This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
What does the english longbow have to do with your strategy? Tom Hood and Ed Kless have discovered the secrets to high performing firms and how to create inspiring workplaces that engage people and outperform the competition.
This presentation was sponsored by Sage North America for the IPBC Conference in Niagara Falls, Canada.
Ed & Tom have researched the greatest strategy thinkers of our time and synthesized it in an actionable and entertaining format. Learn how Tom Peters, Jim Collins, Simon Sinek, and even Peter Drucker all emphasized the same key points for success. The confusion is that the Hard is Soft and the Soft is Hard (thanks to Tom Peters).
A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
Leuphana Conference on Entrepreneurship 2015Norris Krueger
Great newer conference that focuses on creativity & innovation at Leuphana University in Luneberg! Silke Tegtmeier and her team has done a great job again thus year:
http://www.leuphana.de/zentren/rce/konferenz.html
My keynote on the entrepreneurial mindset: We talk about it all the time but never really define it :) So... how do we better understand it? Define it? Measure it? Change it? Ping me if you want to join the discussion! (And ACTION!)
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
Outline for a workshop/master class on how to help grow your entrepreneurial community. Battle-tested in different formats and different settings and deeply hands-on.
What does the english longbow have to do with your strategy? Tom Hood and Ed Kless have discovered the secrets to high performing firms and how to create inspiring workplaces that engage people and outperform the competition.
This presentation was sponsored by Sage North America for the IPBC Conference in Niagara Falls, Canada.
Ed & Tom have researched the greatest strategy thinkers of our time and synthesized it in an actionable and entertaining format. Learn how Tom Peters, Jim Collins, Simon Sinek, and even Peter Drucker all emphasized the same key points for success. The confusion is that the Hard is Soft and the Soft is Hard (thanks to Tom Peters).
A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
Leuphana Conference on Entrepreneurship 2015Norris Krueger
Great newer conference that focuses on creativity & innovation at Leuphana University in Luneberg! Silke Tegtmeier and her team has done a great job again thus year:
http://www.leuphana.de/zentren/rce/konferenz.html
My keynote on the entrepreneurial mindset: We talk about it all the time but never really define it :) So... how do we better understand it? Define it? Measure it? Change it? Ping me if you want to join the discussion! (And ACTION!)
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
Outline for a workshop/master class on how to help grow your entrepreneurial community. Battle-tested in different formats and different settings and deeply hands-on.
Experiential entrepreneurship education -state of the art (Coneeect Sofia)Norris Krueger
www.coneeect.eu - new EU-backed program to train new entrepreneurship educators in cutting-edge experiential learning.
Guest speakers this time included Allan Gibb, Gary Schoeniger [Ice House] and me.
Next event will be in Aberdeen, Scotland - check it out!
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy...Norris Krueger
Energy Connected speed presentation March 4, 2015:
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy" Steps! :)
The latest, greatest Idaho Tech Council /Idaho National Lab confab, the Energy Connected' symposium is March 3-4, 2015 and features a series of Ignite/pecha kucha style speed presentations. These are my overly-cluttered draft slides for this presentation - lots of embedded links but not enough plugs for my great friends who want to grow great entrepreneurial communities! Like US SourceLink, the OECD entrep crew, Klaus Sailer's Coneeect, World Entrepreneurship Forum & Junior WEF, and of course the Kauffman Foundation!
Harness the power diversity can bring to your team or organisation. Exploring tools and techniques. Slides from public session presentations, including Agile Cambridge 2015.
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
10 Quotes from Leaders on Life, Teamwork and SuccessZillow
Over the last 10 years, we’ve invited inspirational leaders to speak in our Zillow Group Speaker Series. Enjoy some of the best advice we’ve heard from Presidents, CEOs, actors and athletes.
Creating a winning environment in the workplace today requires teams to change the way they approach work. Leaders communicate more than what they say with their words but through their actions and the culture that they cultivate throughout the organisation. This presentation looks at some of the keys to creating a winning environment all underpinning communication at all levels. Presentation by Buhle Dlamini
My second invited keynote in March- this time to an amazing audience in Tokyo -- had great attendance by a wide range of academics, entrepreneurs/champions AND high-ranking government officials. (Content overlaps with Dubai talk.) Also presenting is Boo Edgar from Gothenburg, Dr. Noriko Tajo of Hosei, Dr. Shingo Igarashi of Kyushu/QREC and Dr, Yoshii Ishii, METI.
Business Model Generation Toronto (#bmgenTO)Satish Kanwar
Our city's business model thinkers came together on Monday, November 30, 2009 to delve into a book as innovative as its topic - Business Model Generation.
