Simplexity Thinking :

Transcription

1 Simplexity Thinking : Thriving on change by engaging people in proactive adaptability. Dr. Min Basadur ECClXll 12 th European Conference on Creativity and Innovation University of the Algarve, Faro, Portugal September 14-17, 2011

2 Creating the Competitive Edge How might we anticipate new trends before they arrive? How might we make problems into golden eggs? How might we respond when making it better & cheaper no longer works? How might we develop emerging leaders who take charge? How might we simplify how we work together? How might we involve our customers in creating big ideas?

3 Min Basadur Engineering Physics, University of Toronto Procter & Gamble University of Cincinnati, Ph.D. McMaster University Basadur Applied Creativity

4 Name Change Minnie minoso pictures

5 Basadur Applied Creativity Centre A creative space

6 Some Recent Clients

7 Today s organizations must deal with complex problems requiring creativity and team work much more so than in the past

8 Problems require multiple disciplines and are more complex. COMPLEX PROBLEMS E=mc² Today s Focus SINGLE DISCIPLINE MULTIPLE DISCIPLINE = 4 Yesterday s Focus SIMPLE PROBLEMS

9 Simplexity Thinking : A System Innovative Results = Content + Process + Process Skills + Tools + Style

10 Characteristics of an Effective Organization Flexibility React Efficiency Routine Adaptability Proactive

11 Adaptability Anticipating problems, trends, opportunities Seeking new technologies and methods Deliberately disrupting Finding new work Accepting new ideas promptly

12 Good Examples Flexibility Tylenol Efficiency Toyota Adaptability 3M APPLE

13 Adaptability Requires Different Thinking Skills Problem Finding is the key Innovative Organizations do not wait for problems. They find them! They Deliberately Drive Change!

14 Problem Finding Cultures Toshiba Japanese Employee Suggestion Systems Procter and Gamble Frito-Lay

15 Problem Finding Culture Toshiba -New Scientists and Engineers

16 Japanese World Class Employee Suggestion Systems Not optional Golden eggs Natural work teams - find, solve and implement Motivation, group interaction, job satisfaction Top down impetus; strategic alignment

17 Nippondenso Work Team Example Problems Solutions Actions

18 P&G s Situation 1 Revenues flat 2 No new products 3 A bad economy (never before experienced) 4 Acquisitions blocked 5 Oil embargos: uncertain supplies of raw materials 6 Culture not used to dealing with uncertainty

19 P&G s Innovation Strategy 1 Communicate a compelling business need set a motivating goal 2 Create inter-disciplinary teams all over the organization 3 Employ a common creative process for problem solving 4 Share information to identify best opportunities 5 Track implementation

20 P&G President s Concrete Goal Improve Costs by 4% of Sales Annually The Goal: 4% of Sales Annually $400 Million

21 P&G s Innovation Strategy The Goal: $400 Million Savings The Structure: Inter-disciplinary teams deliberately seeking change Creative Problem Solving Process

22 P&G is Still Changing P&G s Connect + Develop Program Look externally first for innovation needs. Define innovation broadly - technology, products, markets, packaging, design, manufacturing processes, new business models, new ways to go-tomarket

23 QUESTION: What is Leadership in the 21 ST Century? Answer #1: Driving change Answer #2: Developing new leaders who can engage others in driving change

24 How DO You Drive Change? Start with PRIORITIES.. Get your BEST people on it. You need a PROCESS for change.. Then you MEASURE it.. There must be CONSEQUENCES.. Teach EACH other (how to do it best). Permanent change TAKES TIME..

25 Frito-Lay s Situation Projected if inflationary costs not flattened Revenues Profit Margin Profit Margin Costs 1970s 1980s 1990s 2000s

26 Frito-Lay s Goal Use creativity to offset inflation. Revenues Profit Margin Profit Margin Costs Flatten Costs in Five Years 1970s 1980s 1990s 2000s

27 Frito-Lay s Innovation Strategy The Goal: Offset Inflation The Structure: Inter-disciplinary teams deliberately seeking change Creative Problem Solving Process

28 Frito-Lay: Make the Business Need as Measurable as Possible and Start at the Top The Goal: $500 Million in Five Years to the bottom line The Structure: Begin with Vice-Presidential Inter-disciplinary Team Creative Problem Solving Process

29 (****) Specific Innovation Strategy The Goal: Commercialize More New Products Each Year The Structure: Commercialization Teams involving R&D, Sales, Marketing, Manufacturing, and Customers Creative Problem Solving Process

30 A Generic Innovation Strategy The Goal: Problem or Business Need The Structure: (e.g. interdisciplinary teams) Creative Problem Solving Process

31 So what is a Creative Process? Creative Problem Solving Process

32 Simplexity Thinking

33 The Simplexity Process Has Four Stages: Implementing Getting things done Generating Getting things started finding new problems & opportunities Optimizing Turning abstract ideas into practical solutions and plans Conceptualizing Defining problems & putting ideas together

34 But we all have different styles Innovative Results = Content + Process + Process Skills + Style + Tools

35 Different Process Styles Implementer Generator Optimizer Conceptualizer

36 Some People Have Strong Process Preferences Strong Implementer Strong Generator Strong Optimizer Strong Conceptualizer

37 What Our Research Shows about the Different Process Style Preferences 1 Everyone is a blend of preferences 2 States not traits 3 You can be skilled in all four quadrants 4 Heterogeneous teams perform more innovatively (but have less satisfaction) 5 Generators are in short supply in corporations 6 Different jobs/functions favour different quadrants/styles (this can cause much wasted time and frustration)

38 Not Enough Time Devoted to Conceptualization and Optimization An organization attempting to establish new financial products quickly in a very competitive environment, but encountering a high percentage of failures.

