track and running along with innovation. Sometimes the organization’s innovation programme is requiring too much time from the managers in terms of engagement and day-to-day workload. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest •  How to measure the impact of innovation spending on growth and competitiveness. Sometimes the organization’s metrics for day-to-day projects are also used for innovation projects and are not updated.
  23. 23. Measure Performance •  How to measure the innovation strategy •  Defines innovation performance measures that support the organization needs of monitoring innovation along the whole cycle. •  Defines pragmatic action plans that bridge from the future back to the present based on real-time monitoring. •  Shares real time information with the shareholders and investors. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest
  24. 24. Context •  Fast change business environments •  Time constrains of top executives •  Geographically distributed executive teams •  Accountability requirements •  Peer-review •  Game approaches 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest
  25. 25. 2. Challenges and Opportunities Workshop ISPIM 2015, 16 June, Budapest Outlook •  “Gamification has become so widespread that it is estimated that, by 2015, more than 50% of organizations that manage innovation processes will gamify those processes” Source: Gartner Gamification Report, 2011
  26. 26. Agenda Think   Act   4.  Q&A   3.  Tools  and   Workouts   2.  Challenges   and   Opportuni=es   1.  Best   Prac=ces  and   Standards   Smart Crowd Strategy Workshop ISPIM 2015, 16 June, Budapest
  27. 27. ISPIM Strategy •  What trends, innovations and dynamics are currently changing the Innovation Management knowledge marketplace where ISPIM is operating? •  What do members and participants expect from ISPIM? Shareholders? Sponsors? •  What are ISPIM greatest attributes and competencies as an organization? •  Where do you see ISPIM in 3 years? 10 years? •  How will ISPIM have changed during that period of time? •  How do ISPIM sustains its success? 3. Tools and Workouts Workshop ISPIM 2015, 16 June, Budapest
  28. 28. SMART CROWD STRATEGY APP 3. Tools and Workouts Workshop ISPIM 2015, 16 June, Budapest
  29. 29. Agenda Think   Act   4.  Q&A   3.  Tools  and   Workouts   2.  Challenges   and   Opportuni=es   1.  Best   Prac=ces  and   Standards   Smart Crowd Strategy Workshop ISPIM 2015, 16 June, Budapest
  30. 30. Questions •  Key People: Identify and select smart crowd community. •  Feedback loop: Share knowledge and discuss different points of view about the way a diverse team of top managers, key employees and other relevant stakeholders should be engaged in the strategy process. •  Innovation objectives and projects: Identification of opportunities for breakthrough ideas and new developments in the area of Innovation Strategy. 4. Q&A Workshop ISPIM 2015, 16 June, Budapest
  31. 31. Stay in touch Rui Patricio - CEO E-mail: rpatricio@continuetogrow.pt Mobile: +351 927 942 330 Linkedin: pt.linkedin.com/in/ruipatricio Kasia – Innovation Consultant E-mail: @continuetogrow.pt Linkedin: https://www.linkedin.com/in/ katarzynasarosiek www.continuetogrow.pt Smart Crowd Strategy Workshop ISPIM 2015, 16 June, Budapest

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