Toronto held this first-of-its-kind meetup in the most organic way possible at the Centre for Social Innovation, with only 30% talk and 70% workshop powered by amazing community facilitators.
Learn more about this open, engaging and practical business model workshop at http://www.guestlistapp.com/events/7500.
* Search #bmgenTO on Twitter at http://www.search.twitter.com/search?q=bmgenTO.
* Get the book at http://www.businessmodelgeneration.com/.
* Contact me at http://www.sati.sh or http://www.twitter.com/skanwar.
Thanks to our sponsors JazLabs, Jet Cooper, Orange Rhino Media, and XCINO Inc.
More coming in 2010.
Making space for Innovation: 21st Century LeadershipCatalyz
A presentation given at the 2017 ATD Puget Sound Conference, which introduces the concept of leaders as "Spacemakers" and provides a mental model for how leaders can make space to foster innovation on their teams.
Experiential entrepreneurship education -state of the art (Coneeect Sofia)Norris Krueger
www.coneeect.eu - new EU-backed program to train new entrepreneurship educators in cutting-edge experiential learning.
Guest speakers this time included Allan Gibb, Gary Schoeniger [Ice House] and me.
Next event will be in Aberdeen, Scotland - check it out!
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy...Norris Krueger
Energy Connected speed presentation March 4, 2015:
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy" Steps! :)
The latest, greatest Idaho Tech Council /Idaho National Lab confab, the Energy Connected' symposium is March 3-4, 2015 and features a series of Ignite/pecha kucha style speed presentations. These are my overly-cluttered draft slides for this presentation - lots of embedded links but not enough plugs for my great friends who want to grow great entrepreneurial communities! Like US SourceLink, the OECD entrep crew, Klaus Sailer's Coneeect, World Entrepreneurship Forum & Junior WEF, and of course the Kauffman Foundation!
Harness the power diversity can bring to your team or organisation. Exploring tools and techniques. Slides from public session presentations, including Agile Cambridge 2015.
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
10 Quotes from Leaders on Life, Teamwork and SuccessZillow
Over the last 10 years, we’ve invited inspirational leaders to speak in our Zillow Group Speaker Series. Enjoy some of the best advice we’ve heard from Presidents, CEOs, actors and athletes.
Creating a winning environment in the workplace today requires teams to change the way they approach work. Leaders communicate more than what they say with their words but through their actions and the culture that they cultivate throughout the organisation. This presentation looks at some of the keys to creating a winning environment all underpinning communication at all levels. Presentation by Buhle Dlamini
My second invited keynote in March- this time to an amazing audience in Tokyo -- had great attendance by a wide range of academics, entrepreneurs/champions AND high-ranking government officials. (Content overlaps with Dubai talk.) Also presenting is Boo Edgar from Gothenburg, Dr. Noriko Tajo of Hosei, Dr. Shingo Igarashi of Kyushu/QREC and Dr, Yoshii Ishii, METI.
Business Model Generation Toronto (#bmgenTO)Satish Kanwar
Our city's business model thinkers came together on Monday, November 30, 2009 to delve into a book as innovative as its topic - Business Model Generation.
Toronto held this first-of-its-kind meetup in the most organic way possible at the Centre for Social Innovation, with only 30% talk and 70% workshop powered by amazing community facilitators.
Learn more about this open, engaging and practical business model workshop at http://www.guestlistapp.com/events/7500.
* Search #bmgenTO on Twitter at http://www.search.twitter.com/search?q=bmgenTO.
* Get the book at http://www.businessmodelgeneration.com/.
* Contact me at http://www.sati.sh or http://www.twitter.com/skanwar.
Thanks to our sponsors JazLabs, Jet Cooper, Orange Rhino Media, and XCINO Inc.
More coming in 2010.
Making space for Innovation: 21st Century LeadershipCatalyz
A presentation given at the 2017 ATD Puget Sound Conference, which introduces the concept of leaders as "Spacemakers" and provides a mental model for how leaders can make space to foster innovation on their teams.
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Sparking Creativity And Fostering Innovation Biz Library WebinarBizLibrary
We know innovation is important. In this new webinar, you\'ll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
Sparking creativity and fostering innovation biz library webinarBizLibrary
We know innovation is important. In this new webinar, you'll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
iQ FutureNow: Creative innovation through mobileiQcontent
Tim Reid of Sparks Fire brings his wealth of experience in driving innovative creativity to this presentation. He focuses on delivering value to your customers through innovation. First presented at iQ FutureNow, Manchester, 4 July 2012.
