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Developing creative and innovative thinking in the workplace

This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.

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DEVELOPING CREATIVE & INNOVATIVE THINKING IN THE WORKPLACE Dr. Oyewole O. Sarumi
Outine – What to learn  Innovation - What is it?  Types of innovation  The Value of Creativity and Innovation  Bill Ford on Innovation  What is Creativity?  Portrait of a Creative Person  Six Tips To Help You Enhance Your Creativity… and another one: Find what you love to do  A Suggested Innovation Framework  Experience Creativity in Action (The Creative Mindset) Design a product packaging solution using a few simple materials
Outline – What to learn..  The 9 habits of Creative Thinkers [Discipline, Sharing, Passion, Association, Discovery, Observing, Questioning, Networking, Experimenting].  Understanding Problems from a Human Perspective Observing your target Gathering Inspiration  Creativity and Courage Smart risk taking Experimentation Failure tolerance - Case Reading: The Failure Tolerant Leader  Ideation and Brainstorming Creating an Ideation event Rules for Brainstorming Project video  Creativity Tools and Techniques  Creative Solution Finding Experiential Activity  Case Study: 3M – How do they manage innovation?  The 3M Innovation Strategy and Leadership
INNOVATION IS THE ONLY OPTION LEFT  “Competing today comes down to a leadership gutcheck, where the first order of business is to admitthat the boom-time 1990s were a once-a- centuryaberration.During the past decade, earnings and share priceswere propelled deliriously upward by five manicforces:a huge run up in IT investment…baby-boomermoney fed into the stock market…round after roundof cost cutting…a worldwide merger boom and arecord number of share buybacks.”! Gary Hamel"
THE ABCS OF INNOVATION Innovation = Creativity + Commercialization
Innovation - What is it?  “Innovation is the introduction of new ideas, goods, services, and practices which are intended to be useful (though a number of unsuccessful innovations can be found throughout history). The main driver for innovation is often the courage and energy to better the world. An essential element for innovation is its application in a commercially successful way. Innovation has punctuated and changed human history (consider the development of electricity, steam engines, motor vehicles, et al).” **en.wikipedia.org/wiki/Innovation
Creativity and innovation  Creativity can be described as bringing a unique approach and way of thinking to the way you do things  Innovation can be thought of as the result of a creative process; ending up with a new and better product or service. Thinks up new ideas Puts into Action (Input) (Output) Creativity Innovation
INNOVATION IS...  The process of improving, adapting or developing a product, system or service to deliver better results and create NEW value for people.  The word “innovation” sets daunting expectations that one must invent the next big thing.  The reality, however, is that innovation happens every day, driven by both big and small ideas.  At its core, innovation is about solving problems for people
Bill Ford on Innovation  “….if we want to succeed as a company – and as an industry – we must drive innovation into everything we do: into technology, into safety, into design and into real-world solutions for environmental issues, like the impact of energy usage on our world.”  Chairman Bill Ford's speech, NATIONAL PRESS CLUB WASHINGTON, DC November 22, 2005.  “Innovation is going to be the compass by which this company sets its direction.” Bill Ford, Remarks On Innovation, Dearborn, Michigan, September 21, 2005.
Types of Innovation In business and economics, innovation is often divided into five types Culled from: Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
1. Product Innovation  Prodct innovation, which involves the introduction of a new good or service that is substantially improved. This might include improvements in functional characteristics, technical abilities, ease of use, or any other dimension.
2. Process Innovation  Process innovation involves the implementation of a new or significantly improved production or delivery method.
3. Marketing Innovation  Marketing innovation is the development of new marketing methods with improvement in product design or packaging, product promotion or pricing.
4. Organizational Innovation  Organizational innovation (also referred to as social innovation) involves the creation of new organizations, business practices, ways of running organizations or new organizational behavior.
5. Business Model Innovation  Business Model innovation involves changing the way business is done in terms of capturing value e.g. Compaq vs. Dell.
