Conscious Creativity: Don t Just Do Something, Stand There

Transcription

1 Conscious Creativity: Don t Just Do Something, Stand There Darrell Mann

2 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

3 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

4 Innovation versus Operational Excellence Averages are meaningless in the innovation context. The real question is what did the companies at the top do that the other didn t?

5 Random Innovation

6 Spot The Innovation How many innovations? Explain your reasoning.

7 Innovation? US Patent 3,216,423 98% of attempted innovations fail

8 98% of QFD-sparked innovation attempts fail 98% of Lean-sparked innovation attempts fail 98% of 6Sigma-sparked innovation attempts fail 98% of Design-Thinking innovation attempts fail 98% of JTBD-sparked innovation attempts fail 98% of OBI-sparked innovation attempts fail 98% of WOIS-sparked innovation attempts fail 98% of Blue-Ocean innovation attempts fail 98% of i4i-sparked innovation attempts fail 98% of Agile-sparked innovation attempts fail 98% of Scrum-sparked innovation attempts fail 99.5% of Open Innovation attempts fail

9 INNOVA Optimization & Innovation INNOVATION ATION Innovation: successful step change (nothing to do with optimization )

10 Innovation Cruellest Game In The World Right Problem Right Solution Right Customer Right Time Right Price

11 Where Failures Happen -MNCs Wrong Problem Wrong Management Wrong Design Wrong Production Wrong Channel

12 Where Failures Happen - Measurement No Measurement Link To Failure Innovation Attempt Failures Related To Measurement Failure Means Of Production Route To Market Coordination Market Demand More Ideal Solution

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15 FIREFIGHT BLAME DO

16 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

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20 f(z) = Z 2 + C

21 fly as close to your neighbours as possible

22 Cynefin Dave Snowden Cognitive Edge

23 get away from the falcon

24 Cynefin MANAGEMENT

25 Cynefin & Design Thinking Design Thinking Operational Excellence

26 Cynefin

27 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

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29 30 seconds

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31 Beating Competitors THEM Competitor sense-respond cycle time Our sense-respond cycle time US

32 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

33 Observe What? What s The Frequency, Kenneth?

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36 We Are Assume the Best Comfort-Seekers it used to be unattainable What s The Frequency, Kenneth?

37 Sometimes It s not about positive It s about the Contradiction.

38 Sometimes, It s Supposed To Be Difficult!

39 INNOVA Optimization & Innovation INNOVATION ATION

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41 work expands to fit the available time

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43 What s The Frequency, Kenneth?

44 What s The Frequency, Kenneth?

45 Save the Titanic 2224 people on board Enough lifeboat seats for 1178 people 2 hours to sink 4 hours until rescue arrives 4 minutes in the North Atlantic at that time of year will cause death

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47 Progress Comes Fastest When Focus Is On The Unknowns

48 And What s The Frequency, Kenneth?

49 Reduce Waste Reduce Variation

50 How wonderful that we have met with a paradox. Now we have some hope of making progress.

51 Contradiction Finder

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53 Don t 1) The Problem Just Do Something, 2) Three Why s Stand There 3) Solutions? 4) Two How s 5) One Way Forward Darrell Mann

54 What s The Frequency, Kenneth?

55 For every complex problem there are thousands of clear, simple, wrong answers. For every complex problem there is a clear, simple, right one. If we understand and affect the first principles. What s The Frequency, Kenneth?

56 Better Questions Pulse Rates First Principles Contradictions Between s

57 Innovation Most Difficult Game In The World? trendna Understanding Populations Better Than They Understand Themselves Customer Need Darrell Mann Darrell Mann Yekta Özözer Matrix 2010 Innovation Capability Maturity Model: An Introduction Darrell Mann