ESADE Cultures of Innovation
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Introductory session for the ESADE Executive Masters in Digital Business: Silicon Valley week. Plugged-In Management and Open Innovation.
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ESADE Cultures of Innovation
- 1. Prof. Terri L. Griffith, Ph.D. Santa Clara University t@terrigriffith.com 408-256-3141 TerriGriffith
- 2. CULTURE OF INNOVATION PERSONAL OPEN GENERATIVE – DESIGN THINKING RAPID LEVERAGING PLATFORMS EVIDENCE-BASED PSYCHOLOGICAL SAFETY
- 6. SCENARIOS
- 9. Photo: Kārlis Dambrāns, https://www.flickr.com/photos/janitors/15524881120
- 10. AP Photo/Charles Rex Arbogast
- 26. STOP LOOK LISTEN
- 28. AP Photo/Charles Rex Arbogast
- 30. MIXING
- 31. Some rights reserved by adven
- 32. Photo: Kārlis Dambrāns, https://www.flickr.com/photos/janitors/15524881120
- 35. #1
- 37. SHARING
- 39. YOUR EXAMPLES
- 41. 0 0.5 1 1.5 2 2.5 3 3.5 4 toe to e avgT+avgO Rank Virtual Team SysSavvy Novice
- 43. 0 0.5 1 1.5 2 2.5 3 3.5 4 toe to e avgT+avgO Social Media SysSavvy Novice
- 44. BANK SCENARIO
- 45. 0 0.5 1 1.5 2 2.5 3 3.5 4 toe to e avgT+avgO Bank SysSavvy Novice
- 48. Business Model Generation, 2012
- 51. PRIZES
- 56. EXCEPTIONS
- 59. PLATFORMS •Components •Processes •Knowledge •People and Relationships More than Physical (Robertson & Ulrich, 1998)
- 60. PLATFORMS & STREAMS • Understanding the Building Blocks of Innovation • Better ability to Manage the “Product” Line • Better ability to Manage Implementation
- 62. PIXAR
- 63. PIXAR “they could have very intense and heated discussions; they always knew that the passion was about the story and wasn’t personal.” Ed Catmull, Pixar
- 65. IT’S PERSONAL IT’S FAST FAILURE IS MANAGED
- 67. WHAT’S UNIQUE ABOUT SILICON VALLEY… OR IF WE HAVE TO ADMIT IT… ANYWHERE THAT LIVES OF DIES BY INNOVATION?
Editor's Notes
- Not just bragging. Making a point: We can all engage personally with Innovation
- Visits with Pixar
- Flying car
- Rather than define them in words, let define them through a game
- The joy of something like an iPhone Many people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us. https://www.flickr.com/photos/janitors/15524881120
- 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
- 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
- My own book, Plugged-In is about how we mix together people, technology, and organizational process 3 Dimensions – PTO – some of you may know this as sociotechnical systems design 3 Practices 3 Levels
- No single technology tool can be a success, no single organizational practice change can be a success. We need to design our work as systems. We’ve known this since the 1950s if not before. Some No Silver (Magic Bullets) The interviews and research I’ve done suggest that there are three practices that plugged-in managers follow: Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps. Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation. Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.
- 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
- 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
- Some individual contributors, teams, and organizations – just get that silver bullets won’t work – they are plugged-in. A couple of examples:
- If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
- Stop-look-listen = recognition
- If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
- Just like these ingredients on their own don’t make a chocolate chip cookie http://www.flickr.com/photos/14657061@N00/5606687561/sizes/m/in/photostream/
- The joy of something like an iPhone Many people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us. https://www.flickr.com/photos/janitors/15524881120
- Keith Glynn & Tony Hsieh Moved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service. Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed. Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location. Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back. Employee excursions from HQ to the Fulfillment center are vice versa
- Moved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service. Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed. Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location. Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back. Employee excursions from HQ to the Fulfillment center are vice versa
- Zappos.com Amazon.com LL Bean Overstock.com Lands’ End National Retail Federation
- If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
- Sharing
- http://web.mit.edu/newsoffice/2011/smr-consumer-innovator.html
- http://web.mit.edu/newsoffice/2011/smr-consumer-innovator.html
- http://www.youtube.com/watch?v=9WX7BNnYTf8 Cisco CEO John Chambers explains how abandoning command-and-control leadership has enabled the company to innovate more quickly, using collaboration and teamwork.
- Pixar less open than e.g., Lucas Arts