This document provides an overview of developing a culture of innovation within an organization. It outlines four phases of innovation: idea generation, idea elaboration, idea championing, and idea implementation. For each phase, examples are given of how specific companies like IDEO, Amazon, Apple, and 3M approach that phase. The document also discusses key aspects of culture that enable innovation, such as transparency, empowerment, and communication. It concludes by offering questions and techniques for assessing a company's current approach to innovation and brainstorming ways to improve.
The last essay in my Creativity & Innovation class (from my Master of Entrepreneurship and Innovation) is about what I have learnt and how my perceptions of creativity, entrepreneurship and innovation have changed.
I hope you get as much out of it as I did.
Enjoy.
Matt
There are many different
All too often, hastily planned brainstorming sessions bring up a lot of good ideas that somehow never get used, while the boring kinds of ideas you are trying to get away from seem to be used again and again. One reason for this is the lack of an innovation plan, according to Jeffrey Baumgartner.
The last essay in my Creativity & Innovation class (from my Master of Entrepreneurship and Innovation) is about what I have learnt and how my perceptions of creativity, entrepreneurship and innovation have changed.
I hope you get as much out of it as I did.
Enjoy.
Matt
There are many different
All too often, hastily planned brainstorming sessions bring up a lot of good ideas that somehow never get used, while the boring kinds of ideas you are trying to get away from seem to be used again and again. One reason for this is the lack of an innovation plan, according to Jeffrey Baumgartner.
I gave this talk + breakout sessions for the Hamburg chapter of the agile coaching circle. It´s on the product owners or product managers role and competencies.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
Entrepreneurial Development Course will strive to provide unique learning experiences based on artifacts, stories and lives from Indian business traditions of ingenuity, resourcefulness and innovation.
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
You’re often alone trying to shape and define your innovation challenges. The reality is that if you start in the wrong direction, it is unlikely you’ll get where you want to go.
Background:
We developed this speed dating technique while running our remote innovation certification program. It is not a webinar where you sit and listen. It is an opportunity to interact with people all over the world through a series of break-out sessions. Participants are split-out into groups of 4 or 5 and later gets feedback for their ideas/challenges.
McKinsey & Company – featured insights 25th June 2021 article
Four broad skill categories: 1. Cognitive, 2. Interpersonal, 3. Self-leadership and 4. Digital.
Managing Project Expectations and RoadblocksDavid Yarde
Avoiding project crisis and insanity by setting clear boundaries and expectations during all stages of a project and utilizing the discovery phase as a powerful tool during the project lifecycle.
This is case study of a design solution created in 48 hours where the team wanted to solve s social problem: "how might we enable underprivileged teenagers make better education and career choices." This was done as part of Global Service Jam 2018, in Pune, India.
The presentation talks about the methodology, time spent at each stage of the design process & outcome. It also includes a few hacks that may be helpful in a "designathon".
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
Product Sense (also called Product Intuition or Product Judgement) is the ability to understand what makes a product great. In other words, product sense is very important skill to all product managers. While the name sounds like you’re either born with it or you’re not, Product Sense is just a skill, and like any skill it can get better with practice. I will share my framework and learnings that has helped in improving my product sense in last two years.
Main takeaways:
- Framework of learning and improving your product sense
- Learn how to do your skill gap analysis and ideas to level up
- How to build it as a muscle and create successful products
I gave this talk + breakout sessions for the Hamburg chapter of the agile coaching circle. It´s on the product owners or product managers role and competencies.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
Entrepreneurial Development Course will strive to provide unique learning experiences based on artifacts, stories and lives from Indian business traditions of ingenuity, resourcefulness and innovation.
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
You’re often alone trying to shape and define your innovation challenges. The reality is that if you start in the wrong direction, it is unlikely you’ll get where you want to go.
Background:
We developed this speed dating technique while running our remote innovation certification program. It is not a webinar where you sit and listen. It is an opportunity to interact with people all over the world through a series of break-out sessions. Participants are split-out into groups of 4 or 5 and later gets feedback for their ideas/challenges.
McKinsey & Company – featured insights 25th June 2021 article
Four broad skill categories: 1. Cognitive, 2. Interpersonal, 3. Self-leadership and 4. Digital.
