This document discusses strategic innovation leadership and the key factors for organizations to foster innovation. It covers the four Ps of innovation - Press, People, Process, and Product. For Press, it emphasizes the importance of organizational culture and climate in supporting innovation. For People, it discusses personality preferences and team dynamics. For Process, it outlines frameworks for creative problem solving and managing ideas. For Product, it lists characteristics of innovative products and services. The document provides models and tools for assessing and developing an organization's innovation capabilities.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
With the consumerization of information technology and the rapid evolution of applications available at the consumer’s fingertips, organizations face the challenge to transform and innovate and deliver the best experience in their products and services.. Some of the most visible examples of success and failure have outspoken leaders at the helm. However, the trend in all of these situations demonstrates that they have not been alone in their innovation endeavor. Executives want answers to the questions that matter most: How do we get an innovation program started at our company? What are the key elements we need to watch for? What should we avoid? How do we make it sustainable?
Strategic Management of Innovation_finalConrad Sebego
This document provides an overview of creating an organizational climate that encourages creativity and innovation. It discusses key topics such as knowledge worker productivity, organizational memory, innovation frameworks, and harnessing knowledge assets. The presentation outlines environmental factors that support innovation, including recognition, freedom to work on interesting projects, freedom to make mistakes, and stimulating colleagues. Case studies and recommendations are also mentioned. The overall goal is to introduce models for a conducive climate that fosters creativity and debate around successful innovation strategies.
The role of creativity in entrepreneurshipHammad Hashmi
This document discusses creativity in entrepreneurship and its importance. It defines creativity as behaviors that are new, novel, and different. Creativity leads to innovation, which is important for entrepreneurship. Educational institutions play a vital role in nurturing creativity and entrepreneurial skills. The document recommends techniques to encourage creativity like questioning assumptions, brainstorming, and using creativity tools. It also recommends establishing business incubators to support innovative ideas.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
With the consumerization of information technology and the rapid evolution of applications available at the consumer’s fingertips, organizations face the challenge to transform and innovate and deliver the best experience in their products and services.. Some of the most visible examples of success and failure have outspoken leaders at the helm. However, the trend in all of these situations demonstrates that they have not been alone in their innovation endeavor. Executives want answers to the questions that matter most: How do we get an innovation program started at our company? What are the key elements we need to watch for? What should we avoid? How do we make it sustainable?
Strategic Management of Innovation_finalConrad Sebego
This document provides an overview of creating an organizational climate that encourages creativity and innovation. It discusses key topics such as knowledge worker productivity, organizational memory, innovation frameworks, and harnessing knowledge assets. The presentation outlines environmental factors that support innovation, including recognition, freedom to work on interesting projects, freedom to make mistakes, and stimulating colleagues. Case studies and recommendations are also mentioned. The overall goal is to introduce models for a conducive climate that fosters creativity and debate around successful innovation strategies.
The role of creativity in entrepreneurshipHammad Hashmi
This document discusses creativity in entrepreneurship and its importance. It defines creativity as behaviors that are new, novel, and different. Creativity leads to innovation, which is important for entrepreneurship. Educational institutions play a vital role in nurturing creativity and entrepreneurial skills. The document recommends techniques to encourage creativity like questioning assumptions, brainstorming, and using creativity tools. It also recommends establishing business incubators to support innovative ideas.
This document discusses creativity and innovation. It defines creativity as the generation of novel and useful ideas, while defining innovation as the implementation of new ideas. Creativity involves idea generation and is seen as the first step of innovation. The document also discusses different types of creativity and innovation, as well as factors that influence them at the individual, group and organizational levels. It links creativity and innovation, noting that creativity is necessary for generating ideas that can then be implemented through innovation.
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Entrepreneurship is essentially a journey of creativity, requiring the generation of innovative products and services to solve real-world problems. Creative innovation requires both divergent (non-linear, so called “right brain”) and convergent (linear, “left brain”) thinking, integrating different neural pathways to imagine and envision solutions and put them into action. This dynamic, hands-on workshop will demonstrate how to move between the two types of thinking with agility and clarity.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
Innovation Management - 3 - Innovation LeaderJoseph Ho
Conceptual Framework
- The First Competency Model for Innovation Leadership (Gliddon.2006)
- Path-Goal Theory
- Leader–Member Exchange (LMX) Theory
How Leadership Can Drive Innovation
- Nine Behaviors That Drive Innovation Process
- Business Thinking Versus Innovative Thinking
- Innovative Thinking Skills
- 5 Top Innovative Leaders
Creativity and innovation are important for problem solving and business growth. [1] Creativity involves generating new ideas, while innovation is the process of developing and applying creative ideas. [2] For an organization, innovation refers to converting new ideas into useful products, services, or practices. [3] While creativity is needed for innovation, it is not sufficient on its own - innovative ideas must also be applied successfully.
