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Innovation Training

The document provides an overview of innovation training. It begins with definitions of creativity and innovation. It then discusses factors that influence team innovation, including task, group composition, environment, and process. The document also outlines the organizational innovation radar, which consists of 4 key business anchors: offerings, customers, processes, and presence. For each anchor, the document describes different types of innovation, such as developing new products/services, identifying new customer needs, redesigning processes, and creating new distribution channels. Finally, it discusses additional innovation types like platforms, solutions, customer experience, value capture, and organizational structure.

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INNOVATION TRAINING Prepared by Youssef Gaboune, Isam Faik & Hajar Bensghir
OUTLINE
OUTLINE
1- DEFINITIONS CREATIVITY INNOVATION is the ability of Is the process by conceiving which we create and something original act on ideas that or unusual. have value.
1- DEFINITIONS “ INNOVATION is the successful implementation of new ideas in any aspect of a business.”
VIDEO 1 What is Innovation? (1min20) http://youtu.be/5Uh1KxcpWz0
VIDEO 2 Creativity vs Innovation De Bono (2min46) http://youtu.be/eWM1PK2XrJ4
Innovations can be hard to identify This “telephone” has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” Western Union internal memo, 1876.
Innovations can be hard to identify “I think there is a world market for maybe 5 computers.” Thomas Watson, Chairman IBM, 1943
Innovations can be hard to identify “There is no reason why anyone would want a computer in their home.” Ken Olson, president, chairman and founder of Digital Equipment Corporation, 1977.
5 Myths about Innovation Birkinshaw et al 2011
5 Myths of Innovation Research was conducted over a three-year period in cooperation with a group of leading companies.The participants came from various sectors: consumer products (Mars, Sara Lee, Best Buy, Whirlpool), pharmaceuticals (Roche Diagnostics, GSK), broadcasting (BBC), energy (BP), information and com- munication technology (BT, IBM), business information (Thomson Reuters) — as well as two banks that were at the center of the recent financial crisis (UBS and RBS). We could have excluded them http://www.istockphoto.com/stock-photo-1931448-research.php?st=187d274 from the study, but they faced distinctive challenges that significantly enriched the study. We interviewed a total of 54 people, some of them several times, in these companies, and we wrote up detailed case studies about six of the companies (Mars, Roche, GSK, IBM, BT and UBS). Birkinshaw et al 2011
5 myths about innovation 1. Eureka moment 2. Build IT and they will come 3. Open innovation is the future 4. Pay is paramount 5. Bottom-up innovation is best NOTE: Details in the MIT Innovation Report Birkinshaw et al 2011 15
5 Myths of Innovation Birkinshaw et al 2011
1250 Company Leaders 60 countries
Many Industries see significant pressure for both process innovation and radical innovation
INNOVATION SURVEY 300 companies http://www.wowgreatidea.com/articles/7_PWCInnovationSurvey.pdf
Answer this question in small groups (10-15mins) What changes would most effectiveley improve your organisation’s ability to innovate?
What changes would most effectiveley improve your organisation’s ability to innovate?
Answer this question in small groups (10-15mins) From what sources do you get ideas for new services?
From what sources do you get ideas for new services?
Answer this question in small groups (10-15mins) What mechanisms exist to share, debate and develop ideas?
What mechanisms exist to share, debate and develop ideas?
In a business context, what do you understand the term innovation to mean?
TOP 3 Most important capabilities for innovation
TOP 10 Fundamental Characteristics of Innovative Organizations
VIDEO 3 Creative Commercial http://youtu.be/2T1_VB1FqRU
NOTES The challenges you face are very complex and are likely to have been explored by predecessors. You will have a higher likelihood of success at solving such complex, difficult, and already-examined problems by intentionally assembling the right team of people. This team will work best if it consists of a core group of 3-8 individuals, one of whom is the facilitator. By mixing different disciplinary and educational backgrounds, you will have a better chance of coming up with unexpected solutions when these people approach problems from different points of view.
