Creativity and innovation don’t occur in a vacuum. Leaders must set the conditions for success, model the right behaviors, facilitate an environment that encourages experimentation and pioneering, and gather the best ideas from all employees. Learn about the six main constraints to creative and innovation success, how organizations are transforming themselves to harness employee and external ideas to create, innovate, and evolve – and the characteristics of successful leaders who inspire creativity and innovation.

1. ©2015 Ketchum Change

2. WHAT ARE CREATIVITY AND INNOVATION?
WHY ARE THEY SO IMPORTANT NOW?
WHAT DO CREATIVE AND INNOVATIVE COMPANIES LOOK LIKE…
AND WHAT CAN HOLD COMPANIES BACK?
HOW PRIMED FOR CREATIVITY AND INNOVATION ARE OUR COMPANIES
TODAY?
WHAT ROLE DO LEADERS PLAY IN DRIVING CREATIVITY AND INNOVATION?
Q&A
2©2015 Ketchum Change

3. Sarah Davanzo
Chief Cultural Strategy Officer / sparks & honey
sarah.davanzo@sparksandhoney.com
@culturecartog
Tyler Durham
Partner and President / Ketchum Change
tyler.durham@ketchum.com
@tdurham
David Owens
david.owens@vanderbilt.com
@daveowens
Professor for the Practice of Management and Innovation;
Faculty Director, VU Accelerator-Summer Business Institute;
Author: Creative People Must Be Stopped! Six Ways We Stop
Innovation Without Even Trying
3©2015 Ketchum Change

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9. WE NEED TO
CHANGE AS FAST
AS THE WORLD
AROUND US
9©2015 Ketchum Change

10. CHANGE WILL
NEVER BE
SLOWER THAN
IT IS TODAY
10©2015 Ketchum Change

11. ARE WE ABLE TO CHANGE AS FAST AS
THE WORLD AROUND US?
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CREATIVITY AND INNOVATION
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15. SO, WHAT GETS IN THE WAY OF
CREATIVITY AND INNOVATION IN
YOUR ORGANIZATION?
15©2015 Ketchum Change

16. CreativePeopleMustBeStopped.com
©2015 David A. Owens 16

17. “individuals must have good ideas”
“groups must support risk taking”
“organizations must execute and scale”
“industry must offer a wiling market”
“society must accept as aspirational”
“technology must be developed to work”
©2015 David A. Owens
WHAT HAS TO BE TRUE FOR INNOVATION TO SUCCEED?
17

18. WHEN DOES INNOVATION WORK?
©2015 David A. Owens 18

19. Perception
(new data)
Intellection
(new insights)
Expression
(new articulations)
How do we have better ideas?
INDIVIDUALCONTRAINTS
©2015 David A. Owens 19

20. Take Risks
in Groups
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 20

21. Emotion
Culture
Space
Process
How do we support experimentation?
GROUPCONTRAINTS
©2015 David A. Owens 21

22. CONVERGENCE
IMPLEMENT
DIVERGENCE
Generate
Ideas
Assess Ideas
Iterate
Set Direction Align
DIVERGE
CONVERGE Perform
INNOVATIONAS SOCIALPROCESS
©2015 David A. Owens 22

23. Take Risks
in Groups
Organization
For Execution
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 23

24. Structure
Strategy
Resources
How do we execute and scale?
ORGANIZATIONALCONSTRAINTS
©2015 David A. Owens 24

25. Take Risks
in Groups
Organization
For Execution
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 25

26. Can we compete in the market?
Competition
Suppliers
Markets
INDUSTRYCONSTRAINTS
©2015 David A. Owens 26

27. Learn
the Art
Master
the Art
Practice
the Art
Update
the Art
INNOVATION IN PROFESSIONS
The Costs of Updating our Knowledge?
©2015 David A. Owens 27

28. Organization
For Execution
Take Risks
in Groups
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 28

29. Identity
Values
Regulation
History
Does it make me better?
SOCIETALCONSTRAINTS
©2015 David A. Owens 29

30. Organization
For Execution
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 30

31. Physics
Time
Ecology
Will it function in my context?
TECHNICALCONSTRAINTS
©2015 David A. Owens 31

32. Take Risks
in Groups
Organization
For Execution
Innovation!
WHEN DOES INNOVATION WORK?
©2015 David A. Owens 32

33. SIX CONDITIONS FOR INNOVATION
“individuals must have good ideas”
“groups must support risk taking”
“organizations must execute and scale”
“industry must offer a wiling market”
“society must accept as aspirational”
“technology must be developed to work”
©2015 David A. Owens 33

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OPEN RESEARCH
CONTENT & BRAND
JOURNALISM
CULTURAL
STRATEGY
PARTNERSHIPS
★ content and editorial
strategy
★ social marketing
★ the open studio
★ persons of interest
★ facilitation
★ organizational design
★ culture OS
★ cultural anthropology
★ trend analysis
★ cultural forensics
★ research
entertainment
★ culture treks
★ startup incubation
★ startup matchmaking
★ persons of interest
database
★ expert forums
★ incubation design
core practices
©2015 Sparks & Honey