How might we use the choices we make as project managers to have a more positive and profound impact on our organizations? This presentation was first delivered to the Project Management Institute's Puget Sound Meeting in
I attended the Behance 99% Conference in May of 2012. It was a very inspirational and fascinating experience. These slides capture some of my impressions, as well as some direct quotes from conference speakers.
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakthroughs
In order to stay ahead of the competition, people and teams must be creative and innovative. The key to success is engaging in ways of thinking that inspires breakthroughs. Science and technology is about using talent and skills to create possibilities. Did you know that there are proven tools to inspire teams to have every day breakthroughs? Uncover hidden talent on your team; learn strategies that are not only fun and creative, but also just might help you create the next breakthrough.
Learning Outcomes: Improve leadership skills to motivate, inspire, and foster innovation within an organization
At the end of this seminar participants will be able to:
a) Explore leadership skills that encourage creativity
b) Learn techniques and tools that support an inventive mind
c) Play games that inspire creativity and innovation
Doing Something Good facilitated this second event in Vicsport's 'Forward Thinking' series, addressing the changing business of community sport, and innovative approaches to getting more Victorian's physically active through sport.
Innovation in Action on 19 March was a practical workshop aimed at improving the capability of organisations in the community sport sector to be innovative, and generate game-changing ideas simply and quickly.
The Innovation in Action workshop provided participants with an opportunity to:
> Discover how top innovators approach problem solving
> Learn how you can apply cutting edge and easy to use design principles and methodologies to generate innovative ideas for community sport products, services and programs
> Participate in a practical ‘rapid prototyping’ team challenge to design innovative community sport membership models simply and quickly
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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(i.e., industry structure in the language of economics).
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3. “The way you will thrive in
this environment is by
innovating -- innovating in
technologies, innovating in
strategies, innovating in
business models."
Samuel J. Palmisano
CEO IBM (2006)
4. We will now
discuss in a little
more detail the
struggle for
existence.
Charles Darwin
- The Origin of Species
5. What we have here is
a failure to innovate.
• Leadership
• Dogma
• Questioning
• Patience
• Trust
• Openness
• Risk
6. What we have here is
a demand to innovate.
• Leadership
• Dogma
• Questioning
• Patience
• Trust
• Openness
• Risk
8. Are you a
Mac or PC?
Windows Vista
Windows 7
Zune
Media Player
9. iPod
Are you a iTunes
Apple Stores
Mac or PC? AppExchange
iPad
Windows Vista
Windows 7
Zune
Media Player
10. In early 2000, Apple was 1/10th the size of IBM and
Microsoft. As of 5/24/2010 - Apple’s Market Cap was
$227.74 billion - Microsoft was $233.1 billion
Yahoo Finance
11. Peter F. Drucker
1909 - 2005
“Every organization - not just business -
needs one core competence: innovation.”
13. The intuitive mind is a sacred gift and the rational mind
is a faithful servant. We have created a society that
honors the servant and has forgotten the gift.
- Albert Einstein
31. Embrace new things
Leadership
Characteristics of
Innovative Organizations
32. Embrace new things
Leadership
Decisive & forward looking
Characteristics of
Innovative Organizations
33. Embrace new things
Leadership
Collaborative
Decisive & forward looking
Characteristics of
Innovative Organizations
34. Embrace new things
Leadership
Collaborative
Right people &
Decisive & forward looking
Systems
Characteristics of
Innovative Organizations
35. Half of the great
innovations in the world
happened from great
insights, the other half
happened by accident,
and none of them have
been on the schedule.
- Roger McNamee
63. If stupidity got us
into this mess, then
why can’t it get us
out?
- Will Rogers
Editor's Notes
Greeting
According to Judy Estrin, author of Closing the Innovation Gap, “The failure to innovate is more damaging to an organization’s long-term vitality than a failure of innovation.”
Abbott Laboratories - $71.6 billion market cap - flat since book.
Circuit City - liquidation
Fannie Mae - mmmm if you bought this stock when book was publish - lost 80%
Gillette - gone - now part of Procter & Gamble
Kimberly-Clark - $24.8 billion market cap - down to flat since 2001
Kroger - 2nd largest retail grocer - losing market share and leaving markets
Nucor - $13.13 billion market cap & under pressure - now posting large losses but better than others
Phillip-Morris - Bought by Altria in 2007 - no longer on S&P 500, profits and performance in steady decline
Pitney Bowes - $4.53 billion market cap (1973-1988 study) May 24, 2010 - At Pitney Bowes, Constant Reinvention
Walgreens - #1
Wells Fargo - financially stable
As a group - showing sharper decline than broader market.