Managing Project Expectations and RoadblocksDavid Yarde
Avoiding project crisis and insanity by setting clear boundaries and expectations during all stages of a project and utilizing the discovery phase as a powerful tool during the project lifecycle.
This is case study of a design solution created in 48 hours where the team wanted to solve s social problem: "how might we enable underprivileged teenagers make better education and career choices." This was done as part of Global Service Jam 2018, in Pune, India.
The presentation talks about the methodology, time spent at each stage of the design process & outcome. It also includes a few hacks that may be helpful in a "designathon".
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
Product Sense (also called Product Intuition or Product Judgement) is the ability to understand what makes a product great. In other words, product sense is very important skill to all product managers. While the name sounds like you’re either born with it or you’re not, Product Sense is just a skill, and like any skill it can get better with practice. I will share my framework and learnings that has helped in improving my product sense in last two years.
Main takeaways:
- Framework of learning and improving your product sense
- Learn how to do your skill gap analysis and ideas to level up
- How to build it as a muscle and create successful products
1st Conference - Catherine Hills - Service Design and Design ThinkingCatherine Hills
“Speaking with people. How to collaborate with and deliver value for your customers.”
It’s easy to say that we need to have “customer collaboration”, but how can we do this effectively? One way is by speaking to people, but what do you do with the information gathered to deliver valuable outcomes for them?
What does “human centred design”, “service design” and “design thinking” mean? How can we use “design sprints” and how can this be revalidated through the shorter feedback loops and frequent delivery that working with agility insists upon?
It’s all connected to human factors so let’s learn how these can combine to help us get closer to our customers and really deliver!
Catherine Hills is UX and Service Design Director at RMIT Online.
An accomplished and collaborative agile human-centered experience designer and research lead, she has worked for a range of businesses including ANZ Banking Group, SEEK, REA Group, Thoughtworks, 99designs, Envato and the University of Melbourne. Catherine is a seasoned Agile UX practice, delivery lead and people coach, with experience in product discovery and innovation.
Catherine entered industry as a graphic and interaction designer and front-end engineer. Since then, her experience has been gathered in organisations in both the United Kingdom and Australia. Catherine has led design and research in digital agencies, publishing companies, education, technology and startups.
https://www.1stconf.com/speakers/#catherineh
Module 3 / Unit 4 Creative approaches for better hybrid inclusivitySMKCreations
For leaders and managers, it is crucial to master and apply different creative approaches in the daily routine of their teams if they want to build strong teams and retain talented employees. This will help them to bring out the best in each team member, activating the unique potentials of each and making them work as a team so that the total result exceeds the sum of individual capabilities.
How to Increase Your Product Sense by ServiceNow Senior PMProduct School
Main takeaways:
- Framework of learning and improving your product sense
- Learn how to do your skill gap analysis and ideas to level up
- How to build it as a muscle and create successful products
Design thinking means defining a problem and fixing it with the best possible solution. The new education policy proposed by the union government gave importance to the design thinking model and vocational education system. Union government already implemented certain plans like Atal tinkering Labs to increase the importance of implementing of Design thinking model in schools. But the state government is lagging behind. Certain efforts like little kites and Samagra tinkering labs were made but they didn't create any results. As we are going through the revolutionary pandemic environment the state government and our schools should take some steps towards modern learning theories like Design thinking and cognitive learning.
https://tiltedprime.000webhostapp.com/
Becoming agile with Peapod Labs Sr. Product OwnerPromotable
What is Agile and what does it have to do with Product Management? We always hear companies use jargon like Agile. We know it's important, however many people don't understand what it is, when or why to use it and how to get started implementing Agile into your company's processes.
Takeways:
What is Agile? A mindset, not just a process
How to get started?
Development Cycle: From Project to Backlog
Agile Product Development Live cycle
Building an Agile Mindset into a Company’s Transformation.
About the Instructor: Rodrigue Carneiro is a Senior Product Manager at Peapod Digital Labs. He was previously a Sr. Product Manager at Ahold Delhaize, a large European company with a total of 21 brands with 6500 stores. Including Peapod Digital Labs, Food Lion, and Giant grocery stores.
