A Culture of Innovation: What does it look like on the ground?
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This document discusses fostering a culture of innovation in organizations. It provides examples of different levels of innovation, from status quo thinking to trying new things. It emphasizes that innovation is about connecting different ideas and perspectives. The document suggests managing current operations while also selectively forgetting the past to create new opportunities. It prompts readers to consider actions they could take to be more innovative and provides references on fostering innovation.
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A Culture of Innovation: What does it look like on the ground?
- 1. A Culture of Innovation: What does it look like on the ground? Marlies van Dijk January 18, 2017 noon – 1 pm
- 7. How innovative are we as an organization? Status quo Thinking about it Trying new things Prevails Talking Innovative
- 10. “Creativity is just connecting things.”
- 15. Christina Costello, Babson Entrepreneur Experience Lab
- 27. Box1 Manage the present Box2 Selectively forget the past Box3 Create the future Vijay Govindarajan – 3 box solution The Future Opportunity Gap Current Performance Gap
- 29. UpVote What can you do tomorrow that would foster more innovation at your work?
- 35. Word Cloud “What is the one word you would use to describe your next step to be more innovative?? Your “ahah!”
- 36. Innovation References • The innovators DNA • Innovation is not an idea problem • Reframing tool • Top ten innovation slide shares • Igniting Innovation by Ernst & Young • 3 box solutions by Vijay Govindarajan • The other side of innovation - summary
Editor's Notes
- The idea fell from a tree, literally. Steve Jobs had returned from visiting a commune-like place in Oregon located in an apple orchard. Apple co-founder and Jobs’ pal, Steve Wozniak, picked him up from the airport. On the drive home, Jobs simply said, “I came up with a name for our company—Apple.” Wozniak said they could have tried to come up with more technical sounding names but their vision was to make computers approachable. Apple fit perfectly.
- People type into the text box
- Flip to whiteboard and annotate
- Steve Jobs creates new ideas precisely because he has spent a lifetime exploring new and unrelated things—seeking out diverse experiences. Jobs hired people from outside the computing profession, he studied the art of calligraphy in college, meditated in an Indian ashram, and evaluated The Four Seasons hotel chain as he developed the customer service model for the Apple Stores. Look outside your industry for inspiration.
- Marlies Live in a state of “manage discomfort’ – there might be an unease as they are entrepeneurs – or even to find space to be entrepreneurial Act entrepreurial outside of their job description. “capable of squeezing through the smallest of opportunity to build evidence that my idea is good” Official job title “change agent” – operate off the org chart – seek out places in nook and crannies in the organzation -then develop truth of the value of their idea Octopus – she says I can squeeze through the smallest opportunity to get my idea out there – or it would get killed Another guy: project manager – he showed value through other side projects and through a community of practice. Although his company thought he should do that through his day job Day it is broken out – one hour meetings not condusive to entrepreneurial thinking. Meeting culture – what can happen and not happen. Entrepreneurs get bigger blocks of time to do creative work Hour long meetings – not contusive to entrepreneurial behaviour. They look for ways to structure their days differently – larger blocs of time. An organization can have strong or weak entrepreneurial cultures
- Marlies Experimentation Wired for experimentation but the orgs they work for are not. Not surprising. Experimentation is hard to operationalize and support. Following rules and operating procedures – they do not see it as killing experimentation. Experimentation = google 20% of the time. First steps for experimentation is overcoming self doubt – getting challenged all the time can be tiring. Trick is figuring out what idea is a good one and which one is not. E are good at creative conflict as a way to experiment. Creative Conflict: Opposition to help shape opportunities – different from opposition that is resistant to change. Example: VP Brings early ideas to them – reiterate shape ideas E sees both success and failure as a learning opportunity. Uncomfortable if they sit on a success too long. They know someone will come along and challenge it.
- Box one is core business: Performance gap - restructuring Box two is adjacent space (both 2 and 3 are Opportunity gap Box three is the future