Leading in a Changing World

Transcription

1 Leading in a Changing World Module 3 IBM Packaged Grant

2 Leading in a Changing World This workshop is available in the following three modules Supporting Creative & Innovation Leaders The Innovation Process Implementing Innovative Ideas in Your Organization Each module is approximately minutes and includes great information and opportunities to practice what you re learning. The Innovation Process module includes a useful workbook to guide you through the innovation process and is an artifact you can leverage with your teams. 2

3 Agenda IBM Corporate Citizenship & Corporate Affairs Agenda The Creativity/Innovation Continuum Implementing Your Innovation Initiative The Case for Stealth Innovation Leading from Behind Leading Change The People Side of the Equation Closing Thoughts 3

4 Some definitions Innovation distinguishes between a leader and a follower ~ Steve Jobs 4

5 The creativity - innovation - implementation continuum Creativity is one component of innovation. To have an innovative workplace, you need creativity, but not all creativity leads to innovation--that is, ideas must go through development and selection processes to weed out those that simply won't work or that are unrealistic. 5 Innovation must result in action that requires implementation and leaders to implement the required changes and manage key stakeholders and obtain their support.

6 How can you be a leader of innovation? Your organization has conducted several innovation events over the past few months and teams have come up with some really great ideas. But you know that your idea is the very best. But how are you and your team going to try out the idea to see how well it works? And gather the support and evidence that this is THE idea that should be implemented? What have been your experiences in implementing new ideas? What worked? What could have been done even better? What key lessons did you learn? Let s look at how two small teams approached the challenge of selling their new idea 6

7 Implementing Innovation The Stealth Factor Obtain manager support Go to the top CEO Innovate under the radar! 7

8 Innovating under the radar pfizerworks outsourcing routine parts of jobs More than a year in development under the radar Gathered evidence & allies Showed proven business case Quick support from Pfizer inventor became head of pfizerworks with a budget 8

9 Seeking early support with a concept Game changing idea for the luxury market Team brought idea to execs Questioned technical feasibility and market Created working prototype Tested with consumers who loved it! Price point higher than expected And the execs said 9

10 Being a Stealth Innovator. Stealth Sponsors Get the mandate from the middle Pick people you know well Consider their incentives Ask for advice first Stealth Testing Prove the value of your idea Develop a prototype Document success & failure Gather champions Stealth Resourcing How to keep the tap running Scavenge Look outside Barter Stealth Branding Create a cover story Part of existing initiative? Don t call it a project Is Stealth Innovating for you? 10

11 When should you innovate under the radar? What is the risk to the company? What is the risk to your career? How many gatekeepers are there? What pace will be most beneficial to your project? How final is NO!? To avoid legal or ethical problems and to make sure that your project remains in the interest of your company use your advisers, and use them constantly! 11

12 What are some of the ways you can be a leader of Innovation? Often these leaders of innovation are not part of the organizational hierarchy so have the challenge of leading without authority No power Can t sanction those who are unwilling to help But, if you can mobilize others and accomplish amazing things, then you re a leader of innovation! Organizations who welcome new ideas are often filled with people who understand how to maximize their own ratio of accomplishment over authority Let s look at how to lead without authority, sometimes from behind and 12

13 How can you mobilize others when you re not in charge? Connectors: A gift for spotting the combinatorial chemistry between ideas and people Mentors: Rather than hoard power, they give it away by coaching, mentoring, challenging & encouraging Visionary: They cultivate a first person experience with the future and posses a compelling vision of what could be Bush-whackers: They clear the trail for new ideas and initiatives by chopping away at the undergrowth of bureaucracy Citizens: True activists, their courage to challenge the status quo comes from their abiding commitment to doing as much good as possible for as many as possible 13

14 Innovation Leaders often lead from behind Traditional Leadership Top down; provides the direction to the team Provides strategy and vision and how to get there Leading from Behind Sets the course Encourages visioning Mobilizes people to join them Builds communities who can innovate 14

15 Leading from Behind If you want your team to produce something innovative, and you re not sure where you re going, traditional leadership models don t work! Create a world to which people want to belong A shared sense of purpose that brings people together to do the hard work of innovation Build organizational capabilities necessary for the innovation process Creative abrasion -the ability to generate ideas through intellectual discussion and debate Creative agility -the ability to test and refine ideas through quick pursuit Creative resolution - the ability to make decisions in an integrative manner 15

16 How can you start leading from behind? Show confidence in your team and their ideas Select your community members carefully Create a culture of leaders rather than followers Provide incremental leadership opportunities Share ownership of tasks and accountabilities Celebrate success AND failures Importantly, begin again more intelligently! 16 I always remember the regent s axiom: a leader, he said, is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind. ~ Nelson Mandela

17 Leading change the people side of the equation For changes that impact many people, or represent very different ways of working, a change management initiative is critical to implementing the change successfully It s the people who will make or break the implementation of your innovative idea/program/product! The BIG QUESTION how to begin managing change? 17

18 Change leadership is not the same as management Managers are people who do things right, while leaders are people who do the right thing. Warren Bennis, On Becoming a Leader Managers Keep system under control Plan, budget, and allocate resources Organize and staff Control, monitor, and solve deviations Leaders Create changes Develop vision and strategies for needed changes Align people, influence creation of teams, communicate direction Motivate, inspire, and energize John Kotter, "Leading Change." But why is it important? 18