39 Not Enough Generators A typical group of managers from a large aerospace company serving the aircraft, airline, and aerospace industries and having trouble expanding into new products and new markets

40 X - T Great ideas but no action! Implementing Generating Optimizing Conceptualizing I- E

41 Directors College Implementing Generating Many directors have enjoyed successful careers due to their implementation skills Optimizing Conceptualizing

42 Maybe we selected the wrong mix of people? A small Spin Off company especially created for generating new product opportunities but only a few trickling in..

43 Too Many Conceptualizers? Implementing Generating Optimizing Conceptualizing An organizational development team in a large health insurance company are having difficulty moving forward. They are unable to make a final decision on which innovation strategy to recommend to headquarters.

44 A pretty well balanced team, wouldn t you say? An interdisciplinary team leading a new quality of work life initiative at a large hospital

45 What will be the interdisciplinary team s biggest challenge? The leaders of the same large hospital. They are being asked to get involved in the new quality of work life initiative. But they are awful busy doing the dayto-day work.

46 A major high tech software company fearing falling behind Implementing Generating Optimizing Conceptualizing

47 Why teams are often not creative Unaware of others problem solving styles No common process Impatient Overly focused on solutions Lacking tools for complex thinking Mixing Thinking Skills

48 Two Fundamental Process Skills Innovative Results = Content + Process + Process Skills + Style + Tools No Judgment No Logic Relax Quantity Stream of options Radical options Think in pictures Build onto fragments Divergent Yes Judgment Yes Logic Clarify meanings Use relevant criteria Focus on a few Consider risky options Modify and refine Move toward action Convergent

49 Let s Practice Diverging! Here s your challenge: How might we engage more people in our organizations in solving important problems? Jot down some ideas!

50 Killer Phrases A good idea, but. The boss won t go for it. Against company policy. The old timers won t use it. All right in theory. Too hard to administer. Be practical. We have been doing it this way for a Costs too much. long time and it works. Don t start anything yet. Why hasn t someone else suggested it It needs more study. before if it s such a good idea? It s not budgeted. Ahead of the times. It s not good enough. It s not part of your job. Let s discuss it. Let s make a survey first Let s form a committee. Let s sit on it a while We ve never done it that way. That s not our problem Who else has tried it? Killer Phrases stop innovative thinking

51 How do we prevent mixing divergent thought from convergent thought?

52 Third Fundamental Process Skill Innovative Results = Content + Process + Process Skills + Style + Tools No Judgment No Logic Relax Quantity Stream of options Radical options Think in pictures Build onto fragments Divergent Deferral of Judgment Separate divergent and convergent thinking Yes Judgment Yes Logic Clarify meanings Use relevant criteria Focus on a few Consider risky options Modify and refine Move toward action Convergent

53 HOW MIGHT WE?... A Culture Changing Tool Framing problems for optimistic attack Innovative Results = Content + Process + Process Skills + Style + Tools Defusing Killer Phrases We can t because We don t have any others The bulb burned out It would cost too much It s not on our list We don t do it that way here How might we?

54 Together: Process, Thinking Skills, Styles Implementer Generator Optimizer Conceptualizer

55 THE CHALLENGE for Both Large and Small Organizations How might we engage our employees in using their creativity in continually reducing our costs and increasing our revenues?

56 The Why? / What s Stopping? Analysis Defining Problems Before Jumping to Solutions is Difficult for Many People Innovative Results = Content + Process + Process Skills + Style + Tools A tool for Problem Definition Finding the real problem Step 1: Ask Why? / or What s stopping us? of the challenge Step 2: Answer in a complete simple statement Step 3: Transform the answer into a new challenge (How might we?)

57 Irish Spring

58 Original Problem Definition HMW make a better green striped bar?

59 Why? Diverging in Problem Definition HMW regain market share? HMW make a better green striped bar?

60 Why? Why? Diverging in Problem Definition HMW regain market share? HMW make a more refreshing bar? HMW make a better green striped bar?

61 Coast

62 These are Extraordinary Times Recovery will not be Business as Usual consumer confidence damaged much smarter in future spending new unknown situation creates fear and insecurity Only the more innovative organizations will survive by differentiating themselves Collaborative innovation will be highly valued joint creative problem solving unexpected innovative ideas for both.

63 In Tough Economic Times Enlightened Leadership is Needed Unfortunately, many organizations do not have it. They adopt a Reactive mindset Make short term cost reductions which -Reduce quality -Weaken capacity for new growth -Lose good people Rather than being Pro-Active Create innovative improvements which increase quality Make strategic changes to prosper Engage their people in using their brain power Find ways to differentiate ourselves

64 Suggested Recessionary Innovation Strategy The Goal: Find new business and improve costs The Structure: Engage your people in finding good problems to solve all over the organization

65 Engaging the Brainpower of your Employees is FREE! But it takes Creative Leadership! Leaders must learn skills in facilitating the creative process to drive change in the 21 st century What if every leader in Portugal were a skilled facilitator? What if every employee in Portugal were engaged in creative problem solving by their facilitative leaders?

66 The Creative Process Ends in Action Implementing Generating Optimizing Conceptualizing

67 Next Steps Visit our website Subscribe to our Newsletter Do your own CPSP Profile to discover your style Have your team take the CPSP profile Buy a book; Flight to Creativity, Viaje a la Creatividad or Power of Innovation Dig deeper using Virtual Simplexity Come to a Workshop check our website for schedule. Thank You