Creativity & innovation
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This is a slideshow created by Sangeeta.Karmokar, my lecturer for my Entrepreneurship & Innovation class at AUT.
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As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
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When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
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Every business should innovate - and innovation does not require coming up with earth-shattering new ideas. Innovation in business can be subtle and measured. Innovation should also be inclusive, meaning that all employees in a company should be able to give ideas on how to improve the business. Restricting innovation to a particular level of management or department is wasting potential resources that you already have - the creativity that lies hidden within your work force.
So get everyone involved and start innovating. If you don't you may just be left behind.
For more, see the full article at http://smallbusinessspot.com/how-important-is-innovation-in-business/
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Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
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This document discusses different types of innovation based on various classification criteria. It describes types such as incremental vs. radical, open vs. closed, market pull vs. technology push, technological vs. organizational, and social innovations. It also summarizes two famous typologies - Doblin Group's 10 types of innovation which include profit model, network, structure, etc. and Moore's 14 innovation types based on different phases of a category life cycle. The purpose of classifying innovations is to help define innovation strategies and choose appropriate methods.
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IDEO is a global design and consulting firm based in Palo Alto, California that uses design thinking methodology to design products, services, environments, and digital experiences for clients. IDEO's design thinking methodology involves empathizing with customers, defining problems, ideating solutions, prototyping ideas, refining through testing, and putting customers first. IDEO conducts in-depth customer research such as shadowing, interviews, surveys, and inviting personal narratives. Some of IDEO's projects include designing portable defibrillators, updating Courtyard by Marriott's lobby design, researching future kitchen trends, and helping to launch an online pharmacy startup. IDEO has been successful due to its consumer-centric approach, extensive
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This document discusses social innovation and its relationship to design. It provides definitions of social innovation as innovations that meet social needs and generate new social relationships. Examples include the Open University, Wikipedia, microfinance, and hospice. The document discusses how social innovation differs from business innovation in focusing on social return rather than financial return. It outlines approaches to design for social innovation from the UK, Italy, and US and provides case studies of specific social innovation projects in these regions that address issues like poverty, health, and economic empowerment through human-centered design approaches. The document advocates for social innovation to be rooted in local contexts and involve continuous collaboration between diverse stakeholders over time.
Design Thinking, by André Convents, Procter & Gamble
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http://www.stepchangemarketing.com/
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1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
LECTURE 1 - How To Be Creative Enough To Start A New Business Venture
This document provides an overview of a business creativity and analytical thinking online course. It includes learning objectives, a lecture guide, and content on defining creativity from a business perspective. The key points are:
1. The document outlines a 4-step process for achieving creativity in business using the PNUP (Problems, Novelty, Usefulness, Production) framework.
2. It discusses definitions of creativity provided by researchers, focusing on the production of novel and useful products.
3. Levels of business creativity are compared across different regions, finding the highest levels in North America due to access to market research enabling innovation.
Book Review Strategic Innovation Embedding Innovation As A Core Competency In...
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CREATIVITY AND INNOVATION
This document discusses creativity and innovation. It defines creativity as creating new things by combining existing ideas, noting that creativity is a drive rather than a talent. Innovation is looking at things from customers' perspectives to create value. The document lists sources of new ideas like changing environments, technology, and customers. It also discusses left brain vs. right brain thinking and techniques like fishbone diagrams to stimulate ideas. Finally, it provides ways to enhance personal creativity such as not following rules and tips for receptive thinking.
The Magic Of Innovation
The document discusses the concepts of innovation, ideas, inventions, and the process of innovation. It defines innovation as the profitable implementation of ideas and notes that innovations can increase value for customers and companies. An invention is different from an innovation in that an invention does not yet have commercial value but may in the future. The challenge is to successfully introduce ideas and inventions to the market, which is when they become innovations. The document also outlines three steps to innovation: identify an issue, envision a better approach, and test the new approach with a short-term project.
From ideas to innovation
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
Riding on the Currents of Innovation to Supercharge Employee Relations
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Managing innovation
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
Innovation At A New Idea
1. The document discusses innovation at various levels, from the introduction of new ideas to transforming processes and products to increase business success.
2. It describes different perspectives on encouraging innovation in the workplace, including considering what works best for specific circumstances.
3. The key difference between internal and external crowdsourcing is that internal crowds involve using company employees, partners, and suppliers to solve problems and generate ideas, while external crowds are open to anyone online.
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Developing creative and innovative thinking in the workplace
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Creativity & innovation
- 3. Everything is a remix: Creativity and Innovation Everything is a remix: Creativity and Innovation
- 4. What is Innovation? It’s about looking at your customers & seeing things from their viewpoint. Not your own. Innovation is a business affair. It is about creating value by challenging the culture and “how we do things around here”.
- 5. What is Creativity? Creativity implies creating new stuff by combining two or more existing ideas.
- 6. Creativity Creativity is not a goal in itself, it´s the character of an activity; it implies nothing more than an exploration with the intention of creating something new with some kind of value.
- 8. When Does innovation Occur ? Innovation only occurs by understanding and anticipating the needs of your users and creating successful products or services that fulfil their desires.
- 9. Innovation Model Technology Push Innovation Demand Pull Innovation
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- 13. Biological/Physical Needs IDEO- NGO Project
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- 25. 8 Lessons of Innovation
- 26. 8 Lessons of Innovation
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- 29. 8 Lessons of Innovation
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