The document discusses the key characteristics of corporate entrepreneurship. It notes that corporate entrepreneurship involves operating on the frontiers of new technologies, encouraging new ideas and trial and error. It also emphasizes allowing failures, providing resources and long-term horizons. Establishing corporate entrepreneurship requires top management commitment, developing an appropriate culture and support structure. The document also discusses how companies like 3M, HP and IBM have successfully supported corporate entrepreneurship despite potential problems like lack of autonomy. It concludes by explaining how learning from failures involves oscillating between focusing on the failure and restoring orientation by addressing new problems.
This document summarizes workshops on corporate entrepreneurship held at Innovation in Action 2014. It includes pre-workshop materials describing the agenda and goals. The workshop content section compiles notes on discussing why corporate entrepreneurship is important, how companies can engage in it, and challenges they may face. A post-workshop reflection emphasizes that innovation allows companies to seize opportunities and that the fast will overtake the slow if companies do not engage entrepreneurially.
- Three aspects of an organization's structure that affect innovation are corporate culture, architecture/structure, and roles.
- An innovation culture starts from leadership and should encourage risk-taking, collaboration, and rewarding innovation. However, many Asian cultures are more hierarchical and risk-averse.
- To build an innovation culture, leaders must lead by example to foster an open culture tolerant of mistakes. Creativity should be guided by strategy and stretch targets used to encourage thinking outside the box. Innovations and innovators should be celebrated.
This introduction discusses the growing need for organizations to adopt an innovation-centric culture in order to respond to changes in technology, increased global competition, and more demanding customers. It notes that innovative organizations are more profitable as innovation can attract shareholders, employees, and customers. However, while most managers understand the importance of innovation, few are pleased with their organization's current innovation performance, highlighting the need for improved innovation management practices.
Innovation Management - 4 - Innovation CultureJoseph Ho
- Innovation + Culture = Culture of Innovation
- Status Quo Culture vs Innovation Culture
- Elements of Innovation Culture
- Dimensions of Innovation Culture
- Organization Culture and Innovation
- 4 Levels of Innovation Culture
This is a lecture on corporate entrepreneurship, intrapreneurship. Not much comprehensive ideas have been made on the subject matter. The forthcoming lecture for insurance staff and officers has egged me to make such a lecture.
The role of creativity in entrepreneurship goodJatindra Malik
This document discusses creativity and entrepreneurship. It defines creativity and explores its relationship to innovation and entrepreneurship. Educational institutions play an important role in nurturing creativity and entrepreneurial skills. Developing countries are working to encourage entrepreneurship through programs that develop these skills. The document recommends techniques to incorporate into entrepreneurship education programs to foster creativity, such as encouraging challenging thinking, activity-based projects, teamwork, and using technology tools.
This document discusses the future of management and the need for management innovation. It outlines an agenda for building companies that are adaptive to change, make innovation everyone's job, and allow everyone to perform at their best. Barriers to these agendas like old mental models and too much hierarchy are also discussed. The presentation uses the case study of Whole Foods to illustrate principles of management innovation in action, like creating a purpose-driven community, empowering teams, and resolving trade-offs through novel management approaches. The overall message is that reinventing management systems is needed to inspire human potential and create competitive advantage.
Innovation in Organization is as important as education in a human,s life. Here are 7 Ways Leaders can build a Culture of Innovation in an Organization.
To know more details, visit us at : https://mitidinnovation.com/recreation/innovation-in-organization/
This document provides an introduction to entrepreneurship and innovation. It begins with definitions of entrepreneurship and discusses characteristics of entrepreneurs. It then covers different types of innovations, including disruptive vs sustaining innovations and architectural vs modular innovations. The document discusses creativity techniques entrepreneurs can use to generate new ideas, providing an overview of the 6-3-5 brainwriting method. In summary, the document provides foundational concepts around entrepreneurship, innovation, and creativity techniques.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Diverge to Converge: The Integrated Future of PRChris Kemper
Convergence
con•ver•gence
Noun
“The merging of distinct technologies, industries, or devices into a unified whole.”
Ten years ago, we all had different pieces of equipment to serve different purposes. You may have owned a computer, phone, GPS device, television, gaming device, calendar, Rolodex, camera, and video camera.
As all of these tools have integrated into one device, so have the tools within the marketing umbrella come together like never before. Advertising, marketing, media buying, branding, public relations and media relations have converged. And now more than ever, public relations professionals need to not only be experts in leveraging the tools of the PR trade, but also must know how to integrate other tools to meet strategic goals.
The Scripps National Spelling Bee has been around since 1925, but its work is decidedly modern. In this presentation, Chris Kemper provided an inside look into how the Scripps National Spelling Bee leverages paid, owned and earned assets and how it took Twitter by storm in May and June.
