The document introduces the concept of an Innovation Enabling Ecology, which refers to the work environment that can encourage and support the generation of new ideas. It discusses 16 constructs that comprise an innovation ecology, including time, physical space, organizational structure, culture, leadership, and knowledge management. The document provides examples of good practices that organizations have implemented to strengthen these different constructs in their innovation ecology.

1. Innovation Enabling Ecology – Owners guide Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

2. Welcome Welcome to a short journey into the world of Innovation Enabling Ecology. As in the “green” ecological world, it is about interactions between the different elements of the system, it is about (organisational) climate, it is about delicate balance between conflicting forces, it is about the conditions which might can lead to renewal or stagnation. Unlike the physical world ecology, the innovation enabling ecology is related not only to physical phenomena but also to less tangible factors, such as cultural and organisational ones. V1.0 Why bother? Because innovation needs supportive ecology (or climate) in order to flourish. Because the principles of the enabling ecology can help you improve your own innovation working ecology. And because it can help you cocreate with your team a better climate for innovation. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

3. Use Instructions Navigate between the “ 16 constructs” of the innovation ecology, using the left-side navigation bar or the Ecology map. Explore each construct , read, think, and discuss with yourself or your colleagues the following aspects: What this aspect means? Why is it important? What is your situation? How others are dealing with it? Want to know more? The “learn more” bottom will take you to some more information, including links to relevant internet sites and book. Link ecology in the other DI tools : click the “Impact other tools” to learn how to implement the Ecology principles in the IPL, DPM and OR tools. Move from insights into action : identify Innovation ecology aspects that need to be improved. Generate ideas on how to deal with them. Select the most attractive ones. The “Action!” bottom will give you some “tips and tricks” which can help you in this move. Weird ideas that work: meet 11.5 practices for promoting innovation. Click “Weird Ideas” Have fun (Weird idea # 12). Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

4. What is DI enabling ecology? Innovation Enabling Ecology is the work environment that can enable, encourage, foster, and catalyse the generation of ideas and creation of value out of them. It supports individuals, teams, and the whole organisation in the journey towards sustainable growth and success that are based on the balanced portfolio of innovation covering incremental, radical and disruptive innovation. The Innovation ecology is composed of the constructs shown bellow (and possibly other elements special to your own organisation). Time Organisational structure Tolerance To failure Diversity Physical Space Virtual Space Strategy Challenge Culture & Values Enabling Ecology Market for Ideas Recognition & Incentives KM & Buiz. Intelligence Leadership Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

5. Time (part I) WHY: New ideas require exploration before their value can be demonstrated to others. Innovative organisations give people the freedom to use some of their time to explore ideas without having to ask permission. In many organisational surveys, "lack of time" appears as the #1 obstacle for innovation. ASK YOURSELF: How can employee “disappear” for a whole afternoon/day/week to pursue an idea? Do employees have specific time to detach for their daily job and focus on future possibilities and opportunities? Who can enjoy this privilege? What is your situation, personally? Do teams (e.g. departments and project team) have specific time to detach for their daily job and focus on future possibilities and opportunities? If such time frame exists, is it used effectively? Do you feel that some really creative people are overloaded with their daily tasks, and this might lead to missing opportunities? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

6. Time (part II) Add a good practice GOOD PRACTICES: TIP: Allow and encourage each employee to spend up to x% of his/her time in generating and exploring ideas and opportunities which are not within his normal job duties. Good practice: 3M is famous for inviting all their employees to allocate 15% of their working time towards this activity. TIP: Allocate periodically a specific time slot for each department to generate, disucss,share and promote new opportunities and ideas. Good practice: at ECI, every Thursday afternoon, each R&D department is spending 2 hours in innovation group sessions – some structured and some take free format. TIP: Enable a small number of very creative and wild employees to wander around with no specific job or responsibility. Good practice: in Refael, 1 of each 500 employees has exactly this job – no specific duties, just go around, talk with people within and outside the organisation – and pontialy come with ideas, insights, distractions etc. TIP: Enable a team which come with a good idea to spend significant amount of time on further developing the idea to the next step. Good practice: in Sydkraft, a team of employees whose idea passed the intial rough evaluation, or invited to leave their normal job for a week or two, and work solely on this idea to prepare it for the next evaluation stage. This takes place in a remote location. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

