This document discusses innovation and creativity in small businesses. It presents 9 hypotheses about factors that influence innovation. An empirical study was conducted to test the hypotheses. The main findings were:
1) Process innovation contributes most to success in small firms, and R&D innovation in medium/large firms.
2) Innovation is not correlated with a firm's age, but often starts early.
3) Creativity's role in innovation and success increases over a firm's lifecycle to compensate for bureaucracy.
4) Flexibility stimulates R&D innovation, while a mix of flexibility and control stimulates innovation in small firms.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
Intrapreneur is short for intracorporate entrepreneur, i.e. one who undertakes. The presentation contains WORK STRATEGIES THAT WORK. For people who don’t let bureaucratic barriers stop them from driving constructive change. Adapted from Deloitte Insights’ „Intrapreneurship in Government“.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
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
Intrapreneur is short for intracorporate entrepreneur, i.e. one who undertakes. The presentation contains WORK STRATEGIES THAT WORK. For people who don’t let bureaucratic barriers stop them from driving constructive change. Adapted from Deloitte Insights’ „Intrapreneurship in Government“.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
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
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Course Content:
Unit I: Introduction to Entrepreneurship: Entrepreneurs; entrepreneurial personality and intentions, characteristics, traits and behavioral; entrepreneurial challenges.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Demetris C. Hadjisofocli. This presentation provides some basic information on what is innovation and how it differentiates from Entrepreneurship. It gives a high level view on how Innovation processes should be approached within organizations to instill a culture of development and growth.
2. Quiz
• Which of these is NOT a type of an
innovation?
• Process Innovation
• Product Innovation
• Programme Innovation
• Service Innovation
• Social Innovation
3. • Which of these does NOT define
Innovation?
• The successful implementation of a
creation
• Act of conceiving or imagining something
original and generation of new ideas.
• The conception of a new idea,
transformed into an invention and
exploited as much as possible.
• Doing new things.
4. • Which of these is NOT listed as one of the
top innovative companies?
• Groupon
• Boeing
• Netflix
• Zynga
• Douglas Aircraft
5. Flow Of Presentation
• Introduction
• Innovation and Creativity as Success
factors
• Innovation, creativity and Personality
• Institutional aspects of Innovation
• An empirical check of the hypotheses
• Conclusions
6. Introduction
• Innovation – The successful implementation of a
creation (Heunks and Roos,1992)
• “Innovation is the process of change that creates
and grows wealth.” (Roger More, 2010)
• “Innovation is the implementation of something
new.”
• “Creativity is the capability or act of conceiving
something original or unusual.”
• “Invention is the creation of something that has
never been made before and is recognized as
the product of some unique insight.”
7. Innovation and Creativity as
Success factors
• Hypothesis 1
The success of a small firm, measured by
its growth, increasing productivity and
profits, depends on its innovation.
8. Innovation Process
Searching
Exploring
Committing
Realizing
Optimizing
• Framing the
inquiry
• Facilitating
creativity
• Identifying
Opportunitie
s
• Hunting and
Gathering
ideas
• Investigating
Ideas
• Selecting
promising
ideas
• Experimenti
ng to narrow
the field
• Validating
Ideas
• Preparing a
business
plan
• Influencing
Stakeholder
s
• Making
decisions
• Allocating
resources
• Sustaining
high
performing
team
• Managing
Process
• Managing
Political
Issues
• Timely
Results
• Assessing
value
created
• Realizing
Maximum
Value
• Improving
the
innovation
process
10. • New ideas are more relevant after a firm‟s
birth or start up stage.
• Reliance Industries V/s Bombay Dyeing
• Boeing V/s Douglas Aircraft
• Marriott V/s Howard Johnson's
• Merck V/s Pfizer
11. Hypothesis 3
• Innovation and success of a small firm
depend on creativity, particularly after start
up stage.
12. Innovation, creativity and
Personality
• If creativity as a matter of divergent
thinking has to result in innovation, it has
to be followed by convergent thinking
14. Characteristics of Creative people
• Have knowledge of their specialty
• Be extravert, sensitive to problems and
highly motivated
• Be independent, persistent, self confident
and skeptical
• Take risks, be open to new ideas and
tolerate ambiguity
• Be flexible in combining things and
synthesize information
15. Characteristics of Innovative
Entrepreneurs
• Have high level of knowledge
• Sociable, embrace challenges and be energetic
• Independent, persistent, self confident and
optimistic
• Take calculated risks and be open to new ideas
• Be flexible and creative
• Desire responsibility, need achievement, value
money and have a future orientation
• Be a dynamic leader, take initiative and have
organizing skills
16. Hypothesis 5
• Creativity and Innovation tend to share
some personal backgrounds, like a high
level of education, extraversion,
acceptance of challenges, a need for
independence, self confidence, risk taking
and flexibility.