ORGANISATIONAL MODEL FOR CREATIVITY
ORGANISATIONAL CREATIVITY INTERNAL FACTORS EXTERNAL FACTORS “Creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system.” - Woodman, Sawyer and Griffin (1993) Organizations are complex systems Group Characteristics
Opposing Forces CREATE CONTROL Creativity and Control can be considered opposing forces
Dynamic Tension CREATE CONTROL Rigidity Uniformity Tightness Flexibility Freedom Looseness Need to manage the tension between Creativity and Control Resources
The Model Strategy EnvironmentOrganization Innovation is supported when there is high congruency External Sources INNOVATION
Strategy Goals Product Market Focus Value Proposition Core Activities Innovation Leader or Follower Open or Closed Product or Process Incremental or Radical Short or Long Term Align innovation strategy with environment and organization
Environment Environment Partners Competition Universities Customers Governments Suppliers Environment influences and is influenced by components
Organization Processes: Task, Procedures, Programmes, Technology Rewards Systems, Control Systems, Communications Systems Project Direction & Focus Planning & Budgeting Flexible and Loose, but maintain control Organization execute strategy to produce value
ORGANIZATION Internal Controls Boundary Systems Belief SystemsDiagnostic Controls Interactive Controls 5 Levers of Control to manage the Create/Control Function
The Model Strategy EnvironmentOrganization Innovation is supported when there is high congruency External Sources INNOVATION
THE ABC OF CREATIVITY
What is Creativity? According to social psychologist Teresa Amabile, there are three basic ingredients to creativity:  Domain skills - Domain skills are developed as one becomes an expert in a field. To be a creative mechanical engineer, one must first master the fundamentals of the discipline.  Creative thinking skills - Creative thinking skills include seeking novelty and diversity, being independent, being persistent, and having high standards.  Intrinsic motivation - Intrinsic motivation implies that the reasons for doing things come from within - from passion and pleasure, not as a result of external demands, pressures, or rewards.  Everyday Creativity: Principles for Innovative Design. Dr. Larry G. Richards
Portrait of a Creative Person  “Creative people pay attention to their world, see things differently, challenge assumptions, take risks, are not afraid to fail, and strive to generate multiple solutions to problems. They are passionate about creativity and seek opportunities to innovate.”  Everyday Creativity: Principles for Innovative Design. Dr. Larry G. Richards
Six Tips To Help You Enhance Your Creativity 1. Open Your Mind - Have one new experience every day; no matter how small. New experiences stimulate the brain and help you make new and original connections; critical for boosting breakthroughs. 2. Diversify - Involve others in your problem-solving efforts who bring a different perspective or cultural experience than yours. 3. Mental Floss – Relax; Stress, exhaustion, boredom and even pain can block our pathways to creativity. 4. Stop Looking For the Right Answer - Look for many right answers. 5. Discover Your Creative Rhythm - Start paying attention to when you get your best ideas. 6. Health Makes Wealth - Regular exercise not only benefits your body, it boosts brain performance as well. Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
… and another one: Find what you love to do  “We know that people do their most creative work when they love doing what they’re doing. There’s no substitute for intrinsic motivation, that is, motivation that comes from within. Although such motivation doesn’t guarantee creativity, dislike or lack of interest in work practically guarantees non-creativity.” - Ten Keys to Creative Innovation by Robert J. Sternberg, Ph.D. and Todd I. Lubart, Ph.D.
A Suggested Innovation Framework Problem and/or Opportunity •Do not be afraid to fail •Take risks •Move your idea forward Just Do It • Seek novelty in design • Diversify • Stop looking for the right answer; look for many right answers Seek Novelty in Design • Define clearly your goals and objectives Set Goals and Objectives • Challenge all assumptions • Seek opportunities to innovate Identify Problems and/or Opportunities • Open your mind • Mental Floss • Discover your creative rhythm • Health Makes Wealth Seek Opportunities • Become an expert in a field you love • Become passionate about your field Find what you love to do
"Experiencing the Creative Process in Action"
ACTIVITY - BULB Packaging Brief  BACKGROUND  Each table represents a packaging vendor competing for my business. – You are to design packaging that is “sound and stylish” for my high- end lightbulbs. – My lightbulbs last up to 10 years and automatically adjust to the natural light in the room – They retail for $500 each and are very fragile – You have 20 minutes of design time.
ACTIVITY - BULB packaging brief  MATERIALS  – Masking tape  – Straws  – Wood splints  – Balloons  – Plastic cup  – String  – Napkins  TOOLS:  – Scissors  – Markers  – Your brains!  EVALUATION: – Your designs will be judged on style and soundness.
Worksheet 1- Action Plan  See the Worksheet 1 to complete for your group presentation
All HUMAN BEINGS ARE ENTREPRENEURS  “When we were in the caves, we were all self- employed…finding our food, feeding ourselves. That’s where human history began. As civilisation came, we suppressed it. We bcame ‘labour’ because they stamped us, “You are labour”. We forgot that we an entrepreneurs” – Muhammad Yunus – Nobel Prize winner and microfinance pioneer
Is CREATIVITY A SPECIAL TALENT? Creativity is a belief - Think and Behave like a Five Year old.
“Creativity and Innovation are NOT "the domain of "the gifted! We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle if anybody created anything.”— Abraham Maslow"
Engage both Left and Right Brain  Some NEW ideas are as a result of regular analytical approaches.  While left brain solutions have value, it’s the more right brain approaches which are likely to result in breakthrough thinking.  Right brain styled creativity must be encouraged for teams to give birth to uncommon solutions to problems and opportunities.
All Humans are hard wired to create Innovativeness is an active endeavour!
“ If you want creative workers, give them enough time to play” - John Cleese
Innovation is not just about "how YOU use your brain, "but how YOU behave.“
LATENT Ability We all have latent creative talent
INNOVATION IS EVERYBODY’S BUSINESS✔  Maintaining the Status Quo  Making Improvements
Worksheet 2 – CURIOSITY GROUP  See the Worksheet
The 9 habits of Creative Thinkers  Discipline,  Sharing,  Passion,  Association,  Discovery,  Observing,  Questioning,  Networking,  Experimenting
Good Critical Thinking Skills
Worksheet 3 – Creative Thinkers Skill  See Worksheet 3 for the Group Work
"Understanding Problems” from a "Human Perspective” To do this, follow up:  Observing your target  Gathering Inspiration
Organisational Human Perspective Perspective
WORKSHEET 4 - HUMAN PERSPECTIVE  See Worksheet 4 for the Group Work.