7. Physical Space (part I) WHY: In an economy based on innovation, what better use can there be for space than to inspire creativity? Several innovative organisations believe that creative space – both the shared space and the private office – can significantly contribute to the organisational atmosphere of wild ideas, action, chaos, open mind, and barrier-breaking . . ASK YOURSELF: Offices and work stations: How do the work spaces of the employees look like? Do they inspire creativity? Are all work spaces standardized, or are they designed and effected by the diverse needs and characteristics of each employee? Collective spaces for collaboration – are there “good” spaces for sharing ideas, challenges and solutions – both spontaneity and in organized sessions? For example – how well is the coffee making (or the lobby? Or the dinning room) coroner used towards this aim? Is there a hide-away space for individuals or teams? Do you feel that some really creative people are overloaded with their daily tasks, and this might lead to missing opportunities? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

8. Physical Space (part II) Add a good practice GOOD PRACTICES: TIP: The merging of fun and work is invigorating . Good practice: The playful design of IDEO’s Boston offices invites employees to play with ideas, think out of the box, and break the rules. At IDEO, they believe that at its best, space can inspire and amuse. (  Kelley, 2000). . TIP: Create a space which is detached from the ordinary work environment, where employees are invited to come and think out-of-the-box . Good practice: . Skandia’s Future Centre is located in Villa Askudden in Vaxholm, a small town in the Stockholm archipelago. The house was built in 1860. Its modernisation in 1995 preserved the spatial feeling and distinctive carpentry of the local architecture. This, together with the ever-shifting panorama of the sea and nature, creates a delightful setting which is timeless and historic as well as future-oriented. Clever use of internal design, smells, and music creates an imagination-provoking space.

9. Processes (part I) WHY: Serendipity is a key to recurring innovation. Innovative companies must protect the possibility that surprises will occur. Serendipity, intuition, experience, scanning, and relations are sources of surprises . At the same time, without a powerful process to capture the good ideas and turn them into value, most ideas will vanish without having a fair chance to make their way through a serious evaluation, development and testing funnel. ASK YOURSELF: How many GOOD ideas are not realized? Is there a clear and effective process to ensure that good ideas will get their “fair chance”? Does this process tolerate (or even encourage) ideas which might disrupt what the company currently do? Are all (relevant) employees aware of this route? How much time it takes for an idea to make its way to the development phase? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

10. Processes (part II) GOOD PRACTICES: TIP: Create a simple yet powerful process to handle ideas. Good practice: Sydkraft, a Swedish Energy solutions provider, has established a very structured process for dealing with Innovation. The company has started a systematic process for internal incubation of future ideas. The process is composed of 5 stages: rough selection, initial evaluation, technology cell and business cell. Expert support is provided at each stage. The process deals only with ideas which are outside the current scope of existing units. Add a good practice They have: Standard process (approx 3 months from idea to decision) Dedicated support team Funding for the best ideas Rough selection Initial evaluation “ Innovation Cell” “ Business Cell” Carry through- Prove the business idea New Business

11. Focus on the future (part I) WHY: In a turbulent environment, there is continuous tension between the day-to-day challenges, tasks and problems and the need to focus on the future. In organisations that excel in innovation, the top priority issue is the future. In other companies, most management and employee attention is directed to incremental improvements of existing products, fire fighting and short-term objectives . ASK YOURSELF: How much of your R&D budget is invested in incremental improvements? In long range-hi-risk and potentially disruptive ideas? Same question, regarding management time? Same question, regarding the way you spend your time? Who is responsible for the 10+ years future? Is he/she positioned appropriately? With the right resources? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