Chris Kemper is an award-winning marketing-communications professional with more than 15 years of experience.
This hotel in Gurgaon offers 21 air conditioned rooms with modern amenities like mini bars, tea/coffee makers, and WiFi. It has a multi cuisine restaurant, fully equipped conference hall, 100% power backup, a lift, doctor on call, an in-house travel agency, and safe parking.
This document discusses creativity and innovation. It defines creativity as the generation of novel and useful ideas, while defining innovation as the implementation of new ideas. Creativity involves idea generation and is seen as the first step of innovation. The document also discusses different types of creativity and innovation, as well as factors that influence them at the individual, group and organizational levels. It links creativity and innovation, noting that creativity is necessary for generating ideas that can then be implemented through innovation.
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Entrepreneurship is essentially a journey of creativity, requiring the generation of innovative products and services to solve real-world problems. Creative innovation requires both divergent (non-linear, so called “right brain”) and convergent (linear, “left brain”) thinking, integrating different neural pathways to imagine and envision solutions and put them into action. This dynamic, hands-on workshop will demonstrate how to move between the two types of thinking with agility and clarity.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
Innovation Management - 3 - Innovation LeaderJoseph Ho
Conceptual Framework
- The First Competency Model for Innovation Leadership (Gliddon.2006)
- Path-Goal Theory
- Leader–Member Exchange (LMX) Theory
How Leadership Can Drive Innovation
- Nine Behaviors That Drive Innovation Process
- Business Thinking Versus Innovative Thinking
- Innovative Thinking Skills
- 5 Top Innovative Leaders
Creativity and innovation are important for problem solving and business growth. [1] Creativity involves generating new ideas, while innovation is the process of developing and applying creative ideas. [2] For an organization, innovation refers to converting new ideas into useful products, services, or practices. [3] While creativity is needed for innovation, it is not sufficient on its own - innovative ideas must also be applied successfully.
The document discusses the key characteristics of corporate entrepreneurship. It notes that corporate entrepreneurship involves operating on the frontiers of new technologies, encouraging new ideas and trial and error. It also emphasizes allowing failures, providing resources and long-term horizons. Establishing corporate entrepreneurship requires top management commitment, developing an appropriate culture and support structure. The document also discusses how companies like 3M, HP and IBM have successfully supported corporate entrepreneurship despite potential problems like lack of autonomy. It concludes by explaining how learning from failures involves oscillating between focusing on the failure and restoring orientation by addressing new problems.
This document summarizes workshops on corporate entrepreneurship held at Innovation in Action 2014. It includes pre-workshop materials describing the agenda and goals. The workshop content section compiles notes on discussing why corporate entrepreneurship is important, how companies can engage in it, and challenges they may face. A post-workshop reflection emphasizes that innovation allows companies to seize opportunities and that the fast will overtake the slow if companies do not engage entrepreneurially.
- Three aspects of an organization's structure that affect innovation are corporate culture, architecture/structure, and roles.
- An innovation culture starts from leadership and should encourage risk-taking, collaboration, and rewarding innovation. However, many Asian cultures are more hierarchical and risk-averse.
- To build an innovation culture, leaders must lead by example to foster an open culture tolerant of mistakes. Creativity should be guided by strategy and stretch targets used to encourage thinking outside the box. Innovations and innovators should be celebrated.
This introduction discusses the growing need for organizations to adopt an innovation-centric culture in order to respond to changes in technology, increased global competition, and more demanding customers. It notes that innovative organizations are more profitable as innovation can attract shareholders, employees, and customers. However, while most managers understand the importance of innovation, few are pleased with their organization's current innovation performance, highlighting the need for improved innovation management practices.
Innovation Management - 4 - Innovation CultureJoseph Ho
- Innovation + Culture = Culture of Innovation
- Status Quo Culture vs Innovation Culture
- Elements of Innovation Culture
- Dimensions of Innovation Culture
- Organization Culture and Innovation
- 4 Levels of Innovation Culture
This is a lecture on corporate entrepreneurship, intrapreneurship. Not much comprehensive ideas have been made on the subject matter. The forthcoming lecture for insurance staff and officers has egged me to make such a lecture.
The role of creativity in entrepreneurship goodJatindra Malik
This document discusses creativity and entrepreneurship. It defines creativity and explores its relationship to innovation and entrepreneurship. Educational institutions play an important role in nurturing creativity and entrepreneurial skills. Developing countries are working to encourage entrepreneurship through programs that develop these skills. The document recommends techniques to incorporate into entrepreneurship education programs to foster creativity, such as encouraging challenging thinking, activity-based projects, teamwork, and using technology tools.