17. Hypothesis 6
• Innovation has some specific personal
backgrounds, particularly a future
orientation and leadership affinities.
18. Institutional aspects of innovation
• Innovation is the characteristic of an
organization, its members and its context.
• Innovation is the successful
implementation of a creation
• Institutional factors fostering innovation
are
Availability of qualified personnel
External information
External cooperation
External capital
19. Hypothesis 7
• Innovation depends on the availability of
external capital, information, cooperation
and qualified personnel.
20. Depending on the emphasis being laid on either
development or efficiency firms tend to be
innovative or positional type.
Rizzoni found 6 types of small firms depending on
their orientation towards technological innovations.
1-2 traditional firms
3-4 cooperating firms
5-6 technology based firms
21. Comparison of small and large
firms
According to Hyvarinen: Large firms excel in all
kind of resources and knowledge, small firms tend
to excel in flexibility and to know how to use
creativity.
Large firms have material advantage and small
firms have behavioral advantage
22. Hypothesis 8
• Innovation in small firms profits their
flexibility and creativity, and in larger firms
more from the availability of resources like
external capital and qualified personnel.
23. According to Arrow less costly and more
original innovations will come from small
firms and those involving higher
development costs but less radical
departures in principle will come from larger
firms.
24. Hypothesis 9
• Innovation in small firms emphasizes new
products and processes whereas
innovation in larger firms emphasizes
more R&D
25. An empirical check of hypotheses
• Hypotheses 1 :- It proves that product innovation
hardly contributes to these aspect of success.
• Hypotheses 2:- Firms age does not co relate
with any kind of innovation.
• Hypotheses 3:- The growth is not particularly
stimulated by such an attitude.
• Hypotheses 4:- Is supported as far R&D
innovation is significantly related to combination
of flexibility and control
• Hypotheses 5:- Is supported by the fact that
innovation and creativity are more or less related
risk taking and flexibility.
26. • Hypotheses 6:- Innovation is increased more
than creativity by entrepreneur‟s future
orientation and by his wish for leadership.
• Hypotheses 7:- Innovation depends on
cooperation with other firms and on the
availability of external capital, but this regards
mainly marketing innovation.
• Hypotheses 8:- Support small firm profits from
flexibility and creativity and larger firms from
resources like capital and qualified personnel.
• Hypotheses 9:- Supports small firms on product
and process innovation and larger firm on R&D.
27. Conclusion
• Hypothesis 1
Small firms - Process innovation.
Medium firms - R&D Innovation.
• Hypothesis 2
There is no correlation between innovation and
age of the firm. However it is found that
innovation usually starts early in the firm‟s
lifecycle.
• Hypothesis 3
The role of creativity for innovation and success
increases during firm‟s life cycle. This is mainly to
compensate bureaucracy and stagnation.
28. • Hypothesis 4
R&D innovation is stimulated by flexibility.
In case of small firms it is stimulated by a
mix of flexibility and control
• Hypothesis 5
Creativity and innovation only share risk as
a personal background.
29. • Hypothesis 6
Innovation tends to have some specific
personal backgrounds like level of
education,
self-confidence,
future
orientation
and
leadership
affinity.
Similarly
creativity
has
specific
backgrounds too like acceptance of
challenges and entrepreneurship.
30. • Hypothesis 7
Marketing innovation is fostered by cooperation with other firms and availability of
external capital. External information stimulates
process and R&D innovation.
• Hypothesis 8
Innovation in small firms depends more on
entrepreneur's
characteristics
like
future
orientation, leadership etc
• Hypothesis 9
Medium and large scale firms show higher
levels of innovation than small firms.
31. Interpretation of Results
• Small firms show relatively less tendency to
innovate when compared to that of large firms.
• Innovation does not depend on the age of the
firm.
• Flexibility and Control are necessary to foster
innovation.
• The „opportunity‟ factor correlates fairly strongly
with innovation rather than the „desire‟ factor.
This means that adequately running a firm
depends more on opportunities and not on the
sheer desire to run a firm.