Creativity and Courage  Smart risk taking  Experimentation  Failure tolerance - Case Reading
Corporate Strategies • “Self-Directed Work Teams” •Team Spirit •“Z Organizations” Company Investment is the Key
Google Zurich
Pixar
VW Plant
Mindlab at the Ministry ofEconomic and Business Affairs
Creativity and Courage  “We have focused for a long time on trying to discover what’s right. We have taken things apart, sifting through our analysis for the right answer, creating more and more debris, surrounded by numbers that overwhelm us with dissatisfactions. These activities are cloaked in terror. What if we don’t find it? What if we get it wrong? What if someone else finds it before we do? Extinction will follow quickly on the heels of any mistake. This fear of error seems the darkest of Darwinian shadows. When error holds so much peril, play disappears. Creativity ceases. Only fear and struggle persist. Paradoxically, we make greater errors.! We say to one another ‘get it right the first time.’ How can we live with so much fear.” - From A Simple Way, copyright © 1996 by Meg Wheatley, Berrett-Koehler Publishers, Inc., San Francisco, CA. All rights reserved. www.bkconnection.com
Experimentation  Take “many smart risks” instead of “one big risk”  At Amazon, Jeff Bezos encourages experimentation by “maximizing invention per unit of time.” Amazon pushes teams to invent as much as they can on a weekly basis. To minimize costs, they rely on small teams, lightweight investments, and quick build-and-development cycles.  Define success AND failure  Starbucks: Howard Schultz keeps copies of JOE magazine in his office. This lifestyle magazine published by Starbucks (it was Schultz’s idea) was poorly received, and is a reminder to everyone who enters his office that failure isn’t going to stop experimentation.
Excellent Experimentation Practices  Samsung: their motto is “Fail often in order to succeed faster”  Google: teams are encouraged to have “good failures”, to spend 20% of their time on “Googlettes”  Amazon—“two-pizza teams”  Starbucks: CEO Howard Schultz keeps copies of Joemagazine in his office  Bank of America: 30% of all innovative projects must fail
Experimentation  Cultivate a climate of smart risk-taking:  – Convert “risk” into “experimentation.”  – At GE leaders must submit at least three “Imagination Breakthrough proposals a year  – Communicate strongly and proudly.  – Use Innovation Champions to spread the word  – GE’s Immelt speaks about innovation at the Clinton Global Initiative and other global conferences  – GE’s annual report is centered around Ecomagination
Worksheet 5: RISK TAKING & EXPERIMENTATION  See Worksheet 5 to work in your Group
Worksheet 6: TOLERANT LEADERS  See Worksheet 6 for this exercise please.
Gaining Acceptance of Innovation  Selznick’s Ideas: “ Keep your friends close, and your enemies closer.”  Trained Incapacity  Idiosyncrasy Credit
Should Organizations Train Creativity?  Training leads to... Self-efficacy Empowerment Motivation
IDEATION & BRAINSTORMING
“We can’t solve problems by using the same kind of thinking we used when we created them.”- Albert Einstein
IDEATION GUIDELINES  1. Start with a focused challenge statement  2. One conversation at a time  3. Defer judgment (no negativity)  4. Build on the ideas of others (encouragement)  5. Have wild ideas  6. Many ideas are better than few ideas  7. Capture all ideas  8. Number ideas, number flip chart sheets  9. Written ideas must be in full view
The PROBLEM SOLVING FRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS
The PROBLEM SOLVING FRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DISCOVERY: 1] What Brand or Company strength can our innovation exploit? 2] Who can we draw Inspiration from?
The PROBLEM SOLVING FRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DEFINING THE CHALLENGE 1] Formulate a clear innovation Challenge statement. ..You can start with: HOW MIGHT WE…….
The PROBLEM SOLVING FRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS IDEATION 1. Trend Domination – what trend or theme is emerging? 2. What could we do? THINK! 3. How would another brand innovate for us?
The PROBLEM SOLVING FRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DEVELOPING IDEAS Develop strong ideas by asking: STOP, START, CONTINUE questions THINK of what your Organisation need to STOP, START and CONTINUE doing.
Creativity TOOL & Techniques
"Creativity Tools and Techniques"  Why do we need tools?  Because conditioning and experience causes us to generate similar solutions time and again.  Its as if our brains are wired to throw up the same answers and ideas
 The objective is to get people to think out of the box  The tools allow people to think about the problem in different ways  In the end, you should have some crazy thoughts that can be pulled back to reality and then applied to the issue at hand.  We encourage people to be spontaneous and have fun  The crazier the better, don’t worry about making sense as you are doing it.
