The document provides an agenda and overview for a workshop on implementing a culture of innovation. The agenda covers self-expression, defining innovation and culture, barriers to innovation culture, and implementing a new culture. It discusses defining innovation culture as a pattern of shared assumptions that enable new problem-solving. Barriers include organizational barriers like time pressure, peer pressure, risk-averse culture, and lack of leadership support. Implementing innovation culture requires overcoming these barriers by providing resources, rewarding successes, improving communication, and developing tools and processes like prototyping. The workshop aims to help participants learn how to assess their culture and implement changes to promote innovation.
Psychology Of Creativity - London IA 30.03.10Claire Rowland
A basic and pragmatic introduction to the psychology of creativity, from empirical research. PDF with notes: full academic references included in the notes.
This presentation aims at boosting your creativity, whether you need it for your innovation processes, for your marketing and sales or for other purposes.
It will inform you about:
- what the creativity process is
- how creativity was perceived in history
- what are the main scientific discoveries about creativity
- what cutting edge creativity building techniques exist today
- practical information about these techniques, for instance :
- brainstorming and related approaches
- innovation games
- lateral thinking, 6 hats
- mindmaps
- improvisation derived approch
- who have been the main innovators in creativity techniques and what they have developped
By the way, I practice these techniques and teach them to companies and at the "Ecole Supérieure de Ventes" of Saint Germain en Laye.
Creative Living: License to be You with ADHDOse Schwab
‘The key question isn't “What fosters creativity?" But it is why in God's name isn't everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might be not why do people create? But why do people not create or innovate? 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
Is Maslow’s assumption that all people can create correct? If so, what keeps individuals from being creative? These questions will be addressed in this teleclass through the insights from thought leaders in business, education, the arts, coaching, science. Participants will learn what creativity is and how to engage it. They will gain understanding of the role it plays in a variety of processes critical to personal growth, resilience, and innovation. This understanding, enhanced by examples of creative expressions, will spur on participants to invite innovation into daily life. In so doing, a license will be granted them to transcend the limits of judgment enough to explore and act upon their true self with or without ADHD.
Psychology Of Creativity - London IA 30.03.10Claire Rowland
A basic and pragmatic introduction to the psychology of creativity, from empirical research. PDF with notes: full academic references included in the notes.
This presentation aims at boosting your creativity, whether you need it for your innovation processes, for your marketing and sales or for other purposes.
It will inform you about:
- what the creativity process is
- how creativity was perceived in history
- what are the main scientific discoveries about creativity
- what cutting edge creativity building techniques exist today
- practical information about these techniques, for instance :
- brainstorming and related approaches
- innovation games
- lateral thinking, 6 hats
- mindmaps
- improvisation derived approch
- who have been the main innovators in creativity techniques and what they have developped
By the way, I practice these techniques and teach them to companies and at the "Ecole Supérieure de Ventes" of Saint Germain en Laye.
Creative Living: License to be You with ADHDOse Schwab
‘The key question isn't “What fosters creativity?" But it is why in God's name isn't everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might be not why do people create? But why do people not create or innovate? 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
Is Maslow’s assumption that all people can create correct? If so, what keeps individuals from being creative? These questions will be addressed in this teleclass through the insights from thought leaders in business, education, the arts, coaching, science. Participants will learn what creativity is and how to engage it. They will gain understanding of the role it plays in a variety of processes critical to personal growth, resilience, and innovation. This understanding, enhanced by examples of creative expressions, will spur on participants to invite innovation into daily life. In so doing, a license will be granted them to transcend the limits of judgment enough to explore and act upon their true self with or without ADHD.
Creative thinking is a desirable trait for innovation within an organization. This paper explores the route to creative thinking in the quest at birthing innovation and transformation in an organization.
A project of LIFE AND LEARNING introduced by Minhaj University Lahore, which is very fascinating and leads students towards road of ultimate success in every field of life.
Creative thinking is a desirable trait for innovation within an organization. This paper explores the route to creative thinking in the quest at birthing innovation and transformation in an organization.
A project of LIFE AND LEARNING introduced by Minhaj University Lahore, which is very fascinating and leads students towards road of ultimate success in every field of life.
Online Transnational Interactions About the Syrian Refugee Crisis After Terro...Nadia Naffi, Ph.D.
Through this presentation I share the context of my research project, the theoretical framework I adapt, a glimpse of the key researchers in the fields pertinent to my project, the methodology that I am using and the challenges that I face.