Explore this presentation to comprehend the essential design theories, popular concepts, methodologies, and ideologies of UX Design. To explore more about UX, you can visit our UX/UI Design courses page - https://www.admecindia.co.in/ui-and-ux-courses
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
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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.
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
Senior Project and Engineering Leader Jim Smith.pdf
Leadership and Innovation
1. All you need to Know
about Leadership
Developing a Culture of Innovation
Cameron Lindsay, Jordan Gassaway, Connor See, Mason Allen
2. Contents
Culture Necessities
Four Phases of Innovation
Idea Generation
IDEO
Idea Elaboration
Amazon
Idea Championing
Apple
Idea Implementation
3M
Training Module
Where to start
Problem Statement
Brainstorming
Bibliography
3. ● Transparency
○ The goal is for all employees to feel they know the thinking, responsibilities, and strategy at
various levels of the company and can share ideas and feedback no matter who they are.
○ Employees should be aware of what their coworkers are working on. They should be able to
provide relevant feedback and support as drawn upon.
● Time to disconnect
○ It’s important to understand that sometimes life will get in the way of business and everyone
should be allowed to take care of pressing personal matters.
○ In our digital age, time should be dedicated (especially in meetings) to not use technology, or
to step away from our emails and tasks for the day to focus on the topic at hand.
● Empowerment and sense of freedom
○ You empower people by not micromanaging, erring on the side of giving people general
guidelines rather than explicit, detailed directions.
Culture Necessities
4. ● Talking to customers and employees
○ Communication with customers provides outsider look on how to go about things, and
communication with employees, especially without an agenda, to simply touch base with
them.
○ You can show through your communication your desire to be as supportive and helpful as
possible to the customers, enabling the two companies to work synergistically.
● Your organizational design
○ This will include your communication, company policies, team building, performance
indicators, performance evaluations, division of responsibilities, and even how you schedule,
and run, meetings.
● Physical Space
○ It’s important to consider the comfort level of your employees before you decide how to lay
out space or what type of office space to lease.
Culture Necessities
5.
6. Stage 1: Idea generation
Once a problem is defined, the first step in innovation is idea generation.
● Most importantly, create an environment free of criticism in order to foster
high outputs of new, different, and often outlandish ideas. Ideas are free and
the easiest way to get quality is ample practice.
● Establish a space as a highly social environment where ideas of others are
used as a catalyst to develop more elaborate ideas and spin off schemes, and
getting multiple perspectives.
● implement theories such as, brainstorming, listing the most desirable
characteristics in a solution (wishful thinking), tweaking existing solutions,
forcing connections to existing situations, using visual cues and physical
writing/representation.
7. IDEO and idea generation.
IDEO is a company that focuses on coming up with new and
improved ways to overcome old problems.
Example: changing Ford from Automobile manufacturer to mobility
provider.
IDEO utilizes brainstorming and an environment of
non judgement to encourage output of as many
ideas as possible, then combines and refines ideas
until they find the best one.
8. Stage 2: Idea Elaboration
● The key to elaboration is in the support aspect of a culture
● With the help of others, we evaluate the risks, potentials, and possible
outcomes of the idea and begin to clarify and develop the same
● Feedback from others is critical to refining and helping grow the idea
● After the idea has been refined, elaboration and brainstorming to the point of
providing more detail and specifics by the person should then lead to the
open sharing of this idea with others who can help elaborate even more.
● The goal of this stage is to achieve a detailed description of the idea
9. Amazon and Elaboration
● Amazon is not fixated on any
specific sort of idea. All is welcome,
promoting idea growth
● Amazon is all about experimenting
with new possibility.
