Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Organizing for Innovation Lemon Consulting

81 Aufrufe

Veröffentlicht am

Innovation, Organisieren von Innovation, Organization Design, Case Study, Beratung Innovation, Organizational Capability

Veröffentlicht in: Business
  • DOWNLOAD TH1S BOOKS INTO AVAILABLE FORMAT (Unlimited) ......................................................................................................................... ......................................................................................................................... Download Full PDF EBOOK Here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... Download Full EPUB EBOOK Here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ACCESS WEBSITE for All Ebooks ......................................................................................................................... Download Full PDF EBOOK Here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... Download EPUB EBOOK Here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... Download doc EBOOK Here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier
  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Organizing for Innovation Lemon Consulting

  1. 1. 1 Organizing for Innovation A workshop for the Management Team of AAA An Industrial Company for Metal Forming Systems Consultant: Hubert Lobnig www.lemon.at
  2. 2. 3 Myth Research & Practice say 1. Innovation is all about ideas Ideas are only the beginnings 2. Innovation does not fail when great leaders are appointed When it comes to innovation there is nothing simple about execution – it takes a team 3. Effective innovation leaders are subversives fighting the system Innovation leaders are building bridges and partnerships 4. Everyone can be an innovator Ideation is everyones job as are improvements in one´s sphere of responsibility 5. Innovation happens incrementally & organically if we let creativity flow Innovation initiatives of scale re- quire a formal resource commit- ment & a disciplined management approach Executive Summary: Lesson´s Learned from Organizing Innovation * * based on Galbraith 2014, Govindarajan & Trimble 2010, Grant 2013, Kay, Bolke & Fisher 2012, O´Really & Tushman 2013, own real life projects;
  3. 3. 4 Executive Summary: Lesson´s Learned from Organizing Innovation Myth Research & Practice say 6. Innovation can be fully embedded inside existing organizational routines Innovation is incompatible with ongoing operations and needs a separate organization design 7. Innovation can only happen in isolated environments and protected areas Innovation can not be isolated from ongoing operations – clear connections are required 8. Innovation is a prolongation of the existing product and technology development functions Innovation exceeds logics and capabilities of existing functions, requires a custom design 9. Implementing innovation requires changing the whole organization (+culture) Innovation requires targeted change only 10. Only start-ups can innovate Corporations of any size can in- crease their innovation capabilities
  4. 4. Innovation = ideas + execution Vijay Govindarajan, Chris Tremble Some definitions Idea Generation Idea Conversion Idea Diffusion The Innovation Value Chain Morten T Hansen, Julian Berkinshaw Innovation: succesful implementation of creative ideas: Beth Hennessey, Teresa Amabile
  5. 5. 6 Th. Levitt´s product concept 2. Expected product: „what the customer expects“ 1. Generic product: „product in itself“ 4. Innovative product/solution: (generates new added value) 3. Improved product „different than others“ „The customer does not want a 5mm boring bit, the customer wants a 5 mm hole in the wall !! time
  6. 6. 7 Extending the Development Agenda The expected product The improved product The innovative solution According to the customer´s expectations Exceeds the customer’s expectations and makes us different from others Solves elegantly the customer’s problem in a new, surprisingly value adding way What makes our products strong? What causes us weaknesses? What do our customers expect from us which we can not deliver yet? Where do we see a need for immediate/mid term action? Where have we successfully achieved an improved product? What improved products are in our pipeline - better and different to others? What are enabling and blocking forces? – internal/external? What are the fundamental challenges our customer faces as he starts to design a new vehicle or another new product/design? What functions do our current products/services play? What other solutions can we think of?
  7. 7. 8 Innovation is the process of applying and developing a new idea into a new product, process or business → different kinds of innovations need different kinds of organizing The Innovation continuum incremental radical
  8. 8. 9 Organizing Innovation – the difference
  9. 9. 10 „Why have we been successful? If you want a very simple answer: it is getting the balance between innovation and core business.“ Jorma Ollila (former CEO of the Nokia corporation, Member of the Board of Directors of Ford Motor Company) Harvard Business Review 6/2011