This document discusses the future of management and the need for management innovation. It outlines an agenda for building companies that are adaptive to change, make innovation everyone's job, and allow everyone to perform at their best. Barriers to these agendas like old mental models and too much hierarchy are also discussed. The presentation uses the case study of Whole Foods to illustrate principles of management innovation in action, like creating a purpose-driven community, empowering teams, and resolving trade-offs through novel management approaches. The overall message is that reinventing management systems is needed to inspire human potential and create competitive advantage.
Innovation in Organization is as important as education in a human,s life. Here are 7 Ways Leaders can build a Culture of Innovation in an Organization.
To know more details, visit us at : https://mitidinnovation.com/recreation/innovation-in-organization/
This document provides an introduction to entrepreneurship and innovation. It begins with definitions of entrepreneurship and discusses characteristics of entrepreneurs. It then covers different types of innovations, including disruptive vs sustaining innovations and architectural vs modular innovations. The document discusses creativity techniques entrepreneurs can use to generate new ideas, providing an overview of the 6-3-5 brainwriting method. In summary, the document provides foundational concepts around entrepreneurship, innovation, and creativity techniques.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Diverge to Converge: The Integrated Future of PRChris Kemper
Convergence
con•ver•gence
Noun
“The merging of distinct technologies, industries, or devices into a unified whole.”
Ten years ago, we all had different pieces of equipment to serve different purposes. You may have owned a computer, phone, GPS device, television, gaming device, calendar, Rolodex, camera, and video camera.
As all of these tools have integrated into one device, so have the tools within the marketing umbrella come together like never before. Advertising, marketing, media buying, branding, public relations and media relations have converged. And now more than ever, public relations professionals need to not only be experts in leveraging the tools of the PR trade, but also must know how to integrate other tools to meet strategic goals.
The Scripps National Spelling Bee has been around since 1925, but its work is decidedly modern. In this presentation, Chris Kemper provided an inside look into how the Scripps National Spelling Bee leverages paid, owned and earned assets and how it took Twitter by storm in May and June.
Chris Kemper is an award-winning marketing-communications professional with more than 15 years of experience.
This hotel in Gurgaon offers 21 air conditioned rooms with modern amenities like mini bars, tea/coffee makers, and WiFi. It has a multi cuisine restaurant, fully equipped conference hall, 100% power backup, a lift, doctor on call, an in-house travel agency, and safe parking.
A presentation by innovation strategist Peter Zapf, a certified FourSight facilitator, that provides and overview of the FourSight innovation profiles and related tips to develop creative problem solving skills.
The document provides an overview of FourSight Collective's operations. FourSight aims to inspire students from all backgrounds to discover their interests and potential through specialized presentations. Their operations management system involves establishing contact with clients, assessing needs, tailoring programs, delivering programs, collecting feedback, and improving services. Satellite sites execute tailored services like workshops and professional tools at colleges and community centers. The services are assessed through pre and post surveys, after action reports, and faculty feedback to continuously improve. The vision is to inspire and help students worldwide in their educational and personal fulfillment.
Foursight is a manufacturer of high-quality pens seeking to increase its market share in a competitive industry. It currently has manufacturing locations in Merica and Pandau and aims to expand globally. Foursight's objectives are to achieve 23% market share by year 7 and increase earnings per share and return on investment by 10% annually starting in year 5 through strategic investments in research and development, staff training, advertising, and overseas manufacturing expansion. The company expects to finance future growth through internal operations and raise shareholder value by increasing return on investment by 8% annually through year 7 and starting dividend payments in year 4.
Divergent thinking involves generating multiple related ideas or solutions for a given topic or problem, while convergent thinking focuses on finding a single right solution. The passage encourages using both types of thinking, with divergent thinking to let thoughts flow freely to come up with uncommon ideas, and convergent thinking to reach conclusions on specific questions. Highly creative people are adept at using both types of thinking in combination to blend new and old information and spark new ideas.
The document summarizes what was learned from presentations at the Mathosphere conference on Star Wars Day in 2012. It lists several math education blogs and websites that were featured at the conference, including those by John Scammell, Dan Meyer, Timon Piccini, Kate Nowak, Frank Noschese, Mimi Yang, Geoff Krall, Nat Banting, Shawn Cornally, and Sam Shah. It encourages attendees to visit these resources for lesson ideas, projects, teaching strategies, and conversations about math education. The document concludes by thanking attendees and providing a link to Blair Miller and Chris Hunter's blog about reflections on the conference.
The document provides a company profile for an IT solutions provider. It outlines the various solutions offered, including desktop/laptop solutions, printing/plotting solutions, software solutions, enterprise solutions, networking/security solutions, and cloud/managed services. It describes the company's mission to be a one-stop shop for its clients' IT infrastructure needs by developing a deep understanding of their businesses and processes to design scalable, insightful solutions. It lists some of the specific solutions offered and provides support services.