19 Successful Innovation Leaders are also Change Leaders A change leader is one who Clearly describes the change vision and goals Actively involves leaders in owning the change Assesses the change impact and plans how the change will be managed Engages and prepares employees to adopt the new ways of working Aligns the organization to enable and reinforce desired behaviors Monitors adoption of the change to ensure the desired outcomes are realized 19

20 These three key elements of the change process will help you get started Who will be impacted by the change? How will they be impacted? What actions are required to get ready for the change? Who are the key stakeholders? What is their view of he change? What s needed to get them onboard? Who needs information about the change? What information do they need? When will they need the information? What media is best used with each audience? 20

21 Change can impact people in a variety of ways Affected by Change 21

22 Identifying change impacts is foundational to managing change Provide a realistic view of the change A well defined, change impact will: Accurately outline details of the change Help determine actions needed for adoption 22

23 Collaborate with the right people to develop a list of change impacts Leaders who have a vision for the desired outcomes People who have a good understanding of the current state and how the future state will be different Those who have a vested interest in the change Representatives who have knowledge of how work is actually performed in the groups that will be impacted Subject Matter Experts with specialized knowledge 23

24 Change Impact Analysis: The How and the Why Benefits of Impact Analysis Establishing and addressing detailed change impacts results in the following benefits: Impacted stakeholders will understand terms they will relate to due to focused and clear communications Receive clarity on change management activities to help minimize negative impact Identifies positive impacted and capitalize upon these messages How Do we Do This? Identify the major impacts with project team and other required Subject Matter Experts Plan activities to manage the change impacts Gain input to the identified change impacts and planned activities from key stakeholders Incorporate planned activities with the over-arching change management plan Conduct a post-implementation review 24

25 Leadership is needed in interactions with all stakeholders Clients Colleagues Sponsors Effective leaders both achieve task objectives & maintain or enhance relationships Board of Directors Donors Business partners Team members Managers 25

26 Stakeholder Engagement: The How and the Why Benefits of Stakeholder Engagement Your organization s key stakeholders goals and issues are aligned to the objectives of the new program We are able to learn from and neutralize those who have opposing views We understand political barriers to implementation Inform stakeholders tailoring communications and messaging accurately Shift critical stakeholders attitudes and willingness to change Help involve the right people at the right time Flag potential issues early so solutions can be worked into a change plan How Do we Do This? Understand that you are responsible for different groups of internal and external stakeholders Recognize that stakeholders can have different concerns sponsors worry about program impact and recognition; managers worry about changes to their day to day management practices Find the influencers bring them on board they will move the masses; target the cynics and bring them on board too Share your stakeholders concerns with the team so they understand the worries on the ground 26

27 Value MRL employees see the Stakeholders are actively engaged and own the implementation of the changes in their area Value The change program is designed to address and prioritize the impacts to the individuals and help them embrace the change Value MRL employees will be informed about the program and understand the benefits and implications of the change to them Value MRL employees are motivated to adopt the new processes and tools Value Merck MRL is self-sufficient and can lead a successful change management program Value Program leadership understand areas of strength and areas that require more focus to ensure success IBM Corporate Citizenship & Corporate Affairs Communications: The what Change Management Approach Stakeholder Adoption Impact Analysis Communications Engagement Incentives Program Team Effectiveness Knowledge Transfer Using creative communications with internal and external stakeholders is a must to keep these participants engaged and to establish awareness, set expectations and create buy-in Delivering the right message... to the right people... at the right time

28 Communications: The How and the Why Benefits of Communications Program recipients receive the right information, at the right time and in the right format Key stakeholders are aware, understand and committed to the critical projects in your organization Reduces the emotional resistance by eliminating fear of the unknown Sets expectations for all impacted audiences Provides context of how the new program fits into the organization s overall strategy Places the new program on center stage, encouraging open dialog How Do we Do This? Develop communications with key messages developed for target audience Core Team sends yes, I agree s after their team receives mass communications let them know this isn t just another initiative Deliver a consistent message by repeating key messages and benefits, Be honest and open in your communications Over-communicate rather than undercommunicate Encourage questions from the team that is implementing the program provide feedback on what s working and what isn t 28

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30 Agenda IBM Corporate Citizenship & Corporate Affairs Agenda The Creativity/Innovation Continuum Implementing Your Innovation Initiative The Case for Stealth Innovation Leading from Behind Leading Change The People Side of the Equation Closing Thoughts 30

31 Closing Thoughts Are you ready to be an Innovation Leader? Next Steps What are the 3 learning points you will use in the coming weeks?

32 Books and Resources Brainsteering: A Better Approach to Breakthrough Ideas Kevin P Coyne & Shawn T Coyne Change Making: Tactics & Resources for Managing Organizational Change by Richard Bevan The Innovator s DNA: Mastering the 5 Skills of Disruptive Innovators by J. Dyer, H. Gregersen & C.M. Christensen Smart Thinking: 3 Essential keys to Solve Problems, Innovate, & Get Things Done by Art Markman The 2020 Workplace (Working Styles) Jeanne Meister & Karie Willyerd Fast Company Magazine Feb & Nov 2012 Harvard Business Review, March

33 Thank you for your time today! 33