12. Focus on the future (part II) GOOD PRACTICES: TIP: Create a strong team which is “responsible” for future affairs. Good practice: Ericsson established the Foresight group in 2001. 6 staff members. One (very) senior leader Well defined scope – 10 years and beyond Clear process based on inventing wild speculations about the future from internal and external sources, careful prioritization and selection of few of them for comprehensive analysis 30 Ambassadors from all business units participating in 4 foresight workshops each year (this is critical- to avoid Ivory-tower phenomena) Add a good practice Foresight mission statement

13. Diversity (part I) WHY: Similar people will generate similar ideas. Some innovative organisations deliberately increase diversity in the work force. Diverse experiences, cultural backgrounds, professions, academic background, ages, and personalities contribute to the creation of fruitful dialogue s based on multiple perspectives. ASK YOURSELF: How diverse is our workforce? Why? How diverse are project teams? Marketing teams? Research teams? How diverse is the management team (gender? Age? Professional background? Cultural background?) Could more diversity enhance the creativity of our teams? How can we increase diversity in order to increase disruptive innovation capability? In which directions? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

14. Diversity (part II) GOOD PRACTICES: TIP: Create a strong team which is “responsible” for future affairs. Good practice: Leif Edvinsson from Skandia built his Future Teams on a model of organization he calls "3G": a mix of generations (from 20-somethings to 60-somethings) as well as functional roles, organizational experiences, and cultural backgrounds. The aim is to do a more explicit job of managing conversations within the group and to create intellectual capital from the dialogues. Some of the most potent lessons come from those normally excluded from the discussion of strategy -- the young and untenured. "We need people who can understand the archeology of the future, he says. "That's why we have these 25-year-olds in our program. They already have that vision -- they carry the icons of tomorrow with them” ( FastCompany ). Add a good practice Track diversity statistics for your region and work to match them. http://www.computerworld.com/departments/surveys/bestplaces/us_story/0,10992,70863,00.html See als weired ideas #1, #1,5, #2 Develop internship programs that solicit minority applicants. Sponsor and participate in career shows geared toward minority groups. Place ads in magazines aimed at people from different backgrounds. Tip: How to Attract a Diverse Workforce (tips from Freddie Mac)

15. Leadership (part I) WHY: The appropriate leadership can actively out-of-box-thinking, protect, sponsor and ultimately fund disruptive ideas, and create the organisational climate in which innovation flourishes. This is not a trivial task, as it required managers to leave the “comfort zone” of business-as-usual. ASK YOURSELF: How does the top executives in your organisation react to disruptive ideas? What role do they usually play: Ignoring disruptive ideas? Encouraging and protecting them? Inviting them? Protect the status-quo? How much time does the manager/managements invest in pursuing radical or disruptive ideas? How does they spend this time? What are the explicit and underline messages that top executives deploy throughout the organisation, regarding innovation? How do they do it? What else can they do in this area? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

16. Leadership (part II) GOOD PRACTICES: TIP: Simply, just look at what some disruptive leaders are doing. Read interviews with them, follow their bold moves, invite one of them to your next annual corporate conference. For example: Brent Ericsson, the head of Ericsson’s Forsight Group (and ex Corporate R&D senior Vice president) : www.ericsson.com/foresight/ HP President and CEO Carly Fiorina is workiong hard to disrupt the way this giant is doing business. www.trendscope.net/article.cfm?id=14 And the ultimate disrupter, Virgin’s Richard Branson http://www.johnshepler.com/articles/branson.html : Add a good practice Read this book

17. Embracing risk, tolerating failures (I) WHY: Innovative organisations promote risk taking . Innovation requires learning of new things, experimentation, and pushing the boundaries of the unknown. The leaders of such organisations invite and reward (clever) risk taking, and do not punish mistakes. Failures are taken as golden learning opportunities. ASK YOURSELF: How does your company handle risk? What is the current biggest hi-risk project in the company R&D portfolio? How does your company handle failures? What happened to the people responsible to big failures? Did the company extract any value for failures? How? How many products failed, in the last 3 years? GOOD PRACTICES: Go to next slide. Read this: www.winstonbrill.com/bril001/html/article_index/articles/51-100/article55_body.html Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