The document provides instructions for an ideation activity involving divergent and convergent thinking. Participants are asked to generate many ideas individually and then choose a letter that corresponds to an animal. That animal is then used to solve a given question. Next, participants select the first noun they see on their phone and imagine how that object could solve the question in different contexts. The ideas are then shared and improved upon in a group setting with structured discussion turns. In the end, ideas are evaluated based on criteria and selected for further development.
If we could go back in time we would give these famous figures the FourSight assessment and find out their thinking preferences. But based on their words and achievements, here are our best guesses ...
What is Creativity made of? Where do ideas come from, and how can you get more of them? How can you make them better? What happens when there is no box to think outside of? Jason Theodor, a long-standing Creative Director in the digital advertising world, has asked himself these questions for years. These are his observations from the field, and his tools for ideation.
This presentation breaks down the creative method and explores the fundamental elements of creativity. It describes multiple systems for idea generation, problem solving, and originality. It emphasizes the importance of routines, explains appropriate brainstorming techniques, and much more: all with unexpected examples and takeaways.
If you want to live a more creative life, or give yourself an edge in the Age of Ideas, this presentation is a must see.
Team Building Information for Leadership Development at The Banff CentreJerry McGrath
Our sessions are geared towards learning through engagement and experience. The Banff Centre offers a unique array of interactive team building options and creative experiences.
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Surrounded By Genius: Practical Advice On Creative LeadershipKelsey Ruger
We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.
FourSight Collective is a creative agency based in New York City that specializes in branding, web design, and digital marketing. Founded in 2010 by partners John Doe and Jane Smith, FourSight offers strategic consulting and creative services to help businesses craft compelling brands and connect with customers online. With a team of experienced designers, developers, and strategists, FourSight takes a collaborative approach to solving clients' challenges across various industries.
This document discusses the FourSight model of creativity and innovation which identifies four thinking profiles - Clarifier, Ideator, Developer, and Implementer. It explains that while people have innate preferences, skills can be developed in all areas. The document guides participants through activities to identify their own and others' profiles in order to improve collaboration, avoid conflicts, and strengthen performance by understanding cognitive differences.
The document discusses convergence and divergence of branches in source code management. It explains that some branches are meant to converge as work is completed, while others diverge for purposes like back-porting or customization. Three-way file merging compares a source, target, and base version, but the choice of base impacts whether changes are merged or divergence is preserved. The "merge down, copy up" method can be used to purposefully converge branches by copying changes in the correct direction.
The document provides an outline for a training on managing creativity in the workplace. It includes an agenda for the day with times allocated to activities like introductions, explaining concepts like the four stages of creative process and foursight profiles, exercises for generating ideas and evaluating them, and providing feedback on the training. The goal is to help participants understand how to incorporate creativity into their work and build a creative climate within their organization.
The document discusses convergent and divergent thinking in the context of sustainability and peace. It argues that convergent thinking, which focuses on a single right answer and uniformity, promotes unsustainability, while divergent thinking allows for multiple perspectives and solutions. The current education system predominantly uses convergent thinking that decontextualizes learning and prioritizes compliance over creativity. A transition is needed towards divergent and sustainability-focused thinking that considers environmental, social, economic, and community contexts.
The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
This document provides an overview of key reasons for failure to innovate within organizations. It identifies the top ten causes of failure to innovate as: confusing the role of innovation, failing to clarify innovation goals, not recognizing innovation barriers, failing to engage the entire organization, lack of recognition of the importance of communication, underestimating the need for innovation resources, having an unclear process for selecting innovation projects, failure to create an innovation culture, and treating innovation as a destination rather than a journey. The document stresses that innovation is essential for success and provides frameworks to help organizations better foster innovation.
Small Business Innovation doesn't need to be rocket science. Start with creative thinking and apply the actions in your business to see the results. Presented by Rod Hattch - Managing Director Wisdom.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
This document discusses skills for science, technology, and innovation (STI). It defines key terms like research, technology, innovation, and human resources in science and technology. It examines the innovation process and different types of innovations. It also looks at obstacles to innovation from an HR perspective and sources of innovative ideas. The document discusses transformative innovation and a strengths-based approach to education. It analyzes STI skills in Sri Lanka and compares outputs to Australia. Key issues for national innovation systems are identified along with messages about cultivating STI skills from a young age and building collaborations.
This document summarizes a presentation by Michael de Paauw of Gartner on how to get innovation started in an organization. It discusses establishing an innovation culture with executive support, generating ideas, evaluating ideas, and developing the most promising ideas into innovations. It also covers organizing for innovation through teams and offices, and using tools to support the innovation process and track metrics. The key challenges addressed are setting the stage for innovation, organizing innovation in an existing business, and tools to support the process.
The document discusses innovation through vision, people, and process. It summarizes that vision requires leadership to communicate goals and empower employees. Assembling diverse teams with various skills and personalities helps spark creativity. Defining an innovation process provides structure while allowing flexibility to encourage new ideas and continuous improvement. Metrics to define and measure success should align with organizational goals and culture.
