Certificate Program in Leading Innovation and Growth as presented at TAG Training Day

1. Dan Stotz
Senior Director
Executive Education
Robinson College of Business
Certificate Program in
Leading Innovation and Growth
An Innovation Conversation

2. Today’s Agenda
> Introductions
> Overview of Innovation
o Innovation Defined and Innovation Best Practices
o Innovation and the Competing Values Framework
> An Innovation Conversation
o How Innovation Works (and Doesn’t) at Your Company
o The IDEO Shopping Cart Experiment: Innovation as a Process
> Certificate Program in Leading Innovation and Growth
o Phase One in Becoming a Certified Professional Innovator (CPI)
o The Special Offer for TAG Members

3. What’s Innovation in Your Book?
> What is the most
innovative company
in your book? Why?
> What would a leader
in this company tell
you to do to make
your company more
innovative?

4. What Makes These Companies
the Most Innovative?
1. Apple 14. Research In Motion
2. Google 15. Volkswagen
3. Microsoft 16. Hewlett-Packard
4. IBM 17. Tata Group
5. Toyota Motor 18. BMW
6. Amazon.com
7. LG Electronics 19. Coca-Cola
8. BYD 20. Nintendo
9. General Electric 21. Wal-Mart Stores
10. Sony 22. Hyundai Motor
11. Samsung Electronics 23. Nokia
12. Intel 24. Virgin Group
13. Ford Motor 25. Procter & Gamble
Source: BusinessWeek, April 15, 2010
BCG survey of 2,700 executives in 70 countries

5. Why Innovation? Why Now?
> Results from an IBM-Sponsored Survey of 1,514 CEOs
o Today’s complexity is only expected to rise and more than half of
CEOs doubt their ability to manage it
o Creativity is the most important leadership quality
o Successful companies manage complexity on behalf of their
organizations, and customers, and partners
o How will CEOs capitalize on complexity?
 Embody Creative Leadership
 Reinvent Customer Relationships
 Build Operating Dexterity
o Key Definition—Creativity is the basis for disruptive innovation
and continuous reinvention

6. What is Innovation?
> True innovation is any activity that results in
making the organization better and new. It
must produce value and it always has four
characteristics…
o It enhances something
o It destroys or makes it obsolete
o It returns to us something that we once prized or felt
what we have lost
o It reverses into its opposite over time

7. What Are Some Types of Innovation?

8. An Innovation Conversation
How Innovation Works
and Doesn’t

9. Do These Comments Sound Familiar?
> ―Innovation isn’t my job…that’s left up to product developers
and marketing leaders.‖
> ―I am innovative but my people aren’t…neither is my boss.‖
> ―I’m innovative and my people are but my company isn’t.‖
> ―I can’t afford to be innovative in my business unless it
leads to immediate growth in earnings.‖
> ―I don’t have time to be innovative.‖
> What comments do you hear in your company?

10. What do Executives want From Innovation?
Priorities
Minor changes to existing
products & services
Cost reductions to existing
products & services
New to world products
Priorities
New proudcts & services to
expand new customers
New products & services for
existing customers
0 20 40 60 80 100

11. What Stops Them From Achieving Innovation?
Marketing or Communication Failure 18
Dearth of Ideas 18
Inadequate Measurement Tools 21
Poor Idea Selection 21
Limited Customer Insight 25
Risk-Averse Culture 26
Lack of Coordination 28
Lengthy Development Times 32
0 5 10 15 20 25 30 35
Barriers to Innovation

12. Innovation as a Culture
Innovation and the Competing
Values Framework

13. Which of These Practices Describe
an Innovative Firm?
> Company A > Company B
o Encouraging radical creativity o Conserving fiscal resources
o Seeing the future first o Implementing systems to
o Destroying the old way of doing control complex tasks
things o Preventing people from
o Launching ambitious and making costly mistakes
transformational initiatives o Complying with regulations
o Looking for emerging o Using continuous
opportunities improvement processes
o Stimulating people to think in o Adhering to professional
new ways standards

14. The Competing Values Framework
www.competingvalues.com
14

15. How Do Innovative Leaders Manage
These Positive Tensions?
Collaborate Create
Solutions
Do things that last Do things first
•First adaptor customers and markets
•Long term relationships Services
•Customized offering
•Community decides Products
•Segment specific
•Sustainability Expertise
•Diversify
•Inclusive
•Channel pull
•Evolutionary
Customers
Suppliers •Limited window of market opportunity
•Core customers and markets •Markets decide
•Generic offering •Time to market
•Widest possible market •Exclusive
•Align Platforms •Ballistic
•Corporate push
Control Compete
Do things right Do things fast
15

16. Creating an Aligned Approach
> Purposes: Outcomes, or the value the
organization intends to create
> Practices: Culture, competency, and the
processes of the organization
> Personal: You, as a leader and as an
individual

17. Collective Profile Alignment and Gaps
Purposes Practices People
Desired Future Team Culture & Personal
Outcomes Competencies Approach
17

18. Innovation the IDEO Way

19. Remember…One Size Doesn’t Fit All
> Innovation is mostly about
connecting the dots and crossing
boundaries
> Diversity, especially based on the
competing values, is essential to
produce creative tension and
capture the value of Innovation
> Understand the difference
between ―delivery skills‖ and
―discovery skills.‖¹
¹From the book ―The Innovator’s DNA‖

20. Certificate Program Overview
Certificate Program in
Leading Innovation and Growth
...and the Atlanta Innovatrium

21. What is the Atlanta Innovatrium?
> An Innovation Institute
o Invented by Jeff DeGraff, Professor at the University
of Michigan, Author, and Consultant
o The ―Julliard of Innovation‖ training an elite group of innovation
experts, offering a Certified Professional Innovator (CPI) designation
> An Innovation Laboratory
o Executive Sessions: Getting the Organization Ready for Innovation
o Jumpstart Sessions: Accelerating the Innovation Process
> An Innovation Community
o Roundtable, Webinars, White Papers, Researchers, Coaches

22. Certificate in Leading Innovation and Growth
> Developing an Elite Group of Innovators
o A Five-Day Certification Program
 Day 1: Understanding Innovation: Competing Values Framework
 Day 2: Experiencing Innovation: DesignThinker™ Simulation
 Day 3: Accelerating Innovation: The Jumpstart Process
 Day 4: Implementing Innovation: Building the Action Plan
 Day 5: Innovation and Change: ExperienceChange™ Simulation
 The Next Program is held on October 3-7, 2011
 The Program will be offered again on March 5-9, 2012
 The program can also be customized for a company or industry

23. Certificate in Leading Innovation and Growth
> Developing an Elite Group of Innovators
o Certified Professional Innovator (CPI) Designation
 Phase One: Complete the Certificate Program in Leading
Innovation and Growth (5 Days)
 Phase Two: Complete one of the following:
– Leadership Development Program (5 Days), or
– Project Management Program (5 Days), or
– Lean Six Sigma Green Belt Program (5 Days), or
– Emerging Market Strategies Program(5 Days)
 Phase Three: Complete an Innovation Jumpstart Project
 Phase Four: Achieve a score of 80% or above on the CPI Exam as
administered by the Innovatrium Institute for Innovation

24. Group Discussion
Final Q & A