  10. 10. 11 2 types of teams driving the innovation* The dedicated team – driver for the innovation The shared team – resources from the core business A separate team responsible for the innovation initiative: representing the required expertise, power base and skills to drive the entire innovation. Clear mandate and assignment (primary task!) Existing experts and teams partially involved in the innovation process. Carefully contracted in as they need to provide additional work to their primary duties. Each major innovation initiative needs a dedicated team to coordinate the innovation end-to-end (from invention to commercialization) - Cares for everything - Coordinates the process throughout the organization - Assigns the workstream within the “Power engine” - Takes care that the important will succed over the urgent Each innovation initiative relies on using existing capabilities and workflows within the organization (“The Power Engine”). However the “power engine” will continue to work along existing priorities and work-processes. - Takes on tasks aligned with the existing skills and organizational capabilities - Existing expertise might be (partially) assembled differently than in the “normal” work flow - New connections and working relationships will be required. - Tensions between own tasks and “extra work” need to be managed * based on Govindarajan & Trimble (2010): The other side of Innovation. Solving the execution challange. Boston: Harvard Business Review Press
  11. 11. 12 Partnership The Partnership executes the initiative shared staff (routine tasks) dedicated staff (nonroutine tasks) One project plan „Innovation Leader“
  12. 12. 13 Innovation as end-to-end process: A value chain perspective (Birkinshaw & Hansen 2007)
  13. 13. 14 People Weak/Low Developing Strong/High 1. Our Management Team is innovative. 1 2 3 4 ×5 6 2. We have innovative front line managers innovative. 1 2 3 4 ×5 6 3. Our employees are innovative 1 2 3 ×4 5 6 4. We encourage and recognize insights that come from all parts of the organization 1 2 ×3 4 5 6 5. We invest into the innovation competence of our managers. 1 2 ×3 4 5 6 6. We invest into the innovation competence of our employees. 1 2 ×3 4 5 6 Culture Weak/Low Developing Strong/High 7. Strength of our collaboration culture across our units and layers 1 ×2 3 4 5 6 8. Willingness to experiment 1 2 ×3 4 5 6 9. Time and freedom to innovate. 1 2 ×3 4 5 6 10. Common language for innovation 1 2 ×3 4 5 6 Measuring the Readiness for Innovation * * Own questionaire inspired by Stefan Lindegaard (2013), Amy Kates & Jay Galbraith (2010), Julian Birkinshaw & Morten Hansen (2007)
  14. 14. 15 10. Common language for innovation 1 2 ×3 4 5 6 11. Known strategy, purpose and mandate for innovation. 1 2 3 4 ×5 6 12. Collaboration with key customers on innovation issues 1 2 3 4 ×5 6 13. Collaboration with external sources (experts, research, knowledge networks...) 1 2 3 4 ×5 6 Processes Weak/Low Developing Strong/High 14. Use of defined practices and tools for idea generation 1 ×2 3 4 5 6 15. Select ideas and projects for initial funding using a rigorous set of decision criteria. 1 2 ×3 4 5 6 16. Turning ideas into viable products/services or businesses 1 2 3 4 ×5 6 17. Diffusing developed ideas across the company (whole value chain) 1 ×2 3 4 5 6
  15. 15. 16 Assessment „Readiness for Innovation – Management Team“ (Mean per area) – Company AAA CULTURE 3.24 PEOPLE 3.16 PROCESSES 2.8 Processes Weak/Low Developing Strong/High 14. Use of defined practices and tools for idea generation 1 ×2 3 4 5 6
  16. 16. 17 Assessments 5 highest & lowest Questions Q 13: Collaboration with external sources 4.7 Q 8: Willingness to experiment 4.4 Q 3: Our Employees are innovative 4.3 Q 12: Collaboration with key customers on innovation issues 4.3 Q 16: Turning Ideas into viable products /services or businesses 3.6 Q 17: Diffusing developed ideas across the company (value chain) 2.4 Q 18: Stock keeping and transparency of ideas and knowledge base 2.4 Q 5: Invest into innovation competence of frontline managers 2.3 Q 14: Use defined practices and tools for idea generation 2.3 Q 10: Common Language 1.77 Processes Weak/Low Developing Strong/High 14. Use of defined practices and tools for idea generation 1 ×2 3 4 5 6
  17. 17. 18 Survey Feedback: Recommendations for the Management Team of AAA 1. Select areas to improve AAA´s Innovation Capabilities: - Develop a shared understanding and strategic intent for innovation - Create tools & processes, stock-keeping and innovation skills, focus on a crossfunctional approach 2. Build on strenghts: - network resources with external experts and customers - experimenting and technical skills (and attitude) - existing experiences in turning innovation into products & business 3. Discuss differences in assumptions (those with lower mean) within AAA´s M-Team: - Are our (front line) managers innovative? - Are we able to turn ideas into viable products/services/business - What is our strategic perspective on innovation
  18. 18. 19 Generating Ideas – Golden Rules Note every idea All is fair in brainstorming Don´t limit your phantasy Quantity before quality Keep the frame (scope, time, task) Search for ideas – even if they are not yours phrase short and concisely (wording)
  19. 19. 20 Generating Ideas – Exercise B) Ideation work processe according to the working paper Scope Team 1 Scope Team 2 Sponsor: M B Sponsor: TH How can we better make use of and connect with ideas of any employee everywhere in the world? How can we make our work spaces to better conveyors for creativity and inspirations? A) Defining the scope for the Brainstorming session
  20. 20. 21 • Plural or hybrid design • Heterogenity of elements • Design complexity Organizing Innovation: 3 Cases
  21. 21. 22 A custom organizational model 1. Each innovation initiative requires a team with a custom organizational model and a plan that is revised only through a rigorous learning process 2. Because ongoing operations are repeatable, while innovation is nonroutine, innovation leaders must think differently about organizing 3. Because ongoing operations are predictable while innovation is uncertain, innovation leaders must think differently about planning 4. The custom organizational model is based on a partnership between dedicated and shared staff (teams), - creating multi-levels of links between is important
