Being a change agent insights from a lifetime! The why & how of innovation.some organisational & individual advice..

Transcription

1 Being a change agent insights from a lifetime! The why & how of innovation.some organisational & individual advice.. Professor Roy Sandbach Director, National Innovation Centre for Ageing, Newcastle University. March 13 th 2017

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3 80 billion

4 oday, a journey through a landscape of hange. Why Bother?? Where change comes from.innovation. Some change-relevant principles..being open. Organising for positive change Creative change for you

5 Why bother with change?

6 Being an agent for change is the key to growth...or survival... Change happens around you and to you People expect you to improve... The status quo is virtually never right and anyway change can be exciting & challenging You can get greater value from the things that you re good at...your core competencies Your product or service will decline

7 But where does new stuff really come from?

8 Innovative change.from where? Technology push, needs pull Listening to & watching others System shocks Recombinant innovation Extreme demands, extreme users. Inspiration, accidents, regulation, prediction.

9 All of these have this in common... Here is a definition of innovative change Innovation is.. matching what s possible with what s needed...to create economic value or social good...or both

10 To match what s possible with what s needed... From anywhere & anyone Networked solutions.. And from creative idea to implementation With shared risk & reward NOT ALL THE BRIGHT PEOPLE WORK FOR YOU

11 Further insights on what s needed & what s possible..

12 Establishing the What s Needed Understand your customer/user. Create an inspirational design target. An individual or a customer. A specific one. Gain usable insights Develop a clear understanding of the customer s desired experience. Functional and emotional. Turn these into benefits.

13 Establishing the What s Possible Get very clear on the benefits to be delivered Determine the enabling approaches that might deliver the benefits Use open innovation best-practice to search for solutions from anywhere & anyone Look for delighters.these are often small but relevant innovations.

14 Creating an Innovative Organisation What is needed to lead an organisation that embraces change?

15 Successfully driving positive change. 1. Lead from the Top 2. Build an Open Innovation culture of curiosity, communication & risk-taking 3. Create rewards for solutions (not just for ideas) 4. Focus the Hunt.don t try to innovate everywhere! 5. Then.Be Where the Action Is 6. Build Knowledge Management Systems 7. Staff for Success 8. Partner for shared risk & reward

16 Building An Open Innovation Culture Support Failure Really Foster Open Communications Build Process Understanding Establish Rewards

17 Be Where the Action Is... Where is best practice? Who do you know? Take time to learn Work at the Boundaries

18 And BE the Action Singapore Innovation Centre Beijing Innovation Centre Bangalore Innovation Centre

19 Individuals as change-agents.. Who should be one of these? Do they have specific characteristics? How do we provide personal incentive?

20 A few words about creative experts! What s in the DNA of the most successful creative innovators? Lotka s Law

21 The serial innovator analysis Carried out by Bruce Vojak, University of Illinois, Champaign. Further work by Paola Criscuola, Imperial College, London 21

22 Some serial innovator traits. Curious Intuitive Creative and questioning Systems thinker Persistent and tenacious They deliver.. 22

23 Why do they bother what is their MOTIVATION? Driven by a joy of discovery Need variety Need a challenge understand and solve hard problems Want to get it right find good solutions Complete/finish Results seen as valuable But the biggest reward is seeing a real impact 23

24 On embracing change. Be tuned-in. Keep learning. Be curious. Go to the boundary. Don t be a caveman/woman Make things real. Act!! Don t think its quick Don t rely on others to have the answers Don t blame them Don t relax Celebrate every small step

25 I m too busy.. It s someone else s job to be creative & innovative

26 Give them something that s easy to remember? Through KEN.

27 KEN. Knowledge Expertise Networks

28 Finally, finally, it s never easy... It is far better to dare mighty things, to win glorious triumphs, even though checkered by failure... than to be one of those poor spirits who neither enjoy nor suffer much, because they live in a gray twilight that knows not victory nor defeat. Theodore Roosevelt ( )

29 Thank 29