Koupě společnosti je v dnešní době nejrychlejší metodou, jakou lze v krátkém čase rozjet vlastní podnikání.
Chcete koupit kvalitní předzaloženou společnost?
http://www.firmin.cz/ready-made-spolecnosti
Cambiare, scegliere e migliorare ciò che desideri.
- Crescita, Benessere personale e della Relazione
- Life Coaching
- Costellazioni Familiari e immaginali
- Incontri dedicati alle donne e Il Femminile
"Active Integrative Method": integrazione tra Corpo, Cuore e Mente.
Consulenze individuali.
Consulenze per la Coppia,
Sessioni di Gruppo.
Incontri con la Meditazione ed il Tantra.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
By the end of this module you will have a clear understanding on whether or not a creative career is the correct pathway for you. This module aims to put a spotlight on creative, self- employed mind sets, whilst also discussing the emerging trends in creative entrepreneurship and distinguishing between a creative brain versus a business brain.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
How do I craft my reflective portfolioYou will use the portfoliCicelyBourqueju
How do I craft my reflective portfolio?
You will use the portfolio to curate a collection of your work, your learning and your personal development. The portfolio should showcase reflections on what you have learned and how you have developed over time (awareness of) innovation and entrepreneurship skills, behaviours and thinking. The focus of a portfolio assignment is on the process of your learning and development, it is less so on the output or the final presentation of your portfolio.
Your portfolio must be informed by
(1) theory, concepts, activities, guest lectures presented in the unit and
(2) your own personal experiences inside and outside the course.
Your reflections are supported by
references from at least:
· Three readings from the Reading List provided in the course
· One guest lecture from the guest lecturers who presented in the course.
· Two activities from the activities we engaged with during the course.
You must provide
in-text references and a
reference list. The reference list can be submitted as a separate document, and it is excluded from the word count.
What type of content should I include in my portfolio?
What might be part of the portfolio?
Please review the marking criteria and the assessment description, and make sure that your portfolio refers to the learning you have undertaken in this unit. Content you may want to include. Note you
do not have to cover all of these.
·
A personal statement on innovation and entrepreneurship and how it developed that is informed by the course content and by the experience had in the course.
For example. your statement could include:
· Your definition of innovation and entrepreneurship: what entrepreneurship and innovation means to you? o What are in your opinion the key qualities/skills/attributes for innovation and entrepreneurship?
· Reflection on whether the process of defining entrepreneurship has helped you to understand why (or why not) you may participate in innovation and entrepreneurship.
·
Who am I? Reflection on your personal attributes, goals, and values and how your goals and values will influence your choices to move (or not to move) in the direction of entrepreneurship and innovation in your career.
For example, your reflections could include:
· Choices your attributes, goals and values could influence may be the type of entrepreneurial opportunities you may pursues in the future; the decision to start (or not to start) a venture; the decision to engage (or not engage) in entrepreneurial behaviour within an established organization; the decision to work (or not to work) in the field of innovation.
· Your legacy statement as an entrepreneur.
·
What do I know? Reflections on your potential and capacity for innovation and entrepreneurship (including future growth) ...
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
4. Organization
We help companies use their knowledge
resources more efficiently for sustainable
business success.
We offer seminars on social business,
collaboration, open innovation and
design thinking.
5. About me
Self-employed creativity and
innovation consultant since 2011,
since 2013 operating as Ideara.
Benny Stein
Vision: Creating of new, unusual things
6. About you
Questions to orient yourself
Who am I?
How do I earn my living?
Which experience do I have with
innovation?
What do I expect from this workshop?
7. Quote
“Never doubt that a small group of
committed people can change the world.
Indeed it is the only thing that ever has.”
- Margaret Mead
11. Brain Teaser
To warm up your brain:
Find 5 ways to check whether the light of a
fridge is off when you close it‘s door!
Why did it take the fax machine 5 years to
become successful?
12. Definition of „innovation“
Definition: „First-time usage of a problem
solution“
Innovation:
New product
New service
New process
New way of thinking
Difference to idea and invention?
13. Definition of „culture“
Definition: „Pattern of shared basic
assumptions“ (Annahmen)
These assumptions need to be:
Valid (enough)
Made visible („corporate identity“,
structures, processes)
Lived and taught to new members
Difference to climate?
14. Innovation culture
We combine:
Innovation: New ways of problemsolving
+
Culture: Pattern of shared assumptions
=
Innovation culture: „A pattern of shared
assumptions to enable new ways of
problemsolving.“
15. Innovation culture
Most important assumptions of a culture of
innovation:
We need innovation in order to survive.
