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Innovation Mavericks meet Corporate Rebels
The document discusses the importance of innovation and leadership within organizations, emphasizing the need for mavericks and rebels to drive change. It outlines various concepts related to innovation management, including internal and external challenges, methods for fostering creativity, and the role of leaders as protagonists. Additionally, it addresses the myths surrounding open innovation and the necessity of nurturing change agents within companies to ensure organizational growth and resilience.
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Innovation Mavericks meet Corporate Rebels
- 1. Innovation Mavericks MeetCorporate Rebels @petervan
- 7. Buckminster Füller “Iwill make my life an experiment”
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- 10. Inspire other people to dream
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- 17. Thinker – Creator– Sensemaker
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- 24. “The lack ofoptions is the opposite of freedom of choice” Rune Kvist Olsen
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- 33. QWAN Quality WithoutA Name
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- 40. Discover Orient Discover Evangelize Orient Idea Mgt POC Incubate Implement Innovation at SWIFT 40
- 41. Idea Mgt DiscoverOrient Evangelize POC Incubate Implement internal external CHALLENGES GARDENS INNOTRIBE.COM SCOUTING Others’ Markets Innovation at SWIFT 41 STAFF PARTNERS MEMBERS LABS EVENTS BRAND RECOGNITION Internal Ventures/Prod Mgt External Ventures/Spin-Off Our Existing Market Our New Markets Others’ Markets EXTERNAL INSOURCING DROP
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- 44. Closer to theCore
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- 46. Maturing 46 Business Model Canvas Storytelling Pitching Governance Strategic Alignment
- 47. Communities 47 Federation Accelerators Generation 2020 Heads Innovation Wholesale G-Score Method Enablers Disruption Management Innovation Index & Benchmark
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- 49. We are notin the Events business
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- 54. Creating Spaces where People come Alive
- 60. Innotribe @ Sibos2014 Crypto Currency Network Effects Innovation Index Fintech Ecosystem Innotribe Stand Networking
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- 67. Myth of NORULES
- 69. Rules of Engagement– Methods – Culture - People Rules No Rules ?
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- 82. 10 QUESTIONS HowReal is Your Innovation? http://petervan.wordpress.com/2013/06/08/10-questions-to-assess-your-innovation-efforts/
- 83. 10 QUESTIONS CEOSerious About Innovation? http://www.golocalworcester.com/business/saul-kaplan-is-your-ceo-serious-about-innovation-ask-10-questions/
- 84. Myth of OPENINNOVATION
- 85. This is theproblem… internal external Others’ Markets Innovation at SWIFT 85 STAFF PARTNERS MEMBERS CHALLENGES GARDENS LABS INNOTRIBE.COM SCOUTING EVENTS BRAND RECOGNITION Internal Ventures/Prod Mgt External Ventures/Spin-Off Our Existing Market Our New Markets Others’ Markets EXTERNAL INSOURCING DROP
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- 87. NOBODY HAS ACLUE
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- 90. Clarity Vision andIntention What it enables Focus Execute Ship Get OUT of the Sandbox
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- 93. Engines of Innovation Execution Engine Catalising Engine Behaviour Engine
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- 95. See Book “TheLean Start-Up” by Eric Ries Customers + Marketing + IT + Catalyser 6 months to paid version in hands customer 3 weeks progress cycles No progress > stop
- 97. “There is onemore thing” Steve Jobs
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- 100. NOT ABOUT IdeaGeneration Processes Tricks Events Incentives Budgets
- 101. ABOUT Creative, riskypeople Mavericks, Rebels, Beyonders, Bravery Tolerated Accepted Encouraged
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- 105. Stop Saying No "Companies need to stop saying no to employees who could take their ideas elsewhere." Haydn Shaughnessy
- 106. Nurture Rebels "Ifyou don't nurture the people that want to change your organization from within, they'll do it from without, by attacking you” Haydn Shaughnessy
- 108. He said: “Laura, you are successful when in 3 months time there are 70,000 people at my door complaining what this bloody women is doing in my company!”
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- 112. “To rebel isto push against something. To lead is to advocate for an idea. To rebel is to say “heck no.” To lead is to say “we will.” To rebel is to deny the authority of others. To lead is to invoke your own authority. A protagonist is a principal champion of a cause or program or action. The protagonist does not wait for permission to lead, innovate, or strategize. They do what is right for the firm, without regard to status. Their goal is to do what’s good for the whole. Nilofer Merchant We are Protagonists
- 113. Rebel/Protagonist • Principalchampion of a program or cause or action • You do not wait for permission to lead, innovate, strategize • You are Responsible, Do what is right • You aim for Greatness, Healthy Fire, Worthiness • You name things others don’t see yet • You point to new horizons • Without you, the storyline never changes
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- 117. Daring to beGreat “Every leader, at some point in their career, decides whether or not to do the hard work of pursuing greatness. It’s a choice that’s not about satisfying their ego, but about holding themselves and their ambitions to a more enlightened standard of leadership. And it requires the worthy work of showing up as their best self every day, and making a lasting positive impact on their people, teams, customers—even society.” Keith Yamashita – SY Partners
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- 121. SHOWING UP INYOUR ONENESS
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- 125. YOU ARE RESPONSIBLE • For yourself • For others • For your/our work • For your/our organization • For your/our network • For the whole
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- 127. Challenges • OrganizationalAnti-Bodies • Move beyond the Myths • Act like a swarm that infects at scale • Activate people from idea to doing • Optimize swarm for speed, trust, scale • Inclusion of everybody • Keep ONE value set and value base • Stay kind and respectful • Stay relentless and persistent • Stand for your true self, every day again
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