18. GOOD PRACTICES: Story time John, a young, brilliant and hi-flying professional, was hired by BLG Inc. to run the company’s most important project. It becomes a spectacular failure in 24 months and causes in huge loses. John enters the CEO’ office: John: I assume full responsibility for this failure, and resign. CEO: Are you crazy? I just invested 20 Million dollars in your business education and you want to run away? Add a good practice Embracing risk, tolerating failures (II) Tips: Establish a process for after-action reviews. Make sure it is constructive. No finger-pointing; rather, learning from mistakes and extracting lessons learned. Announce a special prize for the big failure of the year. Allocate specific percentage of the R&D budget to hi-risk projects (“at least x%”). Prefer many small hi-risk investments over few big ones. In a British University, a final exam question on Business was: “Define what risk is". The shortest answer ever at one word was : "This." The student handed the essay in and got 100%.

19. Add a good practice Embracing risk, tolerating failures (II) "A p e r s o n who never made a m i s t a k e never t r i e d anything new." ~ Albert Einstein When I make a mistake everyone can see it, but not when I lie. ~ Johann von Goethe Love truth, but pardon error. ~ Fran ח ois Voltaire Freedom is not worth having if it does not include the freedom to make mistakes. ~ Mahatma Gandhi Every great mistake has a halfway moment, a split second when it can be recalled and perhaps remedied. ~ Pearl S. Buck When I have listened to my mistakes, I have grown. ~ Hugh Prather A mistake is an event, the full benefit of which has not yet been turned to your advantage.~ Edwin Land I have learned throughout my life as a composer chiefly through my mistakes and pursuits of false assumptions, not by my exposure to founts of wisdom and knowledge. ~ Igor Stravinsky A just cause is not ruined by a few mistakes. ~ Fyodor Dostoevsky Every calamity is a spur and valuable hint. ~ Ralph Waldo Emerson Do not be embarrassed by your mistakes. Nothing can teach us better than our understanding of them. This is one of the best ways of self-education.~ Thomas Carlyle

20. Incentives, Recognition, Rewarding (I) WHY: Creative people are self-motivated. However, all innovation researchers, leaders and practitioners agree that rewarding innovation can contribute to its success. There is an open dispute about the appropriate mechanism to reward innovation. In some organisations, there are significant direct financial incentives related to the financial expected contribution of the innovation. Others believe that the softer ways are preferred: public recognition, attention from management, and symbolic signs of recognition. ASK YOURSELF: How is creativity and innovativeness financially rewarded? How is it recognized? Are there any incentives for risk taking, disruptions and out-of-box thinking? How does the rewarding system reflect and contribute to deploying the company’s most important values? GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

21. Incentives, Recognition, Rewarding (II) TIPS: List the 5-10 core values and desired behaviours and competencies which are critical to long term success of your organisation. And then…modify your rewarding system accordingly (For example: annual bonus is based on: 25% - ideas, creativity, risk taking, 30% proven success, 25% efforts and dedication, 20% - collaboration). Don’t punish failures, punish inaction. Several companies reward their best ideas contributors by letting them turn their ideas into reality (e.g. by inviting them to be actively involved in the development, or even to lead the new spin-off). Even more powerful – give them a stake in the future success of the new product/service (e.g. options). The top guy demonstrated interest in the professional and/or business aspects of an evolving disruptive idea is a good way to recognize it. Invite the contributor to a business lunch… Add a good practice Another opinion: " If You Want to Kill Innovation, Reward It !“ Alfie Kohn What does it mean to my organisation?