This document discusses how human resources can promote innovation and creativity in organizations. It provides examples of how some companies have successfully fostered innovation through their HR practices, such as giving employees flexibility, training them in creative techniques, and rewarding innovative ideas. The document also identifies some common barriers to innovation, such as lack of time and failure to tolerate mistakes. Overall, it advocates that HR can help organizations become more innovative by developing the right culture, processes, and skills that encourage creative thinking and new ideas.
The document discusses the concept of reverse innovation, where innovations are developed first in developing markets and then distributed globally. It provides examples of companies innovating in emerging markets like India and China to create affordable products for those markets. GE Healthcare developed a portable and inexpensive ECG machine called MacIndia for the Indian market that costs $500, much less than their traditional $50,000 machine. A hospital in India developed extremely low-cost open heart surgery for $3,000 compared to $150,000 in the US through process innovations like standardization and economies of scale. These reverse innovations developed for emerging markets can then be distributed worldwide.
This document outlines an agenda for a leadership and management training course. It includes introductions, a discussion on the differences between leadership and management, strategic planning tools like SWOT analysis, developing leadership skills, managing staff, and dealing with difficult situations. The document provides guidance, examples, and prompts for group discussions and activities on various topics related to leadership, management, communication, and organizational development.
Are you ready to innovate? Get your free Innovation Readiness AssessmentBryan Cassady
Think about your Bright Spots for growth...
Are you ready to innovate and want your organization to get smarter?
Most successful innovation programs start with some sort of formal or informal assessment. An assessment provides an objective view that can be used to put together an action plan to make innovation happen.
Our innovation assessment benchmark now includes over 300 companies.
Learn more in this presentation and then go to
www.fast-bridge.et/innovready/
To get your free Innovation Readiness Assessment.
Innovation Excellence : Module A5A - Create a Culture of InnovationCoGrow Systems, Inc.
The document discusses creating a culture of innovation within a business. It emphasizes developing research and development competencies through formalizing R&D processes and establishing ongoing innovation as a core competency. It outlines an innovation process with four stages - ideation, innovation, incubation, and implementation - and explains how developing a culture of innovation can propel business growth and competitiveness.
The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.
The document outlines a multi-layered framework for collaborative innovation with five main layers: strategic needs, people/skills/culture, processes/platforms, approach types, and strategic alignment. It discusses each layer in detail, emphasizing the importance of strategic alignment, developing the right culture and skills, and establishing a consistent innovation process to move ideas through different stages from generation to commercialization. The goal is to develop a common framework that simplifies and accelerates innovation efforts.
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.
This document discusses entrepreneurial leadership style. It defines entrepreneurship and introduces entrepreneurial leadership as focusing on turning problems into economic and social opportunities by navigating uncertainty. It is appropriate when markets are declining, exploring new products/services, or requiring risk-taking and imaginative followers. Consequences include potential failure but also innovative products and job creation. Effective entrepreneurial leaders are passionate visionaries willing to take risks, as exemplified by Steve Jobs, Bill Gates, and Walt Disney.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Making Innovation An On Going Process Praveen Dec 09Praveen Gupta
The document discusses making innovation an ongoing process. It outlines understanding innovation, deploying innovation, and a portfolio of innovation programs. It emphasizes sustaining profitable growth through innovation efforts like capturing growth ideas, allocating resources, developing solutions, and instituting an organizational structure with roles like an executive officer of innovation and growth officer. Training programs are offered to help companies innovate.
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7. “ New Concepts in Innovation” Business Council of Australia (2006) The prevailing view among Australian business leaders and Government agencies is an old one – that creativity is the domain of the artist or researcher. OLD INNOVATION NEW INNOVATION Australian business and public sector management is imbued with a sense of research and development but it lacks the skills, knowledge and confidence to work creatively and innovatively in the new business paradigm.
11. Yes = 44.5% No = 25% Elaborated responses ( 30.5% ) Only 9.3% reported having a formal innovation strategy and allocated budget in place ‘ The Innovation Gap’
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13. Supporting factors Barriers Leadership and support from top management Culture, climate and identity Resistance to change Org culture and climate Rewards and recognition Competition and deregulation, need and diversity Corporate structure Workloads and Lack of skills Supporting factors and barriers
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16. Business Creativity & Innovation Framework (BCIF) Product People Process Press Innovation 4Ps ®
17. Innovation 4Ps: A Whole System Innovation People Process Product Press
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19. Organisational Climate Organisational Innovation Organisational Culture Leadership Style Resources & Skills Structure & Systems Determinants of Organisational Creativity and Innovation (AIC)
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21. The First P of Innovation Press Refers to the context (ie: climate, culture and environment) Press is short for pressure - that is, the context within which people, process and product operate. The environment, both internal and external to the organisation, presses in on and out from the organisation.