QUIT looking backwards! Look ahead.
From IBM’s international conference on Innovation held in Italy in 2006.
Do we accept the proposition that the organizations that are most prepared to innovate have the best chance of success in this economic environment? Are you willing to take that one step farther? Organizations - in order to survive - must learn to be innovative.
Don't be trapped by dogma-which is living with the results of other people's thinking. Steve Jobs commencement address address to Stanford University in 2005.
The "we're on the face of the earth to make great products" Apple chief operating officer Tim Cook during a 2009 earnings conference call. The success magazine.com May 19, 2010.
The "we're on the face of the earth to make great products" Apple chief operating officer Tim Cook during a 2009 earnings conference call. The success magazine.com May 19, 2010.
Hard to top Albert Einstein for statements about creativity. Here’s a man who failed mathematics classes as a student. So how did he make the impact he did upon all of us?
In a word - curiosity. His innate curiosity about how the world around him worked led him to develop novel and creative explanations for what he observed.
The top competency sought by CEO’s in leaders today - creativity. From a Bloomberg Business week survey, May 18, 2010
Hard to top Albert Einstein for statements about creativity. Here’s a man who failed mathematics classes as a student. So how did he make the impact he did upon all of us?
In a word - curiosity. His innate curiosity about how the world around him worked led him to develop novel and creative explanations for what he observed.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.
2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.
Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.
So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.
3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.
This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.
2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.
Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.
So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.
3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.
This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.
2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.
Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.
So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.
3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.
This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
There are three fundamental types of innovation - efficiency, evolutionary and revolutionary or disruptive. Innovator’s Dilemma, Clayton Christensen (read excerpt). (Explain differences.)
So let’s talk about a few things innovation is not:
technology
sector specific (telecommunications, etc.)
only for R&D
for special teams
creative playrooms
one-off event
just creativity training
just applicable to new products
Innovation CAN be: process improvement, new event, event planning, etc.
Flip sides of the same coin. But these are important questions.
Three ways innovation finds it way into organizations.
Three ways innovation finds it way into organizations.
Three ways innovation finds it way into organizations.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:
1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?
Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141
In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.
An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.
So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:
1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?
Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141
In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.
An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.
So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:
1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?
Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141
In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.
An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.
So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:
1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?
Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141
In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.
An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.
So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:
1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?
Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141
In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.
An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.
So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
He's Mark Zuckerberg's coach, Bill Gates' editor, Bono's business partner, and an owner of Forbes.
Portfolio.com - Rock Stars of Tech
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.
(Tell Post-It story.)
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.
(Tell Post-It story.)
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.
(Tell Post-It story.)
This is my favorite quote on the subject of innovation. Edison is telling us something extremely important. Creativity and innovation is more about failure than success. But - do we remember any of the ways Edison found to NOT make a light bulb? No - we remember the great idea.
As we said before - innovation always starts with good questions.
As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
As we said before - innovation always starts with good questions.
As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
As we said before - innovation always starts with good questions.
As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
After you’ve gotten through the “why” questions, now frame a challenge to address one of the elements, pieces or fundamental parts of a problem.
Phrase the discussion to generate ideas as “how might we . . . .”
Keep the challenges simple, direct and unambiguous. Also, don’t add qualifiers at this stage. The prupose of this type of conversation is simply get ideas out there!
Not every idea will be a good one. So? You need to develop lots of ideas in order to find one or two that can really work.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
Since we’re in Paris, let’s look at another immediately recognizable image of that remarkable city - the Eiffel Tower.
Each image evokes something quite different, yet each image is centered on exactly the same thing.
So you can see how changing the way you look at something can truly give you new or alternative ways to view it. Same thing applies to problems or challenges.
Since we’re in Paris, let’s look at another immediately recognizable image of that remarkable city - the Eiffel Tower.
Each image evokes something quite different, yet each image is centered on exactly the same thing.
So you can see how changing the way you look at something can truly give you new or alternative ways to view it. Same thing applies to problems or challenges.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Four things WE can do as professionals to foster our own sense of creativity and innovation.
Also - get a coach and find a reverse mentor
Tel IBM story and how collaboration through world wide social media is driving innovation at the grass roots level of the company.
This is one my of favorite quotes. Knowledge can be acquired. It is something we pick up and remember. It informs us and is important. But what we DO with knowledge is far more important, and we need imaginations to apply knowledge in new and interesting ways.