22. Suton, Robert I (2002), “Weird Ideas that Work – 11.5 practices for Promoting, Managing and Sustaining Innovation” , Simon & Schuster Inc., New York 1. Hire “slow learners” (of the organizational code) 1.5 Hire people who make you uncomfortable, even those you dislike 2. Hire people you (probably) don’t need 3. Use job interviews to get ideas, not to screen candidates 4. Encourage people to ignore and defy their superiors and peers 5. Find some happy people, and get them to fight 6. Rewards success and failures, punish inaction 7. Decide to do something that will probably fail, then convince yourself and everyone else that success is certain 8. Think of some ridiculous or impractical things to do, then plan to do them 9. Avoid, distract and bore customers, critics and anyone who just wants to talk about money 10. Don’t try to learn anything form people who seem to have solved the problems you face 11. Forget the past, especially your company’s successes 11.5 weird ideas: Practices for promoting, managing, sustaining innovation Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

23. Enabling Ecology and other tools – 1 Linking Ecology and Idea Pipeline Consider the following ecological aspects, when you design, manage and use the Idea-Pipeline process and tool: TIME – how do you encourage employees to do spend time on contributing ideas or feed backing to other's ideas, and make it a legitimate activity? VIRTUAL SPACE –is the technological solution provides a friendly, accessible and fun environment? LEADERSHIP – what is the role of the middle and top managers in turning IPL into a sustainable source of ideas? What should they do, and what the must not do? DIVERSITY – how do you ensure that it is not only the wise guys from R&D that contribute ideas? What about service representatives? Customers? Pensioners? ORGANISATION – plan carefully access rights. Is it preferable to provide access to all employees for all ideas categories, or to create departmental boundaries? SKILLS – would basic training in creative thinking, disruptive innovation and similar techniques lead to better results? Can the “IPL champion” enter his/her role without specific training? What are the skills required for a productive “Idea Evaluator”? RECOGNITION – how does the system and process provides appropriate recognition to contributors? Is there a need for financial incentives – and how to avoid the risks embedded in such incentives? CHALLENGE: how do you increase the relevancy of the system, by ensuring that the real challenges of the organisation are addressed (tip: “call for ideas”). STRATEGY : how do you ensure that many ideas do fit into the strategic framework of the company (BUT not all of them – some “out-of-strategy” ideas should be encouraged!). MARKET SPACE: how do you increase the chance that good ideas will meet good resources (finance, complementary expertise, internal or external partners)? VALUES: how do you ensure that your core organisational value (e.g. respect ot intellectual property, tolerance to failure, bias-to-action) are embedded& promoted by IPL? Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

24. Learn more –part I Recommended internet sites www.InnovationEcology.com http://www.workfrontiers.com http://members.ozemail.com.au/~caveman/Creative/index2.html http://www.whatif.co.uk/home.php http://www.intrapreneur.com/ Recommend your favorite innovation site Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