26. Organisation Creativity Increasing Energy & Effectiveness Under Pressure Building Trusting Relationships Creating the Future Innovation & Unique Potential Success Initiative
27. Innovation within the Organization Management Practices Organizational Motivation Resources I
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29. Impact of the Work Environment Work Environment Individual/Team Creativity Resources Management Practices Organizational Motivation Task Motivation Expertise Creativity Skills Creativity I nnovation I C
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31. The Second P of Innovation Process What are the mechanisms and processes that lead to innovative products, services, processes or procedures?
32. 4-Power Innovation Clarify Pinpoint the problem to solve Ideate Come up with new ideas Develop Refine ideas into strong solutions Implement Put the plan into action
33. Diverging and Converging Converging thinking Judging , assessing options, focusing, making decisions. Diverging thinking Generating lots of options and ideas, making lists. Green light = speed Red light = brakes on! These are two mutually exclusive mental activities
34. The Third P of Innovation People Addresses the issues related to PEOPLE, such as individual differences and teamwork
36. On average, it takes about 3,000 raw ideas to lead to a commercially successful product or process Stevens & Burley, 1997 Experiments Initial ideas New product
38. The Fourth P of Innovation Product What makes products, services, practices or procedures innovative?
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44. S tr a te gic In no v at ion L ea d er sh ip Thankyou
Editor's Notes
How many light bulbs did Thomas Edison break before he found one that worked?? “I have not failed, I’ve just found 10,000 ways that won’t work”. He said. “ Many of life's failures are people who did not realize how close they were to success when they gave up.” Edison said.
So today, unless anyone has any other creative ideas, we would like you to enter the creative space and consider innovation. We want you to have an enjoyable experience and to also be confident in taking your next steps in helping your team or organisation become more innovative. To do this we will…. read slide So why Innovation?? Next slide
So what is the difference between creativity and innovation? Next slide
As international competition intensifies and product life cycles shorten, the pressure to innovate increases. Historically, innovation has evolved from simple models of pushing new products onto the market through to a range of business systems models – Time and Motion (40’s) , Management by Objectives (70’s), Business Productivity Re-engineering (80’s) to today’s Creativity and Innovation. Next slide Research is showing that organisations that put in place ideas management systems around innovation tend to perform far better across their key performance indicators.
This graph shows the results of research conducted in 2002 with 317 Australian firms from a cross section of industries. It highlights that those organisations with knowledge management systems improved in performance based on the organisation’s ability to innovate – either through improved processes or improved products and services. This shows that top innovators improve their market share and their return on investment.
While all this is true, we have a depressing picture from the Business Council of Australia in March 2006 is quite an interesting report “New Concepts in Innovation” that … (read slide) What do you think of that?? But you might say “we’re innovative..” Both State and Federal Governments have also made strong commitments to innovation. But lets consider – do these efforts remain in the old paradigm of innovation where the focus is on artisan, the researcher and the scientist. Where little attention is paid to innovation across the business spectrum. (next slide)
Now back to WA, in 2004, we at the Applied Innovation Centre, surveyed almost 100 managers in 46 organisations across 5 different industries and we wanted to find out ….
Only 9.3% reported having a formal innovation strategy and allocated budget in place 25% had no innovative strategy at all 44.5% said that they did have innovative strategies 30% indicated they had innovation strategies of sorts “ in patches”, “in other departments” “we are innovative compared to other organisations”. So what does all this say?? Next Slide
In summary (read slide) … So many people are paying lip service to innovation and others are finding it difficult to fully implement innovation strategies in their organisation. Why is this so??
Some of the barriers to innovation are listed in the right hand column
Your journey to being an innovative organisation can be made more simple when you develop a clear picture of your organisation, and its people and develop a comprehensive and integrated approach to innovation. Now for some here today, this may appear difficult to manage across a whole organisation. So I encourage you to pilot some of the ideas we are speaking about today, even in a small work group or team..
Organisational Innovation that is sustainable requires attention to the 4 Ps. Press, People, Process and Product. These are outlined in the Business Creativity & Innovation Framework (BCIF – show it ) – our guide to Business Innovation that we developed over the past few years. Now I do need to be clear here, our aim here is to encourage you to be innovative. That’s our passion, if you choose to use information and support from others, that is excellent as long as you move towards increased innovation. What we want for you today is that you develop some techniques and the courage to help you and your organisation become innovative. So, the 4 Ps – Press, People, Process and Product Next slide
An Innovative Product is the result of: Individuals and teams (Click) coming together with a breakthrough process, (Click) within an environment (Press) that facilitates and nurtures innovation.