NOTES Having a separate project space allows the team to be constantly inspired by imagery from the field, immersed in their post-it notes, and able to track the progress of the project. If possible, find a dedicated space for your design team to focus on the challenge.
NOTES Many people notice that they work best with deadlines and concrete timelines. Likewise, an innovation project with a beginning, middle, and end is more likely to keep the team motivated and focused on moving forward.
Human-Centered Design (HCD) is a process and a set of techniques used to create new solutions for the world. Solutions include products, services, environments, organizations, and mode of interaction.
The Human Centered Design Process uses 3 LENSES
The Desirability Lens We seek to listen to and understand what customers want.
The Feasability Lens
The Viability Lens
OUTLINE
4- TEAM INNOVATION Source: West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
4- TEAM INNOVATION Process Task Group Environ- Compos- ment ition Source: West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
4- TEAM INNOVATION TASK Should be Intrinsically motivating Team members autonomy Significant Appropriate to achieving goals West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
3- TEAM INNOVATION Group Composition Team of individuals who demonstrate high levels of ‘openness’ Barrick, M.R., Stewart, G.L., Neubert, M.J., Mount, M.K. (1998) Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377–91.
3- TEAM INNOVATION Group Composition A team of individuals with different backgrounds and diverse range of skills is more innovative Desivilya et al. , Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship conflict, Negotiation and Conflict Management Research, 3(1)
33- TEAM INNOVATION Environment Extrinsic rewards have a positive effect on enhancing the innovating spirit within a team Eisenberger, R. and Cameron, J. (1996) Detrimental effects of reward: Reality of myth? American Psychologist, 51(11), 1153–66
3- TEAM INNOVATION Environment Optimal Climate for innovation: challenge, encourag ement, and work group support Amabile, T.M. Conti, R., Coon, H., Lazenby, J., and Herron, M. (1996) Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–84
3- TEAM INNOVATION Process Reflexivity has been found to be a “Team reflexivity is the extent key factor enhancing to which team members collectively reflect upon the innovation among team team’s objectives, strategies members and processes as well as their wider organizations, and adapt to them accordingly” West, M.A. (2000) Reflexivity, revolution, and innovation in work teams.) Advances in Interdisciplinary Studies of Work Teams: Product Development Teams Stamford, Connecticut: JAI Press. (pp. 1–29)
OUTLINE
4.1 The Organizational Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
4.1 The Innovation Radar 7 6 5 4 3 2 1 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
4.1 The Innovation Radar 58 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
4.1 The Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
The Innovation Radar consists of 4 key business anchors 1 4 2 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar 1 OFFERINGS (WHAT) A COMPANY CREATES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar 1 OFFERINGS (WHAT) Develop innovative new products or services Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar CUSTOMERS (WHO) 2 IT SERVES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
The Innovation Radar CUSTOMERS (WHO) Discover unmet 2 customer needs or identify underserved customer segments. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
The Innovation Radar PROCESSES (HOW) IT EMPLOYS 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar PROCESSES (HOW) Redesign core operating processes to improve efficiency and effectiveness. 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar PRESENCE (WHERE) TO TAKE 4 OFFERINGS TO MARKET Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
The Innovation Radar PRESENCE (WHERE) Create new distribution 4 channels or innovative points of presence. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar OFFERINGS (WHAT) PLATFORM PLATFORM is a set of common components, assembly methods or technologies that serve as building blocks for a portfolio of products or services. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar OFFERINGS (WHAT) PLATFORM PLATFORM Use common components or building blocks to create derivative offerings. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar OFFERINGS (WHAT) SOLUTIONS PLATFORM customized, integrated SOLUTIONS combination of products, services and information that solves a customer problem Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar OFFERINGS (WHAT) PLATFORM SOLUTIONS SOLUTIONS Create integrated and customized offerings that solve end-to-end customer problems. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar CUSTOMER EXPERIENCE everything a customer sees, hears, feels and otherwise experiences CUSTOMERS while inter- acting with (WHO) a company at all CUSTOMER moments. EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar CUSTOMER EXPERIENCE Redesign customer interactions across CUSTOMERS all touch points and (WHO) all moments of contact. CUSTOMER EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar VALUE CAPTURE Mechanism that a company uses to recapture the value it CUSTOMERS creates (WHO) CUSTOMER EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar VALUE CAPTURE Redefine how company gets paid CUSTOMERS or create innovative (WHO) new revenue CUSTOMER streams. EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar ORGANIZATION The way in which a company structures itself, its partnerships and its employee roles and responsibilities ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar ORGANIZATION Change form, function or activity scope of the firm. ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar SUPPLY CHAIN The sequence of activities and agents that moves goods, services and information from source to delivery of SUPPLY products and services CHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar SUPPLY CHAIN Think differently about sourcing and fulfillment. SUPPLY CHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar NETWORKING A company and its NETWORKING products and services are connected to PRESENCE customers through a (WHERE) network that can sometimes become part of the firm’s competitive advantage. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar NETWORKING Create network- NETWORKING centric intelligent and integrated offerings. PRESENCE (WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar BRAND BRAND the symbols, words or NETWORKING marks through which a company communi- PRESENCE cates a promise to (WHERE) customers Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar BRAND BRAND Leverage a brand NETWORKING into new domains. PRESENCE (WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
4.1 The Innovation Radar EXAMPLE: Apple’s 1st IPod Apple attacked not only the offerings and platform dimensions but also the supply chain (content owners), presence (portability of a customer’s entire collection of music, photos and videos), networking (connecting with Mac or Windows computers), value capture (iTunes), customer experience (the complete iPod experience) and brand (extending the Apple brand).
4.2 ORGANIZATIONAL INNOVATION DIFFUSION MODEL Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
1 7 2 6 3 5 4 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
THE INNOVATION ADVOCATE is a person or people who foster and facilitate the creation and acceptance of innovation and its diffusion throughout an organization Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
1- INNOVATION ADOPTED AS A CORE VALUE 1 To move innovation from a talking point to a value set for which the organization is willing to make operational investments for long-term growth. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
2- COMMUNICATION STRATEGY 2 Communicate to employees that the organization not only values their ideas, but has a method by which to collect them and potentially transform them into reality. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
3- SYSTEM FOR CONSIDERING NEW IDEAS 3 Facilitates the removal of barriers that might otherwise have blocked an idea before it could reach the decision makers in leadership positions. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
4- FILTRATION The ideas are measured against how well they meet organizational objectives 4 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
5- BUY-IN Creation of communications that engage the intended audience toward innovation 5 initiatives. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
6- RESOURCE ALLOCATION To build multi- disciplinary teams for implementation 6 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
7- REFLECTION & REGENERATION Opportunity to learn from process 7 successes and identifies areas for improvement. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
OUTLINE
Group Activity 1
Group Activity Hand over devices to each team (or show them on the screen) and ask them to come up with one change they would like to see in the product and declare ( as a Team). This becomes their company product. Now the twist is that they make sales pitch with features that they would add to their product in ten years from now. As crazy ideas as possible.

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Innovation Training

  • 1.
    INNOVATION TRAINING Prepared byYoussef Gaboune, Isam Faik & Hajar Bensghir
  • 2.
  • 3.
  • 4.
    1- DEFINITIONS CREATIVITY INNOVATION is the ability of Is the process by conceiving which we create and something original act on ideas that or unusual. have value.
  • 5.
    1- DEFINITIONS “INNOVATION is the successful implementation of new ideas in any aspect of a business.”
  • 6.
    VIDEO 1 What isInnovation? (1min20) http://youtu.be/5Uh1KxcpWz0
  • 9.
    VIDEO 2 Creativity vsInnovation De Bono (2min46) http://youtu.be/eWM1PK2XrJ4
  • 10.
    Innovations can behard to identify This “telephone” has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” Western Union internal memo, 1876.
  • 11.
    Innovations can behard to identify “I think there is a world market for maybe 5 computers.” Thomas Watson, Chairman IBM, 1943
  • 12.
