Dette er et uddrag af Jesper Bove-Nielsens præsentation på PFAs kundekonference med fokus på innovation. Læs mere på www.bove-nielsen.com

1. Legende Ledelse - sæt kreativitet og talent i spil Jesper Bove-Nielsen

3. Bevar den indre entreprenør © Dagbladet Børsen – ”Corporate Kindergarten - Bevar den indre entreprenør”, Af Jytte Arntzen Genfind iværksætter-ånden &

4. Vigtige definitioner

5. Mange virksomheder oplever et dramatisk fald i kreativiteten og innovationsevnen når virksomheden når en vis størrelse!

6. Creativity decline Sources: Adapted from Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51; and Larry E. Greiner, “ Evolution and Revolution as Organizations Grow,” Harvard Business Review 50 (July-August 1972): 37-46. 1. Entrepreneurial Stage 2. Collectivity Stage 3. Formalization Stage 4. Elaboration Stage Crisis: Need to deal with too much red tape Crisis: Need for delegation with control Crisis: Need for leadership Creativity Provision of clear direction Addition of internal systems Development of teamwork Innovations krise S I Z E Large Small Sources: Adapted from Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51; and Larry E. Greiner, “ Evolution and Revolution as Organizations Grow,” Harvard Business Review 50 (July-August 1972): 37-46. S T A G E Kreativiteten falder mens virksomheden vokser Det er her det går op for bestyrelsen at 60-80% af virksomhedens omsætning reelt stammer fra virksomhedens barndom/iværksætterår!

7. Der er en “naturlig” årsag til den dalende kreativitet! Sources: Adapted from Larry E. Greiner, “Evolution and Revolution as Organizations Grow,” Harvard Business Review 50 (July-August 1972): 37-46; G. L. Lippitt and W. H. Schmidt, “ Crises in a Developing Organization,” Harvard Business Review 45 (November-December 1967): 102-12; B. R. Scott, “The Industrial State: Old Myths and New Realities,” Harvard Business Review 51 (March-April 1973): 133-48; Robert E. Quinn and Kim Cameron; “Organizational Life Cycles and Shifting Criteria of Effectiveness,” Management Science 29 (1983): 33-51. Team approach, attack bureaucracy Delegation with control Charismatic, direction-giving Individualistic, entrepreneurial Top Management Style Reputation, complete organization Internal stability, market expansion Growth Survival Goal By institutionalized R&D By separate innovation group By employees and managers By everyone Innovation Extensive, tailored to product and department Impersonal, formalized systems Personal, contribution to success Personal, paternalistic Reward and control systems Multiple product or services lines Line of products or services Major product or service with variations Single product or service Products or services Teamwork within bureaucracy, small-company thinking Formal procedures, division of labor, specialties added Mostly informal, some procedures Informal, one-person show Structure Very Bureaucratic Bureaucratic Prebureaucratic Nonbureaucratic Characteristic 4. Elaboration 3. Formalization 2. Collectivity 1. Entrepreneurial

8. Jo større virksomheden bliver – jo færre får lov til at tænke kreativt! Og det bliver værre endnu….

9. Menneskets kreativitet fra 5 - 20 år 5 10 15 Voksen 100 80 60 40 20 0 Index Alder (Source: George Land & Beth Jarman) George Lands’ pointe: ” Ikke-kreativ adfærd er noget tillært. Det er et produkt af vores omgivelser!” 98% 30% 12% 2%

10. stress Ikke tid Burn-out Rigid ledelse Kedsomhed Dårlige rammer Snævert bundliniefokus Andre årsager…

11. Skræmmebilleder!

12. Vend kurven!

13. ” Like the TQM revolution 20 years ago innovation must become a core competence of the organization , not just a project of the executive suite” Gary Hamel ” Open Innovation is the solution…the whole market should participate” Henry Chesbrough ” We live in a state of permanent beta” Bill Keller, The New York Times og Google 15.000 people not on the payroll are developing on our Dreamliner” Boeing I dont think of work as work and play as play. For me it’s all living. Richard Branson, Virgin

14. ” Den ledelsesmæssige udfordring i de næste 20 år bliver at genskabe drivkraften fra virksomhedens barndom og kombinere den med stordrift” Min væsentligste pointe i ”Corporate Kindergarten”

15. Hvis der ikke er for lidt kreativitet – så få dog noget mere!

17. Dette var et kort uddrag af en af mine mange foredrag. Ring 2270 5009 eller Klik på mit website herunder hvis du vil vide mere….