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What Next? Sustaining Innovation

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Paul McIvor
Paul McIvor

Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.

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What Next? Sustaining Innovation
Presentation structure ,[object Object],[object Object],[object Object]
What this presentation is not about ,[object Object],[object Object],[object Object]
What this presentation is about ,[object Object],[object Object],[object Object],[object Object]
What if?
What if? ,[object Object],[object Object],[object Object]
What if?
What if? ,[object Object],[object Object]
What next? ,[object Object],[object Object],[object Object],[object Object]
A step back – what is innovation? ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Hold on a minute… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Wait a minute… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Back to our science roots ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Thank you Frederick Taylor ,[object Object],[object Object],[object Object],[object Object],[object Object]
The reaction to routine ,[object Object],[object Object],[object Object],[object Object]
Disruptive innovation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Obstacles to ongoing innovation
Risk aversion ,[object Object],[object Object]
Risk aversion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Answer D
Joint-decision trap ,[object Object],[object Object],[object Object]
Cult of the org chart ,[object Object],[object Object],[object Object]
Indeterminacy ,[object Object],[object Object],[object Object]
Closed planning ,[object Object]
Not playing to your strengths ,[object Object]
Accepting assumptions ,[object Object],[object Object],[object Object]
Silos ,[object Object],[object Object],[object Object]
Misalignment & mis-measurement ,[object Object],[object Object],[object Object]
Ways to cultivate ongoing innovation
Put a fence around the innovation process ,[object Object],[object Object]
People ,[object Object],[object Object],[object Object],[object Object]
People ,[object Object],[object Object],[object Object],[object Object],[object Object]
People Revolutionaries – 5% Silent supporters – 60% Eeyores – 15% Dissidents – 20%
The environment ,[object Object],[object Object],[object Object],[object Object]
Innovation structures ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
The Ebola example ,[object Object],[object Object],[object Object]
Openness ,[object Object],[object Object],[object Object],[object Object]
Make time for innovation ,[object Object],[object Object],[object Object]
Solution looking for a problem problem  universe of possible solutions  best solution solution  universe of possible problems  best fit
Solution looking for a problem ,[object Object],[object Object],[object Object]
Fight inertia ,[object Object],[object Object],[object Object],[object Object],[object Object]
Shorten the failure cycle ,[object Object],[object Object],[object Object],[object Object],not
Sell the innovation ,[object Object],[object Object],[object Object]
Some ideas ,[object Object],[object Object],[object Object],[object Object],[object Object]
Paul McIvor 416.516.7095 416.906.1276 C [email_address] 179 Fern Avenue Toronto, ON, Canada M6R 1K2 Contact

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