We support innovative behaviour, provide
resources for it and tolerate mistakes.
16. Composition of a creative team
Crucial questions
Which persons are needed? Whose point
of view is truly relevant for the process?
Who is the end-user?
Who uses similar products?
Who will buy it?
17. Composition of a creative team
Main groups
End-users
Customers
Theoreticians
Experts, „nerds“
Contrarians („Querdenker“)
Uncomfortable persons that give you
impulses
Avoid the „comfortable clone syndrome“!
18. Composition of a creative team
We need to cover:
Inside view
Outside
view
Process
moderation
Creative
team
19. Exercise: Insiders and outsiders
Co-workers New customers Companies with the
same target group
(no competitor)
Competitors Marketing unit Branch experts
Teenagers R&D unit Trainees
Regular customers Students Suppliers
Canteen personal Cooperation partners CEO
Associate the following groups: Insider or outsider?
20. Classification Insider - OutsiderKnowledgeofthetrade
(Branchenkenntnis)
Yes
• Companies with the same
target group
• Competitors
• Suppliers
• Cooperation partners
• Regular customers
• Branch experts
• Co-workers
• Marketing unit
• R&D unit
• CEO
• Canteen personal
• Trainee
No
• New customers
• Students
• Teenagers
• (Trainee)
No Yes
Belonging to the company
23. Obstacles and barriers
Implementing a new culture means
overcoming the old one.
Common barriers:
Organizational
Peer group
Cultural
Leadership
Personal
24. We remember
Assumptions of (a new) culture need to be:
Valid
Made visible
Lived and taught to new members
27. Organizational barriers
Cause: Organizational structure and
conditions
Time pressure
Lack of resources (money, machines,
personal, …)
Long chain of command, over-
formalization of processes
Exceeding workload
Centralized knowledge
28. A short story
Employee on the 5th level of
hierarchy:
„I‘ve got a good idea which will
help to develop our company a lot“
He has to take the chain of
command and tells his superior.
29. A short story
The superior on the 4th level of hierarchy:
„His idea is good. It will help to develop our
company a lot!
But wait… if I told my superior about that
idea, what will he think?
He might think, this employee has to earn a
preferment. I will lose power!
And by the way… the employee is good at
his actual workplace… I don‘t want to lose
him and train somebody new into it!“
30. A short story
The superior on the 3rd level of hierarchy:
„This employee‘s idea is good. It will help to
develop our company a lot!
But wait… it would concern many units and
lead to a big change. That is too much effort
and I don‘t want to be responsible if it
doesn‘t work out!
31. A short story
The top management, 1st level of hierarchy:
„We started our new innovation program
three months ago… why don‘t we get new
ideas?“
33. Work environment
It should be:
Inspiring
Inviting
Allowing communication
Providing possibilities of retreat
34. Exercise/ Homework: Collage
Step 1: Collect all magazines, catalogues,
prospects, travel guides and pictures you
can get
Step 2: Grab a big piece of paper, scissors
and glue and model your dream work
environment
Also works to visualize the reward of a
competition.
36. Peer group barriers
Cause: Interpersonal processes
Social conflicts
Group pressure, tendencies of
normalization
Too homogeneous work groups
(comfortable clonde syndrome)
39. Exercise: Defining culture types
Step 1: Look at your worksheet.
Step 2: Answer the questions by marking
where you see your (future) company.
40. Culture types
Stable: Past-orientated, introverted, tries to
keep the status quo, avoids risks
Reactive: Present-orientated, introverted,
accepts little risks and deviation from the
status quo
Anticipative: Present-orientated, takes
calculable risks in known environments
Explorative: Future-orientated, extraverted,
assesses chance and risk
Creative: actively searches for a new
future and changes, extraverted, takes
unfamiliar risks
41. Cultural barriers
Cause: Unsuitable culture
High need for secureness
Risk-avoiding
Little tolerance for mistakes
Lack of artefacts
Different underlying assumptions and
espousing values
48. Leadership and personal barriers
Personal barriers
Cause: Personal doubts
Persons perceive themselves as uncreative
No intrinsic motivation
Leadership barriers
Cause: Lack of trust, centralization of power
Exceeding control, little delegation
No setting of extrinsic incentives
50. Innovation roles
Creative genius
Key person in the actual development of
new ideas
Often bridges the gap between company
and customer, connecting an inside with
an an outside view
The creative mind, „idea generator“.
