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Fostering innovation
The document discusses fostering innovation in healthcare, highlighting various types of innovation, including product, process, and social innovation. It emphasizes the importance of leadership in creating a conducive environment for innovation by allowing time, space, and resources for creative processes. Additionally, it addresses the need to balance working harder with working smarter and the value of team diversity in enhancing innovation performance.
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Fostering innovation
- 1. Ian P. McCarthy CanadianCollege of Health Leaders BC Lower Mainland Chapter Event: Entrepreneurial Leadership: How do you create the culture and context for innovation in healthcare? November 27, 2015 FOSTERING INNOVATION
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- 3. INTRODUCTION • What isinnovation? – Types of innovation • Innovation and the work harder trap – Being ambidextrous • How to foster innovation? – Create the context to innovate – Be diverse – Be open to user (patient) innovation
- 4. COMPONENTS OF INNOVATION ElementRecognized as Newness A change, a difference, and some uncertainty and anxiety Ideation The idea, the spark, the knowledge and the origins of the innovation. Often linked to a ‘gap’ Application The innovation is used, applied, put into action Benefit The innovation has some value, it makes a difference, it has consequences It is to renew or change something, which is then applied and has some benefits.
- 5. WHAT IS INNOVATION?(OECD DEFINITIONS) • Product innovation – A good or service that is new or significantly improved. This includes significant improvements in technical specifications, components and materials, software in the product, user friendliness or other functional characteristics. • Process innovation – A new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software. • Marketing innovation – A new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing. • Social Innovation – A new approach to addressing social issues (e.g., working conditions and education to community development and health) that extend and strengthen civil society. • Organizational innovation – A new organizational method in business practices, workplace organization or external relations.
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- 7. THE WORK HARDERTRAP • Is it better to work harder or work smarter (differently)? • So why is it more common to work harder?
- 8. THE WORK HARDERTRAP • Working harder: – Focuses on refinement and efficiency – Initially it gives faster and cheaper returns – It is easier to measure, manage and reward • Working smarter: – Involves searching, thinking, experimenting, and creativity – Takes longer and is riskier – It is harder to measure, manage and reward • ‘Working harder’ dominates and starves ‘working smarter’.
- 9. CREATING THE CONTEXTTO INNOVATE • Leadership is required to: 1. provide time to innovate (80- 20 rule) 2. provide space to innovate 3. provide the controls (goals, rules, resources and rewards) to innovate
- 10. THE RULES FORTHE CONTEXT Divergence: Idea Creation • Ideas come from anywhere • Egalitarian • Brainstorming • One idea at a time • Listen actively • Build on ideas of others • No criticism • No punishment for failure • Initiative is expected • Data driven • Ask “experts” and “customers” • Diverse groups • Fun, playful • Passion and energy Convergence: Idea Selection & Development • Clear direction • One conversation at a time • Action oriented • Fail early, fail often • Rapid prototyping • Role of leadership • Focus • Use of deadlines • Not “experts” • Process for deciding • Voting • Involvement • Sub-groups • Adult supervision
- 11. SOME WEIRD RULES •Flip-flop method – design the worse process you can imagine, and then consider the opposite. • Think of some ridiculous or impractical things to do and plan to do them. • Take your past successes and forget them • Hire: • slow learners of the organizational code • people who make you uncomfortable • Encourage people to ignore and defy their bosses and peers
- 12. INNOVATION AND TEAMDIVERSITY
- 13. INNOVATION TEAM DIVERSITY AMOUNTOF DIVERSITY Type of Team Diversity Minimum Moderate Maximum Separation – differences in the preferences, values, and attitudes of team members Variety - differences in the expertise and access to knowledge of team members Disparity – differences in the status, authority and rewards of team members Adapted from Harrison & Klein (2007):
- 14. POSSIBLE EFFECTS OFTEAM DIVERSITY Type of Innovation Team Diversity Innovation Performance Low High Min Max Separation Disparity Variety Adapted from Harrison & Klein (2007):
- 15. BE OPEN TOUSER INNOVATION Earle Dickson invented the Band- Aid in 1920 for his wife.Tim Omer is a diabetic and he built his own continuous glucose monitor.
- 16. 16 SUMMARY AND REFLECTION •What types of innovation do you need? – Different types require different contexts • What is your work harder – work smarter balance? – If you need to change the balance, what could you do? • How “open” are you to innovation? • If everybody likes your idea for innovation it is probably not that innovative.