Zone of Innovation
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This document discusses accelerating innovation through an organization's people and culture. It provides techniques for innovation, including creative recombination, focusing on problems, and ensuring generators implement ideas. It also warns of potential traps, such as differentiating too far or optimizing without confronting mediocrity. The document emphasizes building a culture of innovation where everyone plays to their strengths and builds engaging learning solutions to bridge knowledge gaps. It cautions that organizational culture is not formed overnight and can become a liability if new employees cannot adjust or implement new ideas.
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Zone of Innovation
- 1. Raja December, 2016 Accelerating Transformation Through Our People Zone of Innovation
- 4. Changing Expectations: Everything On Demand Experiences Outcome
- 5. Disruptors Source: CEB (Apr 2016)
- 10. Zone of Innovation is @ Edge than @Core
- 12. • Interesting Problem • Inspiring Cause • Big Market • Bold Entrepreneurs Innovation Styles Innovation - Triggers • Iterate Creative Re-combination • Problem-Idea-Strategy-Plan • Generators need to get it Implemented (Can’t Be Delegated) 3 Simple Techniques
- 14. IDEAS can happen to ANYONE anytime.
- 15. INNOVATION happens Give it a possibility to GROW.
- 16. LEARNING from Failures ACCELERATE up a bit.
- 17. • Differentiation (iPhone) • Neutralization (Android) • Optimization (SalesForce) Innovation Styles Innovation Types
- 18. Innovation Playbook Differentiation Neutralization Optimization Metric Separation Time To Market Cost Standards Unmatchable Good Enough Best In Class Question How Far How Fast How Much Never Combine Playbooks
- 19. Innovation Vs. Returns SOURCES OF WASTE Differentiation Product that don’t go far enough. Neutralization Product that go too far and/or too slow. Optimization Product that don’t confront mediocrity. Blended Product that’s CONFUSED! WASTE FAILED ATTEMPTS DIFFERENTIATION NEUTRALIZATION OPTIMIZATION Eliminate Waste Vs. Innovators Dilemma
- 20. Healthcare USD1.4 trillion Manufacturing USD6.4 trillion Oil & Gas USD1.1 trillion Financial Services USD3.1 trillion Retail USD2.8 trillion Top 10 industries for Digital Value at Stake, 2015-2024 Service Provider USD2.0 trillion Transportation USD845 billion Administrative/ Waste Management USD899 billion Construction/ EPCM USD779 billion Arts/ Ent./ Recreation USD706 billion Addressable Market Digital value at stake varies widely by industry Source: Cisco Paper (Jan 2016)
- 21. Re Cap – Practice 3 Simple Techniques • Creative Re-combination • Problem-Idea-Strategy-Plan • Generators need to get it Implemented (Can’t Be Delegated)
- 22. Culture of INNOVATION Watch Out For Traps
- 23. INNOVATE or DIE
- 24. for GOOD IDEAS!Go & INNOVATE
- 25. more thing.ONE
- 26. PRODUCTS COME & GO
- 27. PRODUCTS COME & GO CULTURE of Building Great Teams STAYS
- 28. PRODUCTS COME & GO CULTURE of Building Great Teams STAYS
- 29. We want to: Build and nurture a great Team where Everyone Plays to their Strength Everyday So that: We can build Engaging Learning Solutions to bridge the Knowledge Gap in the (Digital) Workplace By Enabling, Empowering & Inspiring Everyone To: Think with Clarity Act with Discipline Communicate with Consistency Empathize with others Why What How
- 30. Thank You.
- 31. Watch Out !!! • The culture of an organization is not formed in a single day. • Adjustment problems arise when new joinees find it difficult to adjust to the prevailing work culture. • Culture in certain cases can also become a liability to an organization. • An individual working in any particular culture for quite some time would develop certain habits and mindset. • An employee finds it difficult to implement new ideas and concepts in a culture which has been practiced for several years. • One should always remember that no culture is more important than employees.
Editor's Notes
- https://www.cebglobal.com/content/dam/cebglobal/us/EN/best-practices-decision-support/information-technology/pdfs/cio-digital-enterprise-2020.pdf.
- Source: http://www.connectedfuturesmag.com/Research_Analysis/docs/Private-Sector-Digital-Value-at-Stake.pdf
- The culture of an organization is not formed in a single day. A culture is the cumulative outcome of the interaction amongst the employees and their behavioural patterns at the workplace. A culture is formed when individuals follow certain values and adhere to guidelines over a considerable period of time. Problems arise when new employees step into the shoes of the existing ones and take charge. They bring new ideas, new plan of actions and new concepts along with them and thus cause problems for the existing employees. They tend to hire their own people and eventually side-line the current employees. Adjustment problems arise when new joinees find it difficult to adjust to the prevailing work culture. They find it difficult to concentrate and tend to lose interest in work. For them the work becomes a burden and they simply attend office to earn money. They never get attached to their workplace. Culture in certain cases can also become a liability to an organization. Strict policies and harsh rules can sometimes create problems for the employees and they find it difficult to stick to the organization for a long time. Retaining the employee becomes a nightmare in cases of weak cultures. The policies must be employee friendly and benefit one and all. An organization where male employees dominate the female counterparts follow a culture where late sitting is a regular feature. Male individuals might find this kind of culture extremely comfortable but a female employee would not be able to adjust well in such a culture. The youngsters would have a problem in organizations where the older generation decides the policies and forms the culture. An individual working in any particular culture for quite some time would develop certain habits and mindset. It is not easy to get rid of a habit all of sudden. Difficulties arise whenever employees wish to move on for better opportunities. The new organization might not promise them the same facilities and comforts which their previous organization offered. The incentive plan in this organization might not be as lucrative as it was in the previous organization. Example: Janet worked with an organization where the employees had the liberty to reach office as per their convenience. Her current organization followed a strict culture where the management was particular about the work timings, hence causing problems for Janet as she was used to flexible timings. An employee finds it difficult to implement new ideas and concepts in a culture which has been practised for several years. For him the culture becomes a limitation, where he has to work as per the set guidelines and predefined policies. One should always remember that no culture is more important than employees. They are the true assets of an organization. The work culture should never bind the employees to do something innovative.