    Innovations can behard to identify “There is no reason why anyone would want a computer in their home.” Ken Olson, president, chairman and founder of Digital Equipment Corporation, 1977.
  • 13.
    5 Myths aboutInnovation Birkinshaw et al 2011
  • 14.
    5 Myths ofInnovation Research was conducted over a three-year period in cooperation with a group of leading companies.The participants came from various sectors: consumer products (Mars, Sara Lee, Best Buy, Whirlpool), pharmaceuticals (Roche Diagnostics, GSK), broadcasting (BBC), energy (BP), information and com- munication technology (BT, IBM), business information (Thomson Reuters) — as well as two banks that were at the center of the recent financial crisis (UBS and RBS). We could have excluded them http://www.istockphoto.com/stock-photo-1931448-research.php?st=187d274 from the study, but they faced distinctive challenges that significantly enriched the study. We interviewed a total of 54 people, some of them several times, in these companies, and we wrote up detailed case studies about six of the companies (Mars, Roche, GSK, IBM, BT and UBS). Birkinshaw et al 2011
  • 15.
    5 myths aboutinnovation 1. Eureka moment 2. Build IT and they will come 3. Open innovation is the future 4. Pay is paramount 5. Bottom-up innovation is best NOTE: Details in the MIT Innovation Report Birkinshaw et al 2011 15
  • 16.
    5 Myths ofInnovation Birkinshaw et al 2011
  • 17.
  • 18.
    Many Industries seesignificant pressure for both process innovation and radical innovation
  • 19.
    INNOVATION SURVEY 300 companies http://www.wowgreatidea.com/articles/7_PWCInnovationSurvey.pdf
  • 20.
    Answer this questionin small groups (10-15mins) What changes would most effectiveley improve your organisation’s ability to innovate?
  • 21.
    What changes wouldmost effectiveley improve your organisation’s ability to innovate?
  • 22.
    Answer this questionin small groups (10-15mins) From what sources do you get ideas for new services?
  • 23.
    From what sourcesdo you get ideas for new services?
  • 24.
    Answer this questionin small groups (10-15mins) What mechanisms exist to share, debate and develop ideas?
  • 25.
    What mechanisms existto share, debate and develop ideas?
  • 26.
    In a businesscontext, what do you understand the term innovation to mean?
  • 27.
    TOP 3 Most important capabilities for innovation
  • 28.
    TOP 10 Fundamental Characteristics of Innovative Organizations
  • 29.
    VIDEO 3 Creative Commercial http://youtu.be/2T1_VB1FqRU
  • 31.
    NOTES The challenges youface are very complex and are likely to have been explored by predecessors. You will have a higher likelihood of success at solving such complex, difficult, and already-examined problems by intentionally assembling the right team of people. This team will work best if it consists of a core group of 3-8 individuals, one of whom is the facilitator. By mixing different disciplinary and educational backgrounds, you will have a better chance of coming up with unexpected solutions when these people approach problems from different points of view.
  • 32.
    NOTES Having a separateproject space allows the team to be constantly inspired by imagery from the field, immersed in their post-it notes, and able to track the progress of the project. If possible, find a dedicated space for your design team to focus on the challenge.
  • 33.
    NOTES Many people noticethat they work best with deadlines and concrete timelines. Likewise, an innovation project with a beginning, middle, and end is more likely to keep the team motivated and focused on moving forward.
  • 34.
    Human-Centered Design (HCD) isa process and a set of techniques used to create new solutions for the world. Solutions include products, services, environments, organizations, and mode of interaction.
  • 35.
    The Human CenteredDesign Process uses 3 LENSES
  • 36.
    The Desirability Lens Weseek to listen to and understand what customers want.
  • 37.
  • 38.
  • 42.
  • 43.
    4- TEAM INNOVATION Source:West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
  • 45.
    4- TEAM INNOVATION Process Task Group Environ- Compos- ment ition Source: West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
  • 46.
    4- TEAM INNOVATION TASK Should be Intrinsically motivating Team members autonomy Significant Appropriate to achieving goals West, Michael A. and SACRAMENTO, C.A. (2006). Flourishing teams: developing creativity and innovation. IN: Creative Management and Development. Henry, J. (ed.) London: Sage
  • 47.