Creativity tools Types-  Random techniques – Use Ideation methods above, Verb dance – See below  Engineered provocations – uses Trend domination – Apply trend analysis, Borrow from another, and What Good could we do?  REMEMBER THIS:  1) DISCOVERY  2) DEFINE THECHALLENGE  3) IDEATION  4) DEVELOP IDEAS
IDEATION TOOL – VERB DANCE  Use a random verb to provoke action  Twist  Store  Bend  Minimise  Support  Hang  Inspire  Collect  Create  Slide  Bond  Hinge  Expand  Bounce  Dilute  Light up  Shorten  Jump
VERB DANCE  Step 1: Select ONE Verb.  Step 2: Apply your Verb to your innovation Challenge Ask Who, What, How, WHERE questions.  Step 3: Capture ideas BOND HINGE EXPAND BOUNCE DILUTE LIGHT UP INSPIRE COLLECT CREATE SHORTEN JUMP SLIDE TWIST STORE BEND MINIMISE SUPPORT HANG
VERB DANCE  Step 1: Select ONE Verb.  Step 2: Apply your Verb to your Challenge  Who should we INSPIRE to solve our Innovation Challenge?  What needs INSPIRING?  WHAT form would the INSPIRATION TAKE?  HOW can we solve our problem with INSPIRATION?  Step 3: Capture ideas How might we enable people to make a mid career switch Showcase the courageous stories of people who have switched careers using posters.
IDEATION TOOL – BORROW FROM ANOTHER  How would they solve your problem or challenge?  How would Richard Branson solve our innovation challenge?
BORROW FROM…  Step 1 – Select a brand or famous personality  Step 2 – Write down their typical ways of operating  Step 3- Apply those ways of operating to your challenge to generate ideas.  PIX of VIRGIN, IKEA, GOOGLE, APPLE, MacDonald, Madonna, Oprah etc.
BORROW FROM…  Step 1 – Select a brand or famous personality. IKEA  Step 2 – Write down their typical ways of operating  Style for everyone  Shopping destination for the family  Educate us on designs through their catalogues and in-store displays…  Step 3- Apply those ways of operating to your challenge to generate ideas.  How might we enable people to make the mid-career switch?  IDEAS …
WORKSHEET 8- IDEA GENERATION  Which of the Ideation tools do I feel affinity for?  What opportunities within our business can we use these tools to generate solutions?
WORKSHEET 9 – CREATIVE THINKING FOR OUR BUSINESS  What big shifts are happening in our operating landscape:  What broad trends are impacting needs or ways of life?  What is the state of the relationship between people and our category?  Who can we draw inspiration from?
WORKSHEET 10 – SOME OF OUR WICKED CHALLENGES THAT NEED CREATIVE THINKING  PROBLEM No.1:  PROBLEM No. 2:  PROBLEM No. 3:
WORKSHEET 11 – COMMIT TO TACKLING A WICKED PROBLEM WITH CREATIVE THINKING  State the Problem [initial thought]  Who will you involve?  Who will lead this initiative?  What will your role be?  What resources will you need?  What might derail progress?  COMMITMENT:  What can you achieve within 2 weeks time?  Who will you report to on this?
WORKSHEET 12 – COMMIT TO EMBRACING THE CREATIVE MINDSET & HABITS  State one way I will practice being more curious within the next 7 days.  One way I will practice being more empathetic [discovery] within the next 7 days.  One way I will practice experimentation within the next 7 days  One way I will [or support others] to conquering status quo [pushing boundaries] within the next 7 days.  One way I will [or support others] encouraging Collaboration within the next 7 days.  PLEASE REPORT BACK TO YOUR LINE MANAGER WITHIN 7 DAYS OF TRAINING TO DISCUSS YOUR WORKSHEET ACTIONS
Case Study: 3M – How do they manage innovation?
Case Study: 3M – How do they manage innovation?  The company presents a consistent picture in interviews and in publications – innovation success is a consequence of creating the culture in which it can take place – it becomes ‘the way we do things around here’ in a very real sense. This philosophy is born out in many anecdotes and case histories – the key to their success has been to create the conditions in which innovation can arise from any one of a number of directions, including lucky accidents, and there is a deliberate attempt to avoid putting too much structure in place since this would constrain innovation.  The 3M way to innovation: Balancing people and profit. New York, Kodansha International.
3M Innovation Strategy and Leadership  Setting stretch targets – such as ‘x% of sales from products introduced during the past y years’ – provides a clear and consistent message and a focus for the whole organization.  Allocating resources as ‘slack’ – space and time in which staff can explore and play with ideas, build on chance events or combinations, etc.  Encouragement of ‘bootlegging’ employees working on innovation projects in their own time and often accessing resources in a non-formal way – the ‘benevolent blind eye’ effect.  Provision of staged resource support for innovators who want to take an idea forward – effectively different levels of internal venture capital for which people can bid (against increasingly high hurdles) – this encourages ‘intrapreneurship’ (internal entrepreneurial behavior) rather than people feeling they have to leave the firm to take their good ideas forward.
Attributions  Creative Thinking for Innovation by invitroinnovation.com from www.slideshare.net.  The ABC of Innovations. Culled from www.slideshare.net

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Developing creative and innovative thinking in the workplace

  • 1.
    DEVELOPING CREATIVE & INNOVATIVETHINKING IN THE WORKPLACE Dr. Oyewole O. Sarumi
  • 3.
    Outine – Whatto learn  Innovation - What is it?  Types of innovation  The Value of Creativity and Innovation  Bill Ford on Innovation  What is Creativity?  Portrait of a Creative Person  Six Tips To Help You Enhance Your Creativity… and another one: Find what you love to do  A Suggested Innovation Framework  Experience Creativity in Action (The Creative Mindset) Design a product packaging solution using a few simple materials
  • 4.