25. Learn more – part II Recommended publications Ahmed, Pervaiz K. (1998), " Culture and Climate of Innovation ", European Journal of Innovation Management, Vol. 1, no. 1, Amabile, Tersa M, Hadley, Constance N. and Kramer, Steven J. (2002), “Creativity under the Gun”, HBR, August 2002. Brown, John Seely and Duguid, Paul (2001), "Creativity vs. Structure: a Useful tension" , Sloan Management Review, Vol 42, Issue 4. Browning , Guy (2002), "Ten ways to create an innovation culture" ; Management Today, London; Feb 2002; pg. 20, Buderi, Robert (2000), "Engines of Tomorrow ", Simon & Schuster, New York Christens, Clayton M., (1997), “The Innovator’s Dillema: Whne New Technologies Cause Great Firms to Fail”, HBS, Boston Cope, Mick (1998), "The Corporate Inventor: How to foster Individual creativity and surface new ideas ", Knowledge Management Review, Issue 4, 1998 Damaskopolus, Takis (2002 ), "From Knowledge to Innovation Ecology" , White paper Dvir, Ron, Pasher Edna and Roth, Norman (2002), “From Knowledge to Value: Unfolding the Innovation Cube” , Edna Pasher and Assoc, Tel Aviv Farson, Richard and Keyes, Ralph (2002), “The Failure-Tolerant Leader”, HBR, August 2002 (special issue on Innovation) HBR Editor (2002), “Inspiring Innovation – How do you boost an organisation’s creative potential”? Harvard Business Review, August 2002 (special issue on Innovation) Hale, Guy A. (1996), " Managing for Innovation" , R&D Innovator, Vol. 5. No. 10 Hamel, Gary (2000), " Leading the Revolution ", Harvard Business School Press Kanter, Rosabeth Moss, Kao, John and Wiersema Fred (1997), "Innovation" , HarperCollins, New York Kelley, Tom (200), " The Art of Innovation" , Currency Doubleday, New York Lakin, Steve (2001), " BT's Approach to Ideas Management ", Knowledge management Review, Vol 4, Issue 1. Lieber, Ron (2001), "Creative Space ", FastComapny, January 2001 Moulder, James (2000), "Software for Creative Thinking" , in http:// forum.learningspace.com.au Naimen, Linda (1998), "Fostering Innovation in an IT World" . Canadian Information Processing Society Journal, May 1998 Pinchot, Gifford, PellMAN, Ron (1999), "Intrapreneuring in Action" , Berrett Kehler, San Francisco (pp 105-143) Por, George (2001) , "Introduction to Knowledge Ecology ", www.knowledgecology.com Roos, Johan, Roos, Goran, Dragonetti, Nicola, Edvinsson, Leif (1998), " Intellectual Capital: Navigating the new business landscape ", New York University press, New York (p 121) Ruggles, Ruddy and Ross, Little (1997), "Knowledge Management and Innovation: An Initial Exploration ", Working paper, Ernst & Young Salter, Chuck (2000), "Office of the Future ", FastCompany, April 2000 Suton, Robert I (2002), “Weird Ideas that Work – 11.5 practices for Promoting, Managing and Sustaining Innovation” , Simon & Schuster Inc., New York Ward, Arian (1999), "Work Ecology -- The Next Step in the Evolution of the High Performance Enterprise ", www.wrokfroniters.com/cybrary.html Ward, Victoria (1999): "Victoria Ward asks:" Can the design of physical space influence collaboration?" , Knowledge Management Review, Issue 10 Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

26. From Insights into Action! You understand now what is “Enabling Innovation Ecology”, you have explored its constructs, you assessed that situation of your company/department/ yourself. What next? Now is time for ACTION . If you believe that some of those constructs can really make a different, do something about them. Launch a truly enabling ecology. Here are some simple tips. As in any good implementation – all are based on common sense (+ scientific research into change management). Identify which constructs are both important and easy to impact – and start with them. Start small, using rapid prototyping and fast move from planning to implementation. Go for simple solutions. Publish and celebrate small successes. They will provide the organisational energy and momentum for larger efforts. Don’t do it all by yourself. Create a coalition of several effective people that are interested in the issue – and move forward with them. Use the Plan-Do-Check-Act cycle. Monitor what really happens, and correct the activity/process/system accordingly. If you are not really high in the organisation ladder – try to recruit a sponsor. What ever you do – try to link it to systems/processes/mechanisms which are already well established in the organisation. It will streamline things. Be sensitive to constraints such as the existing organisational culture – don’t try to enforce processes which are not confronts real constraints. Learn from others – within and outside the organisation. Steal ideas with prise. Use the best practices in this document. Visit others to see how they deal with the constructs of innovation- enabling ecology. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

27. Add a good practice Do you know of a good Innovation-Ecology practice which you discovered in your own organisation, or perhaps saw in another company? Please share it with us, so we can add it to the knowledge-base. Submit Your name:_____________________________ Ecology Construct: ___________________________ Good-practice location: _______________________________________________ Contact person (optional): _____________________________________________ Description:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ How this might be implemented in our company?:__________________________________________________________________________________________________________________________________________________________________________________________ Thank you!