Driving sustainable enterprise programs

Transcription

1 Driving sustainable enterprise programs August 21 st 2014 Colin Nelson Director of Strategic Consulting

2 Introduction: Colin Nelson Director of Strategic Consulting at HYPE My focus: People & Process considerations that boost engagement and business value My day job: Coaching Change Management Health-checks Process training Problem solving Awareness raising 2

3 One off innovations aren t enough Enterprise scale requires software Enterprise scale requires an understanding of how people behave online Sustainable enterprise innovation programs Everyone can help us to innovate 3

4 Our Mission INNOVATION SIMPLIFIED We provide: the platform, the framework, the guidance you innovate.

5 Who We Are HYPE Innovation Founded 2001: Daimler spin-off Specialize in Innovation Management Headquartered: Bonn, Germany Additional offices in Boston, Denver, Berlin, San Francisco & London Product Supports Full Scope of Innovation Off-the-Shelf Experience-Based Tools 100% Configurable: Evolves with You Cloud or On-Premise

6 Our Clients 6

7 The HYPE Community 7

8 Topics for today Sustainable enterprise programs The role of Culture Practical steps 8

9 What does a sustainable enterprise innovation program look like? Engagement Innovation Value Colin Nelson Hype Softwaretechnik 9 9

10 Main threats to sustainable, enterprise innovation programs Lack of feedback & success stories Lack of engagement Organization lacks belief in the program Colin Nelson Hype Softwaretechnik 10 10

11 Participation What does failure look like in practice? Time 11

12 What causes program failure? - The audience perspective The secret checklist Is it a good use of my time? Am I allowed to do this and spend a little time away from the day job? How would my manager feel? Will my contributions be taken seriously? Will my ideas be considered effectively? I don t want to wait years to hear if anything has happened Beliefs we need to instil If I do this, it could help someone I know that the company supports me spending time on this My manager understands the value of sharing ideas I can see from the participation of others that this is being taken seriously I can see there s a process for reviewing my idea They re working to a realistic timeline, I know when I ll hear about next steps 12

13 Topics for today Sustainable enterprise programs The role of Culture Practical steps 13

14 First a prerequisite Consider your enterprise and levels of engagement in your program: Do you have a Culture of enterprise innovation? Do you see the behaviors you want from every corner of the company? Do we understand our Culture??! 14

15 Let s talk about behavior 15

16 What behaviors would we like to see? I will share my ideas and insights when asked I will help to build upon the ideas of others I will share because I trust the organization & my colleagues 16

17 When would we like to see them? When you re inspired When you have something to add When you have something to test When you can stop mistakes occurring When you can make connections 17

18 What shape is your organization? It s helpful to group our audience into categories of different sizes The way we communicate and structure our programs should depend on the shape of our organizational 18

19 Employee groups What shape is your organization? Enthusiastic Interested Bought in, will participate in almost all campaigns if they can Bought in, will participate if the campaign is relevant Cautious Unaware Skeptical / negative Aware of the program, but unlikely to participate unless they see the benefits / value of doing so Won t participate unless made aware, will then fit into one of the three categories above Blockers to them participating that will need to be removed 19

20 We can translate the numbers into a stack Regular participants Participate from time to time Watch what others do but don t participate Aware of the program Unaware of the program Blockers to them participating that will need to be removed 20

21 Topics for today Sustainable enterprise programs The role of Culture Practical steps 21

22 The foundations for sustainable programs Communications Grow your innovation community A broad focus Use the data 22

23 Actions Communications The basics: 1. Market the program 2. Give individual feedback to participants 3. Offer activity based feedback to all invitees 4. Offer program feedback to everyone 23

24 Actions Communications Vary your tactics Raise awareness Go tactical / Show quick wins Harness enthusiasm 24

25 Sector expertize Actions Grow your innovation community Sales Marketing Finance New Product Development / R&D IT HR Procurement Leverage this group They will make things better and more sticky 25

26 Where to focus? What s innovation anyway? Does our definition paint us into a corner? Does the company perception of us, paint innovation into a corner? 26

27 Actions A broad focus Most executives and shareholders care about two things above all others: 1. Revenue 2. Profit Therefore anything we can do as innovators that can help these numbers will be of benefit to the business With that in mind, should we broaden our focus? 27

28 Actions A broad focus Where do most of us focus most of our time? Incremental innovation? Radical or disruptive innovation? Tactical innovation? Radical innovation Strategic innovation Incremental innovation 28

29 Actions A broad focus Where else could we help the company? How else can we keep people engaged? How else can we deliver value to the business? 29

30 Actions A broad focus Lets innovate the business itself Share knowledge better reduce risk improve connectivity share best practices reduce environmental impact improve proposals & bids get more value from third parties continuously improve save money solve problems etc. 30

31 Innovation tools and processes can benefit many corporate areas Radical innovation Strategic innovation Incremental innovation Continuous Improvement Cost saving Corporate problem solving Best practice sharing 31

32 Use the data Remember this guy? There s data at every stage 32

33 Actions Use the data (1 of 2) Consider behaviors: Participation over time Submissions Comments Votes Consider program intensity & focus: How often are you asking each person to get involved? Are the topics engaging to all or just some? 33

34 Actions Use the data (2 of 2) What should we measure? There are some key questions to consider Idea Generation Idea Evaluation Innovation Portfolio Management Strategic Innovation Areas Idea Campaigns Ideas Concepts Innovation Projects Focus on one thing or many things? Few & focused? Many and diverse? More ideas or less at a higher quality / potential value? More concepts? Highly differentiated concepts? Higher value concepts? More projects? Highly differentiated projects? Higher value projects? 34

35 Summary Adapt your messages and tactics according to the maturity of your organization Harness the enthusiasm of those that are most engaged in innovation Consider helping to support areas of the business beyond the core innovation portfolio Ask yourself some key questions, then measure how things change over time to stay relevant 35

36 Questions? Colin Nelson Director of Strategic Consulting