    Outline – Whatto learn..  The 9 habits of Creative Thinkers [Discipline, Sharing, Passion, Association, Discovery, Observing, Questioning, Networking, Experimenting].  Understanding Problems from a Human Perspective Observing your target Gathering Inspiration  Creativity and Courage Smart risk taking Experimentation Failure tolerance - Case Reading: The Failure Tolerant Leader  Ideation and Brainstorming Creating an Ideation event Rules for Brainstorming Project video  Creativity Tools and Techniques  Creative Solution Finding Experiential Activity  Case Study: 3M – How do they manage innovation?  The 3M Innovation Strategy and Leadership
  • 5.
    INNOVATION IS THEONLY OPTION LEFT  “Competing today comes down to a leadership gutcheck, where the first order of business is to admitthat the boom-time 1990s were a once-a- centuryaberration.During the past decade, earnings and share priceswere propelled deliriously upward by five manicforces:a huge run up in IT investment…baby-boomermoney fed into the stock market…round after roundof cost cutting…a worldwide merger boom and arecord number of share buybacks.”! Gary Hamel"
  • 6.
    THE ABCS OFINNOVATION Innovation = Creativity + Commercialization
  • 7.
    Innovation - Whatis it?  “Innovation is the introduction of new ideas, goods, services, and practices which are intended to be useful (though a number of unsuccessful innovations can be found throughout history). The main driver for innovation is often the courage and energy to better the world. An essential element for innovation is its application in a commercially successful way. Innovation has punctuated and changed human history (consider the development of electricity, steam engines, motor vehicles, et al).” **en.wikipedia.org/wiki/Innovation
  • 8.
    Creativity and innovation Creativity can be described as bringing a unique approach and way of thinking to the way you do things  Innovation can be thought of as the result of a creative process; ending up with a new and better product or service. Thinks up new ideas Puts into Action (Input) (Output) Creativity Innovation
  • 10.
    INNOVATION IS...  Theprocess of improving, adapting or developing a product, system or service to deliver better results and create NEW value for people.  The word “innovation” sets daunting expectations that one must invent the next big thing.  The reality, however, is that innovation happens every day, driven by both big and small ideas.  At its core, innovation is about solving problems for people
  • 11.
    Bill Ford onInnovation  “….if we want to succeed as a company – and as an industry – we must drive innovation into everything we do: into technology, into safety, into design and into real-world solutions for environmental issues, like the impact of energy usage on our world.”  Chairman Bill Ford's speech, NATIONAL PRESS CLUB WASHINGTON, DC November 22, 2005.  “Innovation is going to be the compass by which this company sets its direction.” Bill Ford, Remarks On Innovation, Dearborn, Michigan, September 21, 2005.
  • 13.
    Types of Innovation Inbusiness and economics, innovation is often divided into five types Culled from: Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
  • 14.
    1. Product Innovation Prodct innovation, which involves the introduction of a new good or service that is substantially improved. This might include improvements in functional characteristics, technical abilities, ease of use, or any other dimension.
  • 15.
    2. Process Innovation Process innovation involves the implementation of a new or significantly improved production or delivery method.
  • 16.
    3. Marketing Innovation Marketing innovation is the development of new marketing methods with improvement in product design or packaging, product promotion or pricing.
  • 17.
    4. Organizational Innovation Organizational innovation (also referred to as social innovation) involves the creation of new organizations, business practices, ways of running organizations or new organizational behavior.
  • 18.
    5. Business ModelInnovation  Business Model innovation involves changing the way business is done in terms of capturing value e.g. Compaq vs. Dell.
  • 19.
  • 20.
    ORGANISATIONAL CREATIVITY INTERNAL FACTORS EXTERNAL FACTORS “Creation ofa valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system.” - Woodman, Sawyer and Griffin (1993) Organizations are complex systems Group Characteristics
  • 21.
    Opposing Forces CREATE CONTROL Creativityand Control can be considered opposing forces
  • 22.
  • 23.
    The Model Strategy EnvironmentOrganization Innovation issupported when there is high congruency External Sources INNOVATION
  • 24.
    Strategy Goals Product Market Focus Value Proposition Core Activities Innovation Leader or Follower Openor Closed Product or Process Incremental or Radical Short or Long Term Align innovation strategy with environment and organization
  • 25.
  • 26.
    Organization Processes: Task, Procedures, Programmes, Technology RewardsSystems, Control Systems, Communications Systems Project Direction & Focus Planning & Budgeting Flexible and Loose, but maintain control Organization execute strategy to produce value
  • 27.
  • 28.
    The Model Strategy EnvironmentOrganization Innovation issupported when there is high congruency External Sources INNOVATION
  • 29.
    THE ABC OFCREATIVITY
  • 32.
    What is Creativity? Accordingto social psychologist Teresa Amabile, there are three basic ingredients to creativity:  Domain skills - Domain skills are developed as one becomes an expert in a field. To be a creative mechanical engineer, one must first master the fundamentals of the discipline.  Creative thinking skills - Creative thinking skills include seeking novelty and diversity, being independent, being persistent, and having high standards.  Intrinsic motivation - Intrinsic motivation implies that the reasons for doing things come from within - from passion and pleasure, not as a result of external demands, pressures, or rewards.  Everyday Creativity: Principles for Innovative Design. Dr. Larry G. Richards
  • 33.
