AT LEAST 49 SHADES OF GRAY. Leading for Innovation
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1 AT LEAST 49 SHADES OF GRAY Leading for Innovation 1
2 INNOVATION: Creativity Implemented 2
3 Leadership behaviour either promotes or undermines organizational creativity. IBM Institute for Business Value. Cultivating organizational creativity in an age of complexity: A companion study to the IBM Global CEO Study. 3
4 Creative Leadership: the action of leading a group of people or an organization towards novel, unique and meaningful outcomes. Deitlef Reis Thinkergy.com 4
5 FIRST: IT S ABOUT YOU! 5
6 Creativity is NOT an escape FROM disciplined thinking it is an escape WITH disciplined thinking. JERRY HIRSHBERG - Founding director and president of Nissan Design International 6
7 Traits of a Creative Leader Comfortable with ambiguity Encourage balanced risk Always questioning assumptions Balance creative disruption with operational efficiency Lead from influence not power 7
8 Harnessing the Energy of Opposites Real World Virtual World Business Zero sum Society and Environment Expand the pie Local Global 8
9 Harnessing the Energy of Opposites Operational Efficiency Systems Thinking Creative Disruption Design Thinking Power Influence 9
10 Creativity is often seen as a risk management liability and an impediment to process and operational efficiency. -IBM CHRO Study 10
11 11
12 The essence of creative leadership is assumption - the ability to be aware of the kind of assumptions that you have, to challenge your assumptions, and to invent new assumptions. Casse, Pierre: Developing Leaders Through Art., youtube.com,
13 Scott Adams
14 14
15 What assumptions do you have about : Your Team You External Factors that are getting in your way? 15
16 SECOND: IT S ABOUT YOUR ORGANIZATION 16
17 Integrated Innovation Framework (IIF) 17
18 Integrated Innovation Framework (IIF) Climate Build Your Climate - Understanding the environment. People Know Your People - Understanding the people involved. Process Develop Your Process - Understanding the process options. Purpose Identify Your Purpose - Understanding the desired result. 18
19 19
20 20
21 IIF - Climate Build Your Climate - Understanding the environment. 21
22 CULTURE & CLIMATE: Different but related concepts CULTURE The values, beliefs, history, traditions, etc., reflecting the deeper foundations of the organization. CLIMATE Recurring patterns of behavior, attitudes, and feelings that characterize life in the organization. 22
23 23
24 MEASUREMENT OF CLIMATE 24
25 IIF - People Know your People - Understanding the people involved. 25
26 Harnessing the Energy of Opposites Operational Efficiency Systems Thinking Creative Disruption Design Thinking Power Influence 26
27 WAYS OF DECIDING PEOPLE TASK MANNER OF PROCESSING External Internal 27
28 ORIENTATION TO CHANGE Developer Explorer 28
29 IIF - Process Develop Your Process - Understanding the process options. 29
30 PROCESS Tools and techniques for deliberate, sustainable, repeatable organizational creativity Process for gathering, vetting and implementing new ideas How to build the business case for new ideas 30
31 31
32 IIF - Purpose Identify Your Purpose - Understanding the desired result. 32
33 PURPOSE Where are the opportunities to innovate in your work place? Product Operations Management procedures Customer travel experience Business model Physical environment Rewards and metrics that motivate behaviour What can YOU do? And where can YOU start? 33
34 Yesterday s market-leading best practices can all too often turn into tomorrow s recipe for disaster. IBM Study. 34
35 In a world where best processes and practices are standardized across industries and regions, innovation and adaptation the building blocks of differentiation [shades of gray] are often all that separates outperformers from the irrelevant. IBM Study. 35
36 Leading Innovation Summary Leadership Traits IBM Study Integrated Innovation Framework Climate SOQ Risk Taking Idea Time Idea Support Debate Trust/Openness Conflict Playfulness and Humour Freedom Challenge/Involvement People Process Purpose VIEW: Inventory of Problem Solving Style Explorer >< Developer Internal >< External Person >< Task Traits Comfortable with ambiguity Encourage balanced risk Always questioning assumptions Balance creative disruption with operational efficiency Leading from influence not power INNOVATION: Creativity Implemented Opposites SMUBA Seeing Mapping Understanding Believing Acting Real world -> <- Virtual world Business -> <- Society and environment Zero sum -> <- Expand the pie Local -> <- Global Operational efficiency -> <- Creative disruption Systems thinking -> <- Design thinking Power -> <- influence
37 Putting Creativity to Work th Ave North Saskatoon, SK, S7K 2V3 P: E: eti@eclecthink.com W: 37
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