● Networking one thing with another
within the company (i.e. a phone that connects with a computer), is not
within the goals of amazon. Start-ups are the goal. This allows freedom of
innovation. Employees and associate businesses know they will have the
support of amazon with any good idea
10. Stage 3: Idea Championing
● The success of this phase relies heavily on your social connections
● The Creator need not be the Champion, in fact, usually the Champion is a
close friend or acquaintance of the Creator
● Championing is the recruiting of individuals to the end goal of the creator
● The Champion of the idea should be well aware of “structural holes” or places
where the idea can fill
● The Champion adds legitimacy to the idea by showing how the idea fills the
“structural holes”
11. Idea Championing at Apple
Steve Jobs
○ Excellent idea Champion
○ Showed his company (and world by
extension) the need for a iPhone
○ He had multiple connections. He was
very smart and competent, however he
knew more about the people he needed
for the project
○ He gathered the right people for the job,
and inspired them to create a world
changing product
12. Stage 4: Implementation
● After an Idea has been championed and is given the green light it must be
implemented. This happens in two substages
○ Production - idea is turned into something tangible
○ Impact - innovation is accepted, recognized, and utilized
● Needs during this stage are coordination and shared vision.
● Typically creator will need to rely on the skills of others to bring their idea to
reality.
13. Implementation at 3M
● Teams are transient, disbanded when goals
are reached
● Teams have charters
● Teams are interdisciplinary but don’t cover
everything
● Hierarchies are flexible
● Teams set their own rewards and spell out
when managers will intervene
● Teams can develop “auto networks” for
handling critical issues quickly
● Team performance is reviewed by objective
outside consultants
15. Where do you start?
Some questions to ponder
Do you perceive your company as innovative?
○ Would collected data suggest that you are?
Do your employees enjoy their working conditions?
○ What do they like or dislike?
How many of your employees could recite your company goals?
○ Are company goals a focus of every company meeting?
Is teamwork a focus?
○ How are teams managed?
16. Develop a Problem Statement
What is the greatest hindrance to your company becoming a great company?
○ What is a great company?
Guides for Selecting a Problem Statement
○ Your problem statement should be as concise as possible, while still addressing the issue
○ Make sure you don’t make your problem statement with a solution in mind
○ Petition the ideas of several people, seek for a diverse group to present ideas
○ Develop the statement with customers in mind
○ Clear language should be used, with a direct, honest addressal of the problem
Take a minute to yourself now and think for yourself about something within your
own company
17. Brainstorming
● When brainstorming, look for as many ideas as possible
● Avoid group-think by reducing pressure and leveling the playing ground
● Give participants notice so that they can be relaxed, and bring their best ideas
● After brainstorming for a predetermined amount of time, pick a few key
points with as much of a consensus as possible
● Move forward with the selected ideas, build upon them
18. Brainstorming
Now take 5-10
minutes and do a
quick brainstorm
using the techniques
we’ve described. We
are available to help
facilitate the
conversation as
needed.
19. Rinse and Repeat
You’ve thought and you’ve worked on identifying these problems and possible
solutions. Now take these to coworkers, employees, and customers and
implement the things you’ve learned. It’s your turn to teach.
Spend time with each new employee establishing expectations. You don’t want to
have to reinvent the wheel again, you’ve already done this much work to get it
rolling.
Stay positive, and reinforce company goals in every meeting you can. Make sure
each and every employee has the vision.
20. Bibliography
Culture Necessities
http://monitorinstitute.com/downloads/what-we-think/intentional-innovation/Intentional_Innovation.pdf
Idea formation
https://hbr.org/2012/09/are-you-solving-the-right-problem
IDEO information
https://www.cleverism.com/18-best-idea-generation-techniques/
https://www.ideo.com/case-study/beyond-cars-designing-smarter-mobility
Phases of innovation
Perry-Smith, Jill E., and Pier Vittorio Mannucci. "From Creativity to Innovation: The Social Network Drivers of the Four Phases of the Idea Journey." Academy of Management
Review 42.1 (2015): 53-79. Web.
Steve Jobs photo
http://www.adweek.com/agencyspy/rolling-stone-draws-inspiration-from-steve-jobs-to-target-argentinean-youth/87818
Teamwork at 3M
Crawford, Merle (1994/06)."3M's sophisticated formula for teamwork : Michael K. Allio, Planning Forum (November-December 1993), pp. 19-21." Journal of Product Innovation
Management 11(3): 268-268. <http://hdl.handle.net/2027.42/31537>
Mount Rainier Photo
http://hdwallpaperbackgrounds.net/mount-rainier-wallpapers/