    Portrait of aCreative Person  “Creative people pay attention to their world, see things differently, challenge assumptions, take risks, are not afraid to fail, and strive to generate multiple solutions to problems. They are passionate about creativity and seek opportunities to innovate.”  Everyday Creativity: Principles for Innovative Design. Dr. Larry G. Richards
  • 34.
    Six Tips ToHelp You Enhance Your Creativity 1. Open Your Mind - Have one new experience every day; no matter how small. New experiences stimulate the brain and help you make new and original connections; critical for boosting breakthroughs. 2. Diversify - Involve others in your problem-solving efforts who bring a different perspective or cultural experience than yours. 3. Mental Floss – Relax; Stress, exhaustion, boredom and even pain can block our pathways to creativity. 4. Stop Looking For the Right Answer - Look for many right answers. 5. Discover Your Creative Rhythm - Start paying attention to when you get your best ideas. 6. Health Makes Wealth - Regular exercise not only benefits your body, it boosts brain performance as well. Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
  • 35.
    … and anotherone: Find what you love to do  “We know that people do their most creative work when they love doing what they’re doing. There’s no substitute for intrinsic motivation, that is, motivation that comes from within. Although such motivation doesn’t guarantee creativity, dislike or lack of interest in work practically guarantees non-creativity.” - Ten Keys to Creative Innovation by Robert J. Sternberg, Ph.D. and Todd I. Lubart, Ph.D.
  • 36.
    A Suggested InnovationFramework Problem and/or Opportunity •Do not be afraid to fail •Take risks •Move your idea forward Just Do It • Seek novelty in design • Diversify • Stop looking for the right answer; look for many right answers Seek Novelty in Design • Define clearly your goals and objectives Set Goals and Objectives • Challenge all assumptions • Seek opportunities to innovate Identify Problems and/or Opportunities • Open your mind • Mental Floss • Discover your creative rhythm • Health Makes Wealth Seek Opportunities • Become an expert in a field you love • Become passionate about your field Find what you love to do
  • 37.
    "Experiencing the CreativeProcess in Action"
  • 38.
    ACTIVITY - BULBPackaging Brief  BACKGROUND  Each table represents a packaging vendor competing for my business. – You are to design packaging that is “sound and stylish” for my high- end lightbulbs. – My lightbulbs last up to 10 years and automatically adjust to the natural light in the room – They retail for $500 each and are very fragile – You have 20 minutes of design time.
  • 39.
    ACTIVITY - BULBpackaging brief  MATERIALS  – Masking tape  – Straws  – Wood splints  – Balloons  – Plastic cup  – String  – Napkins  TOOLS:  – Scissors  – Markers  – Your brains!  EVALUATION: – Your designs will be judged on style and soundness.
  • 40.
    Worksheet 1- ActionPlan  See the Worksheet 1 to complete for your group presentation
  • 41.
    All HUMAN BEINGSARE ENTREPRENEURS  “When we were in the caves, we were all self- employed…finding our food, feeding ourselves. That’s where human history began. As civilisation came, we suppressed it. We bcame ‘labour’ because they stamped us, “You are labour”. We forgot that we an entrepreneurs” – Muhammad Yunus – Nobel Prize winner and microfinance pioneer
  • 42.
    Is CREATIVITY ASPECIAL TALENT? Creativity is a belief - Think and Behave like a Five Year old.
  • 43.
    “Creativity and Innovationare NOT "the domain of "the gifted! We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle if anybody created anything.”— Abraham Maslow"
  • 44.
    Engage both Leftand Right Brain  Some NEW ideas are as a result of regular analytical approaches.  While left brain solutions have value, it’s the more right brain approaches which are likely to result in breakthrough thinking.  Right brain styled creativity must be encouraged for teams to give birth to uncommon solutions to problems and opportunities.
  • 45.
    All Humans arehard wired to create Innovativeness is an active endeavour!
  • 46.
    “ If youwant creative workers, give them enough time to play” - John Cleese
  • 47.
    Innovation is notjust about "how YOU use your brain, "but how YOU behave.“
  • 49.
    LATENT Ability We all havelatent creative talent
  • 50.
    INNOVATION IS EVERYBODY’S BUSINESS✔  Maintainingthe Status Quo  Making Improvements
  • 51.
    Worksheet 2 –CURIOSITY GROUP  See the Worksheet
  • 52.
    The 9 habitsof Creative Thinkers  Discipline,  Sharing,  Passion,  Association,  Discovery,  Observing,  Questioning,  Networking,  Experimenting
  • 53.
  • 54.
    Worksheet 3 –Creative Thinkers Skill  See Worksheet 3 for the Group Work
  • 55.
    "Understanding Problems” froma "Human Perspective” To do this, follow up:  Observing your target  Gathering Inspiration
  • 56.
  • 57.
    WORKSHEET 4 -HUMAN PERSPECTIVE  See Worksheet 4 for the Group Work.
  • 58.
    Creativity and Courage Smart risk taking  Experimentation  Failure tolerance - Case Reading
  • 59.