And of course, the organisation itself operates in a way that either supports or limits creativity and innovation. There are 10 areas or steps that need to be covered in a fully comprehensive innovative strategy. These are: Read from slide …. Each step needs to be endowed with the resources, methods and mechanisms for innovation, for the organisation to be truly innovative.
At the same time our research revealed the main drivers or determinants of Organisational Creativity and Innovation. Next slide
And here we are able to link the Key Drivers of Innovation, with the 10 steps and the 4Ps of Innovation – all nicely integrated. Notice how certain Drivers are linked easily with one or two of the 4ps through the 10 steps – the main components of Innovation.
In order to understand our PRESS or environment … Next slide
We recommend that an organisation seeking to be innovative conduct an analysis of its orientation towards innovation. Firstly – what is the climate and culture like – how does it support innovation and creativity? ASK: Does anyone use climate/culture surveys here?
We use a tool called the Keys Impact of Work Environment Survey. We have chosen this because it is orientated towards innovation. Its key dimensions are: Organizational Motivation – the basic orientation of the organization toward innovation; shared vision; providing rewards and recognition; lack of internal politics, and lack of overemphasis on the status quo. Resources – everything the organization has available to aid in the area targeted for innovation, including time, funding, information and materials. Management Practices – allowing freedom and autonomy in the practice of work; providing challenge; specifying clear strategic goals and forming work teams comprised of individuals with diverse skills and perspectives Expertise – knowledge, talent and skill in the particular area where the individual is doing creative work. Creativity Skills – having a flexible problem-solving approach, persevering on difficult problems, and taking risks with solutions to problems . Intrinsic Motivation – the desire to solve the problem or accomplish a task because it is interesting and personally challenging.
The results of these two assessments or analyses provide you with A blueprint for action – a strategic approach to Innovation in your organisation.
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23. Four-Power Innovation Read each stage from slide This may appear quite simple at first, glance, but it is not easy to implement without a clear methodology and the associated instruments at each stage. As an example - problem clarification – a very important step that people often overlook. Clarify – Elevator example. In a new highrise building, People complained about the lifts being too slow. Engineering solution – make lifts go faster. Someone then enquired further and found that people were just getting bored. Different problem – the clarification stage. So what was the solution?? Mirrors Take a look at these four modes of thinking and consider how you interact with these modes. One of the goals of today’s presentation is to recognize that we don’t all engage in the breakthrough thinking process in the same way.
Then we’ll diverge (the red) Judging, assessing options, categorising Making decisions and focusing Next slide
However, for innovation to be sustainable in an organisation, it needs leadership. What leadership style do you or your leaders bring to the organisation and the innovation? Leadership development is often required to help leaders release their people to be innovative and to establish teams and systems that support innovation. Also, what are the key attributes for individuals and the team to make innovation happen in the team and organisation. And how do team members fit within the innovation process?
8. FourSight Preferences Earlier, we talked about the four basic areas of the breakthrough thinking process, also think back to the river exercise. At this point and from our exercise, you can probably see you will have a preference for a particular type of thinking… Not surprisingly, those who have a preference for clarifying the situation are called Clarifiers. Those who have a preference for generating ideas and solutions are called Ideators. Those who have a preference for refining and developing solutions are called Developers. And those who have a preference for acting to implement plans are called Implementers. A proper FourSight assessment will tell you how strong your energies are for each preference.
10.30am On average it takes about 3,000 initial ideas to lead to one commercially viable product or process
This is the profile of a team. Describe. Low clarifier, good ideator, low developer, reasonable implementer. Now what could happen in a breakthrough innovation process creative problem with this team?? Plenty of ideas about a poorly defined problem or the wrong problem. Also very limited idea development preferences – but higher on implementation. So lots of ideas could be poorly developed and implementation may be unsuccessful.
And having brought people together into a breakthrough innovation process, we now have a product or a solution.
Skip if no time PRODUCT What makes a product, service, process or procedure innovative? It is useful to think of product/service as a collection of consumer benefits – technical, non-technical and attitudinal Innovation has three distinct determining characteristics: Novelty: refers to the originality of the product, service or procedure: that is, will users be attracted to it because of its uniqueness? Resolution: refers to whether the idea, product, service or procedure will ‘fill the bill’ and be relevant to the problem or unanswered need at hand. In other words, the innovative product or service has to be perceived as ‘the answer’ to the existing challenge, problem or situation. Elaboration or Synthesis: relates to style and how the product, service or procedure is completed and presented. Is the product, service or procedure: Well-crafted and/or appealing to users/consumers? Well presented or packaged? Simple to used or understand? User friendly? Easy to commercialise? Will people buy it and/or use it?
So we have just spent the last hour and a half considering ways of capturing and managing ideas in a way that is useful to an oragnsiation – that’s workplace innovation and ideas management…. Read from slide… In an integrated way across the team or the department or organisation