51. Innovation roles
Innovation champion
Influences, encourages, promotes and
supports innovation
They are usually the interface between a
company‘s strategy and it‘s operational
business
The practitioner.
52. Innovation roles
Innovation leader
Defines the core structures
Defines basic operations of an
organization
Sets the general focus on innovation
The strategic planner.
53. Exercise: 10 statements
Step 1: Build teams (maximum: 6 teams)
Step 2: You get 5 red, blue and green pins
Red: Creative geniuses
Blue: Innovation champions
Green: Innovation leaders
Step 3: Assign them to the statements on
your worksheets (1 pin per statement)
54. Exercise: Balancing innovation roles
Step 1: Take your 15 pins (5 red, green and
blue)
Step 2: Model the perfect balance of the
three roles by adding/ taking away the pins
you (don‘t) need.
Example: 1 genius, 5 champions, 3 leaders
55. Innovation motor
Greatest motor of innovation:
Talent
Beware: Creativity is NOT intelligence.
It‘s not necessarily from within the branch.
Example: Sony hired an opera singer with a
phenomenal hearing to increase their product‘s
audio engineering.
56. Characteristics of „talent“
Look for people with these attitudes:
Divergent thinking
Fluent generation of ideas
Ability to elaborate and refine their results
And most important:
Obsession for what they do
57. Cost of talent
Amount of professional experience, degrees, inflexibility, …
Cost to get
the talent
58. Innovation motor
So when‘s the best time to get talent?
As early as possible!
(Including schools and universities.)
Innovation capability means
Human Resources
62. Rewarding success
Money is not the only possible reward.
What about fulfilling a dream?
Which of your dreams is worth to win the
„ideation contest“ of your company?
A travel? A new lawn moyer? A language
course? A newspaper abonnement?
Be creative!
67. Exercise: Modeling com. structures
Step 1: Build teams of at least 4 persons. One
of you is your chief. Mark him somehow.
Step 2: You get twines. Each of them is a
communication link.
Step 3: Model the most ineffectual
communication structure you can think of.
Step 4: Now model your most effective
communication structure.
68. Communication structure
Lessons:
The most ineffectual communication = no
communication
The best form: (Controlled) communication
with everyone
… leading to „dare to share“
69. Innovation lab
A company grants users access to some of
their resources, like raw intern ideas, source
code or even a real test lab.
What it gets in return:
New ideas
Advertisement
Direct contact to talent
Customers who developed „their“ product
71. Work-life-balance
Even the most creative minds need time to
refresh their batteries.
Why don‘t you plan their vacation?
Disentangle them from their work for a while
and give them one mission:
Find something cool for our company!
73. Tools
Access to information
Access to resources of innovation
Tools of analyzation, measurement,
improvement
Creativity methods
74. 7 steps of prototyping
1. On an A4 page: Describe a short practical
test.
2. Collect disposable material the cheapest
way.
3. Find a partner/ customer who provides a
testing area and will be a critical voice.
4. Fix a date for the test run (within 5 days).
75. 7 steps of prototyping
5. Do the test as soon as possible.
6. Document and analyze your results.
7. Fix the date for the next test run. It should
be within 5-10 days.
76. Quotes
“Effective prototyping may be the most
valuable core competence an innovative
organization can hope to have.”
- Michael Schrage
„Fail faster. Succeed Sooner.”
- David Kelley
77. How to measure „innovation culture“
Indicators:
Output of ideas and innovation
Espousing values and assumptions have
been internalized
Visible artefacts
Perceived image
Regularity of innovation happenings
79. A few tips
…when trying to implement a new culture
The change must be supported by
management and employees. Let them
create the culture together.
People seek secureness, new things scare
them. Therefore, implementation needs
time.
The new culture must be visible, valid and
internalized.
80. Reactions towards a new culture
Innovators
Early
adopters
Late
adopters
Resistors
People of the organization
82. Closing remark
„Excellence in innovation.
We can’t all be Apple or Cirque du Soleil or
Basement Systems Inc.
But we can damn well die trying.”
- Tom Peters
86. Anstehende Veranstaltungen
13.08.2013: Ideenworkshop 4x3 in Berlin
28.08.2013: Ideenworkshop 4x3 in Berlin
19./20.09.2013: Praxis-Seminar Zusammenarbeit
im digitalen Zeitalter
17./18.10.2013: Praxis-Seminar Open Innovation
13./14.02.2014: Praxis-Seminar Open Innovation