    Corporate Strategies • “Self-DirectedWork Teams” •Team Spirit •“Z Organizations” Company Investment is the Key
  • 60.
  • 61.
  • 62.
  • 63.
    Mindlab at theMinistry ofEconomic and Business Affairs
  • 64.
    Creativity and Courage “We have focused for a long time on trying to discover what’s right. We have taken things apart, sifting through our analysis for the right answer, creating more and more debris, surrounded by numbers that overwhelm us with dissatisfactions. These activities are cloaked in terror. What if we don’t find it? What if we get it wrong? What if someone else finds it before we do? Extinction will follow quickly on the heels of any mistake. This fear of error seems the darkest of Darwinian shadows. When error holds so much peril, play disappears. Creativity ceases. Only fear and struggle persist. Paradoxically, we make greater errors.! We say to one another ‘get it right the first time.’ How can we live with so much fear.” - From A Simple Way, copyright © 1996 by Meg Wheatley, Berrett-Koehler Publishers, Inc., San Francisco, CA. All rights reserved. www.bkconnection.com
  • 65.
    Experimentation  Take “manysmart risks” instead of “one big risk”  At Amazon, Jeff Bezos encourages experimentation by “maximizing invention per unit of time.” Amazon pushes teams to invent as much as they can on a weekly basis. To minimize costs, they rely on small teams, lightweight investments, and quick build-and-development cycles.  Define success AND failure  Starbucks: Howard Schultz keeps copies of JOE magazine in his office. This lifestyle magazine published by Starbucks (it was Schultz’s idea) was poorly received, and is a reminder to everyone who enters his office that failure isn’t going to stop experimentation.
  • 66.
    Excellent Experimentation Practices Samsung: their motto is “Fail often in order to succeed faster”  Google: teams are encouraged to have “good failures”, to spend 20% of their time on “Googlettes”  Amazon—“two-pizza teams”  Starbucks: CEO Howard Schultz keeps copies of Joemagazine in his office  Bank of America: 30% of all innovative projects must fail
  • 67.
    Experimentation  Cultivate aclimate of smart risk-taking:  – Convert “risk” into “experimentation.”  – At GE leaders must submit at least three “Imagination Breakthrough proposals a year  – Communicate strongly and proudly.  – Use Innovation Champions to spread the word  – GE’s Immelt speaks about innovation at the Clinton Global Initiative and other global conferences  – GE’s annual report is centered around Ecomagination
  • 68.
    Worksheet 5: RISKTAKING & EXPERIMENTATION  See Worksheet 5 to work in your Group
  • 69.
    Worksheet 6: TOLERANTLEADERS  See Worksheet 6 for this exercise please.
  • 70.
    Gaining Acceptance ofInnovation  Selznick’s Ideas: “ Keep your friends close, and your enemies closer.”  Trained Incapacity  Idiosyncrasy Credit
  • 71.
    Should Organizations Train Creativity? Training leads to... Self-efficacy Empowerment Motivation
  • 72.
  • 74.
    “We can’t solveproblems by using the same kind of thinking we used when we created them.”- Albert Einstein
  • 75.
    IDEATION GUIDELINES  1.Start with a focused challenge statement  2. One conversation at a time  3. Defer judgment (no negativity)  4. Build on the ideas of others (encouragement)  5. Have wild ideas  6. Many ideas are better than few ideas  7. Capture all ideas  8. Number ideas, number flip chart sheets  9. Written ideas must be in full view
  • 76.
    The PROBLEM SOLVINGFRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS
  • 77.
    The PROBLEM SOLVINGFRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DISCOVERY: 1] What Brand or Company strength can our innovation exploit? 2] Who can we draw Inspiration from?
  • 78.
    The PROBLEM SOLVINGFRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DEFINING THE CHALLENGE 1] Formulate a clear innovation Challenge statement. ..You can start with: HOW MIGHT WE…….
  • 79.
    The PROBLEM SOLVINGFRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS IDEATION 1. Trend Domination – what trend or theme is emerging? 2. What could we do? THINK! 3. How would another brand innovate for us?
  • 80.
    The PROBLEM SOLVINGFRAMEWORK 1) DISCOVERY 2) DEFINE THE CHALLENGE 3) IDEATION 4) DEVELOP IDEAS DEVELOPING IDEAS Develop strong ideas by asking: STOP, START, CONTINUE questions THINK of what your Organisation need to STOP, START and CONTINUE doing.
  • 81.
  • 82.
    "Creativity Tools andTechniques"  Why do we need tools?  Because conditioning and experience causes us to generate similar solutions time and again.  Its as if our brains are wired to throw up the same answers and ideas
  • 83.
     The objectiveis to get people to think out of the box  The tools allow people to think about the problem in different ways  In the end, you should have some crazy thoughts that can be pulled back to reality and then applied to the issue at hand.  We encourage people to be spontaneous and have fun  The crazier the better, don’t worry about making sense as you are doing it.
  • 84.
    Creativity tools Types- Random techniques – Use Ideation methods above, Verb dance – See below  Engineered provocations – uses Trend domination – Apply trend analysis, Borrow from another, and What Good could we do?  REMEMBER THIS:  1) DISCOVERY  2) DEFINE THECHALLENGE  3) IDEATION  4) DEVELOP IDEAS
  • 85.