37. CULTURE
©2015 Sparks & Honey

38. CONTEXT
©2015 Sparks & Honey

39. 24/7
CULTURAL
INTELLIGENCE
SYSTEM
SHIFT
TO THE
HORIZONTAL
THE
OPEN
AGENCY
©2015 Sparks & Honey

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cultural trend framework // elements of
culture
©2015 Sparks & Honey

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structured data // cultural
database
©2015 Sparks & Honey

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PEOPLE
DATA
TOOLSPLATFORM
Newsroom
Elements of
Culture
Alert System
Daily/Weekly
Digests
PROCESS
OUTPUT
ANALYSIS
Interdisciplinary staff
IAB (influencer advisory board)
Global scouts
Daily guests
Creators & Makers
Cultural Listening
Social
Primary Research
Broadcast / Media
Behavioral
Search
Others
Over 25 tools
Predictive algorithms
Cultural intelligence
database
Persons of Interest database
Influencer Marketing
Daily briefings
Client briefings
Scoring (signals +
influencers)
Daily burst analysis
Workshops, Roundtables
PLAYshops
Strategy
Cultural Trends
Editorial Content
Social Marketing
Distribution and
amplification
Product/Service innovation
Cultural analytics
Content analytics
Measurement and analysis
strategy
CULTURAL
INTELLIGENCE
SYSTEM
People, Platforms, Process:
Agency as System
©2015 Sparks & Honey

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global scout program
Global network that taps into local
influencers for trend identification &
validation
influencer advisory board
Network of industry leaders & CEO’s
across 15+ business categories to identify
and validate trends
creators & makers
We work with a network of emerging and
established artists, studios, and creative
communities
120+ Scouts, 21 Countries
open agency // global talent
©2015 Sparks & Honey

45. CASE
©2015 Sparks & Honey

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MONITORING
CULTURE
ENERGY AND/OR
RELEVANCE?
STRUCTURED
DATA
(Cultural
database)
yes
CULTURAL BRIEFINGS
(Internal/External Guests)
ENERGY AND/OR
RELEVANCE?
yes
*Persons of Interest
DNA
Reports
Tours
Live feeds
Internal Content
LABS
Experiments
Research
Process
POI ID*
CONTENT
Hub
Social
Live
Maker/Creator
CULTURE AS SYSTEM
Data Analytics / Lessons Learned
©2015 Sparks & Honey

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MACRO TREND
IDENTIFICATION TO INFORM
DNA & LAB DEVELOPMENT
REPORTING TO SPREAD
KNOWLEDGE ACROSS
CREATOR
EOC ID &
REPORTS
CULTURAL
DATABASE,
WEEKLY EMAILS,
& BRIEFINGS
2015
CULTURAL
CALENDAR
OPEN
SOURCE
FORUM
AN ONGOING CULTURAL PULSE
INTO THE CREATOR TEAM; ALIGNED
WITH CREATOR CULTURAL
VERTICALS
CULTURAL ACCELORATORS
TO INFORM 2015 LABS &
CULTURAL TRACKING
SERIES OF TALKS & HANDS ON
WORKSHOPS
ENABLE IDEATION ACROSS
TEAMS AND INSPIRE CREATIVE
SOLUTIONS TO BUSINESS
OPPORTUNITIES
©2015 Sparks & Honey

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GROWING INFLUENCE OF
MAKER MOVEMENT TRENDS AT THE INTERSECTION
OF MAKERS AND BEVERAGES
ENGAGE MAKERS TO
COMMUNICATE AND LEARN
FROM THE COMMUNITY
POP-UP LAB AT MAKER
FAIRE + INTERNAL REPORT
AND EXPERIENCE AT
COMPANY
TREND
TRACKING
CULTURAL
ANALYSIS
LAB FOR
RESEARCH &
C0-CREATION
INTERNAL AND
EXTERNAL
CONTENT
©2015 Sparks & Honey

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STAY CONNECTED WITH EMPLOYEES
GIVE EMPLOYEES A DIRECT LINE TO LEADERS
HELP PEOPLE CONNECT WITH ONE ANOTHER
BREAK DOWN BARRIERS
BE TRANSPARENT ABOUT WHAT’S HAPPENING
GIVE EMPLOYEES CONTEXT…AND SPARK IDEAS
DRIVE CREATIVITY AND INNOVATION IN YOUR OWN SPACE
HOW COMMUNICATORS CAN
IMPACT CREATIVITY AND
INNOVATION
Closing Thoughts
51©2015 Ketchum Change

52. A FEW STANDOUT FINDINGS
52©2015 Ketchum

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54. Q&A
54©2015 Ketchum Change

55. THANK YOU
Tyler Durham
Partner, President, Ketchum Change
tyler.durham@ketchum.com
T. +1.646.935.4311
www.ketchum.com/change-management
55©2015 Ketchum Change