    3- TEAM INNOVATION Group Composition Team of individuals who demonstrate high levels of ‘openness’ Barrick, M.R., Stewart, G.L., Neubert, M.J., Mount, M.K. (1998) Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377–91.
  • 48.
    3- TEAM INNOVATION Group Composition A team of individuals with different backgrounds and diverse range of skills is more innovative Desivilya et al. , Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship conflict, Negotiation and Conflict Management Research, 3(1)
  • 49.
    33- TEAM INNOVATION Environment Extrinsic rewards have a positive effect on enhancing the innovating spirit within a team Eisenberger, R. and Cameron, J. (1996) Detrimental effects of reward: Reality of myth? American Psychologist, 51(11), 1153–66
  • 50.
    3- TEAM INNOVATION Environment Optimal Climate for innovation: challenge, encourag ement, and work group support Amabile, T.M. Conti, R., Coon, H., Lazenby, J., and Herron, M. (1996) Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–84
  • 51.
    3- TEAM INNOVATION Process Reflexivity has been found to be a “Team reflexivity is the extent key factor enhancing to which team members collectively reflect upon the innovation among team team’s objectives, strategies members and processes as well as their wider organizations, and adapt to them accordingly” West, M.A. (2000) Reflexivity, revolution, and innovation in work teams.) Advances in Interdisciplinary Studies of Work Teams: Product Development Teams Stamford, Connecticut: JAI Press. (pp. 1–29)
  • 52.
  • 56.
    4.1 The Organizational Innovation Radar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 57.
    4.1 The InnovationRadar 7 6 5 4 3 2 1 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 58.
    4.1 The InnovationRadar 58 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 59.
    4.1 The InnovationRadar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, Winter 2011
  • 60.
    The Innovation Radarconsists of 4 key business anchors 1 4 2 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 61.
    4.1 The InnovationRadar 1 OFFERINGS (WHAT) A COMPANY CREATES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 62.
    4.1 The InnovationRadar 1 OFFERINGS (WHAT) Develop innovative new products or services Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 63.
    4.1 The InnovationRadar CUSTOMERS (WHO) 2 IT SERVES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 64.
    The Innovation Radar CUSTOMERS (WHO) Discover unmet 2 customer needs or identify underserved customer segments. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 65.
    The Innovation Radar PROCESSES (HOW) IT EMPLOYS 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 66.
    4.1 The InnovationRadar PROCESSES (HOW) Redesign core operating processes to improve efficiency and effectiveness. 3 Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 67.
    4.1 The InnovationRadar PRESENCE (WHERE) TO TAKE 4 OFFERINGS TO MARKET Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 68.
    The Innovation Radar PRESENCE (WHERE) Create new distribution 4 channels or innovative points of presence. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 69.
    4.1 The InnovationRadar OFFERINGS (WHAT) PLATFORM PLATFORM is a set of common components, assembly methods or technologies that serve as building blocks for a portfolio of products or services. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 70.
    4.1 The InnovationRadar OFFERINGS (WHAT) PLATFORM PLATFORM Use common components or building blocks to create derivative offerings. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 71.
    4.1 The InnovationRadar OFFERINGS (WHAT) SOLUTIONS PLATFORM customized, integrated SOLUTIONS combination of products, services and information that solves a customer problem Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 72.
    4.1 The InnovationRadar OFFERINGS (WHAT) PLATFORM SOLUTIONS SOLUTIONS Create integrated and customized offerings that solve end-to-end customer problems. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 73.
    4.1 The InnovationRadar CUSTOMER EXPERIENCE everything a customer sees, hears, feels and otherwise experiences CUSTOMERS while inter- acting with (WHO) a company at all CUSTOMER moments. EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 74.
    4.1 The InnovationRadar CUSTOMER EXPERIENCE Redesign customer interactions across CUSTOMERS all touch points and (WHO) all moments of contact. CUSTOMER EXPERIENCE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 75.
