Strategies and Tools for Creating a Culture of Innovation

Transcription

1 Download this Presentation at: Strategies and Tools for Creating a Culture of Innovation Soren Kaplan Managing Principal InnovationPoint skaplan@innovation-point.com

2 A Quick Innovation Assessment My organization s stated innovation values, mission, and growth strategies are perfectly aligned and supported by people s behavior Every employee in my organization is empowered to generate and bring both incremental and disruptive innovations to market My organization has too many people and too much money allocated to innovation Yes! No!!! "!!! "!!! "!

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4 Source:!!The!Wall!Street!Journal,!2012!

5 Casualties of Disruptive Innovation

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7 There's no formula. If there was a formula, a lot of companies would have bought their ability to innovate. -- Tim Cook, CEO

8 Luck events!

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11 Breakthrough innovation meat grinder forecasang! business!modeling! SWOT!analysis! market!analysis! financial!analysis! strategic!planning! scenarios! reverse!engineering! InNOvaAon! CORPORATE(MEAT(GRINDER(

12 So how can we Create a true culture of innovation Accelerate time to market Drive topline growth 12

13 Point #1 The only way to deal with today s uncertainty is to foster a culture that uses it to innovate. 13

14 The Iceberg Model of Culture

15 Corporate Values Communication We have an obligation to communicate. Here, we take the time to talk with one another and to listen. We believe that information is meant to move and that information moves people. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Integrity We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won t do it. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.

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17 Innovation Climate & Culture Innovation Climate (visible) # Vision & Strategy # Espoused Values # Metrics & Rewards # Organizational Structures # Business Processes # Leadership Behaviors Innovation Culture (invisible) Shared Assumptions Norms Values Taken-for-Granted Beliefs Unwritten Rules

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21 Oh, my god Easy and magical

22 Organizational Levers for Innovation Climate & Culture External Environment Leadership Strategy & Business Model Enabling Technology Metrics, Rewards, & Recognition Processes Structures Innovation Culture Results/ Performance People

23 Every!organizaAon!is!perfectly! designed!to!get!the!results!it!gets!

24 Technology! Leadership! Structure! InnovaAon!Culture!Canvas! People! The!Business!Mission! that!drives!innovaaon! targets!&!behavior!! Metrics,!Rewards,!RecogniAon! Processes!

25 Technology! Leadership! Structure! Capabilities and tools that allow employees, external partners and customers to connect, share knowledge, and innovate People! How leaders influence innovation through explicit decisions and subtle behaviors InnovaAon!Culture!Canvas! The mindsets and skillsets of employees, leaders, external partners and even customers tied to creative thinking, prototyping, and execution of new ideas and opportunities The!Business!Mission! that!drives!innovaaon! targets!&!behavior!! The formal and informal measures and rewards that drive and support innovation-related mindsets and behaviors Metrics,!Rewards,!RecogniAon! The formal and informal organizing principles and functional designs that enable (or inhibit) collaboration and guide mindsets & behavior How growth strategies and innovation are executed internally and externally including functional activities, customer engagement, information sharing, product and service development, etc. Processes!

26 Innovation Catalyst is a true catalyst for growth Page 26

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39 200 Catalysts Lean Start-Ins Page 39

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43 Customer Office Hours

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45 Technology! Leadership! Structure! Catalyst Toolkit Intuit Brainstorm Innovator s Exchange Agile Leadership Small teams Experimentation Prototyping Storytelling Autonomous BU s 100 s of Small Teams 1000 s of intrapreneurs InnovaAon!Culture!Canvas! 200 Innovation Catalysts All employees given innovation competencies Improve!Customers! financial!lives!so! profoundly!they!can t! imagine!going!back!to! the!old!way!! 10% unstructured time Lean Start-Ins Customer Office Hours People! Founder s Award Wall of Fame Time Reward Informal Resourcing Metrics,!Rewards,!RecogniAon! Processes!

46 Point #2 Culture results from interrelated variables that can be influenced (changed) by leadership 46

47 Peeling back the culture curtain Culture Page 47

48 5 Principles for Influencing Innovation Culture 48

49 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

50 Dan Pink says Financial Incentives Motivation

51 #1 Motivator of the Corporate Intrapreneur

52 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

53 Entrepreneurial Thinking Style Study Serial Entrepreneurs: Take small steps Professional Managers: Predict the future Source: University of Virginia

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56 Create a One Pager, then Shop it Around What s the core idea? (2 sentences) What will it deliver? Who will it benefit and how? What makes it unique & breakthrough? What assumptions are we making? What do we need to get started?

57 Huggies MomInspired

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60 Tilty Cup

61 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

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63 No!crossW! cultural!thinking! Thinking!of!crossW cultural!experiences! Source:!!INSEAD!&!Northwestern!

64 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

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66 Case Examples of Rewards Annual award for best failed idea Failure parties When learning hurts sessions 66

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68 Innovation Metrics Formal Revenue/Profit from new products/services in last X years # of patents filed Externally sourced tech Balanced portfolios - # and quality of ideas in pipeline Innovation awards Customer satisfaction Press coverage Etc Informal 1:1 recognition Public recognition Conversational credit Peer reward economy (e.g., play money, gift cards, etc.) Innovation Stories Failure debriefs Etc 68

69 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

70 Fear Increased Risk-Aversion Poor Choices Uncertainty Lack of control Pessimism Source: Harvard University

71 Creating a Safe Environment 71

72 Organizing for Innovation Open Innovation / Spin-Ins New Ventures Group Innovation Council Innovation Solution Teams External Venture Communities of Practice Skunk Works

73 Case Example of Structure 73

74 TimeSpace Pag e 74

75 Design Principles for Creating a Culture of Innovation Design!Principles! Leadership!Behaviors! 1.!Give!Time! 2.!Encourage! ExperimentaAon! 3.!Provide!Tools! 4.!Measure!&! Recognize! 5.!Sponsor! Give!unstructured!-me,!-me!awards,!and!promote! innova-on!events! Promote!explora-on,!prototyping,!and!assump-on! tes-ng!in!the!real!world! Provide!toolkits,!workshops,!labs,!customer!access,! technology,!and!other!resources! Set!metrics,!recognize!effort,!learning!from!failure,! and!results!!formally,!informally,!publicly,!and! privately! Set!tough!goals/challenges,!communicate!through! stories,!protect!resources!for!development!&!scale!! and$walk$the$talk$every$day$

76 Technology! Leadership! Structure! InnovaAon!Culture!Canvas! People! The!Business!Mission! that!drives!innovaaon! targets!&!behavior!! Metrics,!Rewards,!RecogniAon! Processes!

77 Assessing! Culture!

78 Assessing!Culture!

79 Assessing!Leadership! 79

80 Point #3 Every culture is different and therefore requires different approaches to instilling innovation into its DNA. Practice principles. Forget the formula. 80

81 About Soren Kaplan Soren Kaplan is a Managing Principal at InnovationPoint, where he works with organizations including Visa, Disney, Colgate-Palmolive, Medtronic, Philips, PepsiCo, and numerous other global firms. Soren previously led the internal strategy and innovation group at Hewlett-Packard (HP) during the roaring 1990 s in Silicon Valley and was a co-founder of icohere, one of the first web collaboration platforms for online learning and communities of practice. He is the author of the Wall Street Journal bestselling book Leapfrogging, focused on helping innovative leaders disrupt mindsets and markets. He is an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands. He holds Master s and Ph.D. degrees in Organizational Psychology. skaplan@innovation-point.com