    IDEATION TOOL –VERB DANCE  Use a random verb to provoke action  Twist  Store  Bend  Minimise  Support  Hang  Inspire  Collect  Create  Slide  Bond  Hinge  Expand  Bounce  Dilute  Light up  Shorten  Jump
  • 86.
    VERB DANCE  Step1: Select ONE Verb.  Step 2: Apply your Verb to your innovation Challenge Ask Who, What, How, WHERE questions.  Step 3: Capture ideas BOND HINGE EXPAND BOUNCE DILUTE LIGHT UP INSPIRE COLLECT CREATE SHORTEN JUMP SLIDE TWIST STORE BEND MINIMISE SUPPORT HANG
  • 87.
    VERB DANCE  Step1: Select ONE Verb.  Step 2: Apply your Verb to your Challenge  Who should we INSPIRE to solve our Innovation Challenge?  What needs INSPIRING?  WHAT form would the INSPIRATION TAKE?  HOW can we solve our problem with INSPIRATION?  Step 3: Capture ideas How might we enable people to make a mid career switch Showcase the courageous stories of people who have switched careers using posters.
  • 88.
    IDEATION TOOL –BORROW FROM ANOTHER  How would they solve your problem or challenge?  How would Richard Branson solve our innovation challenge?
  • 89.
    BORROW FROM…  Step1 – Select a brand or famous personality  Step 2 – Write down their typical ways of operating  Step 3- Apply those ways of operating to your challenge to generate ideas.  PIX of VIRGIN, IKEA, GOOGLE, APPLE, MacDonald, Madonna, Oprah etc.
  • 90.
    BORROW FROM…  Step1 – Select a brand or famous personality. IKEA  Step 2 – Write down their typical ways of operating  Style for everyone  Shopping destination for the family  Educate us on designs through their catalogues and in-store displays…  Step 3- Apply those ways of operating to your challenge to generate ideas.  How might we enable people to make the mid-career switch?  IDEAS …
  • 91.
    WORKSHEET 8- IDEAGENERATION  Which of the Ideation tools do I feel affinity for?  What opportunities within our business can we use these tools to generate solutions?
  • 92.
    WORKSHEET 9 –CREATIVE THINKING FOR OUR BUSINESS  What big shifts are happening in our operating landscape:  What broad trends are impacting needs or ways of life?  What is the state of the relationship between people and our category?  Who can we draw inspiration from?
  • 93.
    WORKSHEET 10 –SOME OF OUR WICKED CHALLENGES THAT NEED CREATIVE THINKING  PROBLEM No.1:  PROBLEM No. 2:  PROBLEM No. 3:
  • 94.
    WORKSHEET 11 –COMMIT TO TACKLING A WICKED PROBLEM WITH CREATIVE THINKING  State the Problem [initial thought]  Who will you involve?  Who will lead this initiative?  What will your role be?  What resources will you need?  What might derail progress?  COMMITMENT:  What can you achieve within 2 weeks time?  Who will you report to on this?
  • 95.
    WORKSHEET 12 –COMMIT TO EMBRACING THE CREATIVE MINDSET & HABITS  State one way I will practice being more curious within the next 7 days.  One way I will practice being more empathetic [discovery] within the next 7 days.  One way I will practice experimentation within the next 7 days  One way I will [or support others] to conquering status quo [pushing boundaries] within the next 7 days.  One way I will [or support others] encouraging Collaboration within the next 7 days.  PLEASE REPORT BACK TO YOUR LINE MANAGER WITHIN 7 DAYS OF TRAINING TO DISCUSS YOUR WORKSHEET ACTIONS
  • 96.
    Case Study: 3M– How do they manage innovation?
  • 97.
    Case Study: 3M– How do they manage innovation?  The company presents a consistent picture in interviews and in publications – innovation success is a consequence of creating the culture in which it can take place – it becomes ‘the way we do things around here’ in a very real sense. This philosophy is born out in many anecdotes and case histories – the key to their success has been to create the conditions in which innovation can arise from any one of a number of directions, including lucky accidents, and there is a deliberate attempt to avoid putting too much structure in place since this would constrain innovation.  The 3M way to innovation: Balancing people and profit. New York, Kodansha International.
  • 98.
    3M Innovation Strategyand Leadership  Setting stretch targets – such as ‘x% of sales from products introduced during the past y years’ – provides a clear and consistent message and a focus for the whole organization.  Allocating resources as ‘slack’ – space and time in which staff can explore and play with ideas, build on chance events or combinations, etc.  Encouragement of ‘bootlegging’ employees working on innovation projects in their own time and often accessing resources in a non-formal way – the ‘benevolent blind eye’ effect.  Provision of staged resource support for innovators who want to take an idea forward – effectively different levels of internal venture capital for which people can bid (against increasingly high hurdles) – this encourages ‘intrapreneurship’ (internal entrepreneurial behavior) rather than people feeling they have to leave the firm to take their good ideas forward.
  • 99.
    Attributions  Creative Thinkingfor Innovation by invitroinnovation.com from www.slideshare.net.  The ABC of Innovations. Culled from www.slideshare.net