    4.1 The InnovationRadar VALUE CAPTURE Mechanism that a company uses to recapture the value it CUSTOMERS creates (WHO) CUSTOMER EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 76.
    4.1 The InnovationRadar VALUE CAPTURE Redefine how company gets paid CUSTOMERS or create innovative (WHO) new revenue CUSTOMER streams. EXPERIENCE VALUE CAPTURE Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 77.
    4.1 The InnovationRadar ORGANIZATION The way in which a company structures itself, its partnerships and its employee roles and responsibilities ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 78.
    4.1 The InnovationRadar ORGANIZATION Change form, function or activity scope of the firm. ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 79.
    4.1 The InnovationRadar SUPPLY CHAIN The sequence of activities and agents that moves goods, services and information from source to delivery of SUPPLY products and services CHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 80.
    4.1 The InnovationRadar SUPPLY CHAIN Think differently about sourcing and fulfillment. SUPPLY CHAIN ORGANIZATION PROCESSES Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways (HOW) for Companies to Innovate; MIT Sloan Management Review, 2011
  • 81.
    4.1 The InnovationRadar NETWORKING A company and its NETWORKING products and services are connected to PRESENCE customers through a (WHERE) network that can sometimes become part of the firm’s competitive advantage. Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 82.
    4.1 The InnovationRadar NETWORKING Create network- NETWORKING centric intelligent and integrated offerings. PRESENCE (WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 83.
    4.1 The InnovationRadar BRAND BRAND the symbols, words or NETWORKING marks through which a company communi- PRESENCE cates a promise to (WHERE) customers Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 84.
    4.1 The InnovationRadar BRAND BRAND Leverage a brand NETWORKING into new domains. PRESENCE (WHERE) Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 85.
    4.1 The InnovationRadar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 86.
    4.1 The InnovationRadar Source: Sawhney M., Wolcott R.C., Arroniz I.; The 12 Different Ways for Companies to Innovate; MIT Sloan Management Review, 2011
  • 87.
    4.1 The InnovationRadar EXAMPLE: Apple’s 1st IPod Apple attacked not only the offerings and platform dimensions but also the supply chain (content owners), presence (portability of a customer’s entire collection of music, photos and videos), networking (connecting with Mac or Windows computers), value capture (iTunes), customer experience (the complete iPod experience) and brand (extending the Apple brand).
  • 88.
    4.2 ORGANIZATIONAL INNOVATION DIFFUSION MODEL Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 89.
    1 7 2 6 3 5 4 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 90.
    THE INNOVATION ADVOCATE isa person or people who foster and facilitate the creation and acceptance of innovation and its diffusion throughout an organization Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 91.
    1- INNOVATION ADOPTEDAS A CORE VALUE 1 To move innovation from a talking point to a value set for which the organization is willing to make operational investments for long-term growth. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 92.
    2- COMMUNICATION STRATEGY 2 Communicate to employees that the organization not only values their ideas, but has a method by which to collect them and potentially transform them into reality. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 93.
    3- SYSTEM FORCONSIDERING NEW IDEAS 3 Facilitates the removal of barriers that might otherwise have blocked an idea before it could reach the decision makers in leadership positions. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 94.
    4- FILTRATION The ideasare measured against how well they meet organizational objectives 4 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 95.
    5- BUY-IN Creation of communications thatengage the intended audience toward innovation 5 initiatives. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 96.
    6- RESOURCE ALLOCATION Tobuild multi- disciplinary teams for implementation 6 Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 97.
    7- REFLECTION &REGENERATION Opportunity to learn from process 7 successes and identifies areas for improvement. Source: http://www.core77designawards.com/wp-content/uploads/2011/07/Strategy-Student-e401-a.pdf
  • 98.
  • 99.
  • 100.
  • 101.
  • 102.
    Group Activity Hand overdevices to each team (or show them on the screen) and ask them to come up with one change they would like to see in the product and declare ( as a Team). This becomes their company product. Now the twist is that they make sales pitch with features that they would add to their product in ten years from now. As crazy ideas as possible.