  22. 22. 23 Digital Transformation: a „family“ of Innovation Initiatives 1. System Integration of the products („the endproduct“) 2. Connectivity („connecting devices, customers and offers“) 3. Enterprise Architecture OP + Supply chain OP + Supply chain Case 1: Digital Transformation
  23. 23. 24 Case 1: The Digital Transformation Concept Organizational Elements Description Function The Innovation Leader From outside: background: technical skills + business skills, highly social skilled Leads the whole DT initiative, full time The Digital Transformation Team IL + CFO + COO („old“) + Teamleader Sales & Market, + IT experts (R&D) + reps from OP Jointly share work streams, organizes the collaboration with functional departments Focal Experts in each Department Network of IT-affine people (leaders?) across all depts. communicate, align and review DT work, adapting re-quired changes in their depts. Digital Strategy Paper IL + Corp.Leadership Team Setting frame and objectives, provide focus and orientation for all members of the company DT projects: - AS systems integration - Enterprise Architecture - Business Modelling for Connectivity Lead by project leaders (some FT) together with shared staff from departments (decided by required expertise and functional representation) Create solutions for two ends: - Customer end and commercial side - Internal capabilities
  24. 24. The Innovation Plattform Generic Workflow Innovation Handbook Innovation Leaders & Organisation Innovation Warehouse & Infrastructure Case 2: The Hybrid Approach – Frauenthal Automotive
  25. 25. Heterogenous composition: Presidents, VP Product and Market, HR, 2 MD´s plants, Innovation leader (as coordinator), temporary guests The FAC Innovation Network meets 3 times a year, takes desicions and monitors the direction The Innovation Committee: deciding for prototyping, reviewing, strategy Meet quarterly in the innovation team The Innovation Team: driving the Innovation Process and the network springs airtanks U-bolts VP PM & M Operate in termporary concept studies and R&D projects The Concept Leaders: Nominated experts for various strategic core competencies All Employees innovate Whole System approach Contribute to the IT plattform (open innovation system), brainstorming workshops, integrate the nnovation in all meetings The Innovation leader: coordinator of the whole process The Innovation Leader
  26. 26. 27 Case II: Learnings from the Frauenthal Case 1. Strategic framing and communicating the strategy! 2. Senior team behaviour: good balance between exploitation ↔ exploration! 3. „innovation leaders“ highly collaborative: innovation + operations together 4. Continuous evolution of the platform (instead of ready design) 5. Slack time for innovation in operations helped for ideation 6. Elements nicely linked together and reinforced the strenght of the scheme 7. ? Innovating commercial aspects and existing business models 8. ? Scope of innovation seemed to stick within known territory of products
  27. 27. 28 CASE 3: Fashion meets technology Swarowski Group: 30.000 employees, 170 Countries, 1800 shops, 3 Billion ann turnover HQ Wattens (Tirol)1 Collaborating in a network to generate ideas 1 based on the publication: Wilhelmer D, J Erler, J Zimmermann (2014): Innovation Network: An Integrated Organizational Structure for Organizational and Management Learning. In: Scala K et al (Eds): Leadership Learning for the Future. Charlotte, IAP.
  28. 28. 29 Drivers for the innovation network 1. Business Units were highly successful in their areas, but lacked cooperation; duplicating R&D activities and competitive attitudes between the BUs: ➢ Crystal components ➢ Jewelery, watches and fashion accessoires ➢ Home accessoires and figurines ➢ Optical eyewear ➢ Gemstones and zirconia ➢ Lightning 2. How can we better collaborate for innovation without weakening the business units? 3. Appointing a VP Innovation for the group enforcing company wide innovation platforms was not enough
  29. 29. 30 1. Network Coordinator: VP of Innvotion, elected by SG members 2. Cross functional steering group: 6 inno managers of BU´s + heads of R&D, Product dev., technology; 0.5 d monthly, strategic frame („innovation canvas“) and steering the portfolio 3. INNO Network: 70-90 cross functional experts and decision makers, meet twice a year 4. Innovation projects followed the „canvas“, started and reviewed within INNOnetwork meetings and steered via INNO-steering group The network structure 5. Informal teams; emerged from INNOnetwork meetings
  30. 30. 31 Case III: Learnings from the INNOnetwork 1. The INNOnetwork needs space to find own approaches and solutions beyond top management orders 2. BU´s as drivers: The Canvas and the portfolio-approach helped to strategically frame idea generation and early step work 3. The network is a useful instrument to create collaboration on 1st, 2nd an 3rd level - but it is not the goal 4. The Innovation Coordinator acts as „server in the net“ for the whole innovation platform 5. Meeting designs of large group events as of small team meetings (open space, world cafee, group brain storming…) were essential to leverage a collaborative culture and to build trust across BUs 6. The INNOnetwork paved the way for adding external / Open Innovation schemes
  31. 31. 32 Structure Strategy People/HR Reward Systems Processes Galbraith´s Star Model What is our direction? Vision, mission, goals, strategic intent Which skills, capabilities and mindsets are required? Do we have the capabilities for the innovation iniatives? How can we best make use of our talents? How are we organized? How is power distributed? How do we organize the reporting lines? What are the key roles? How do we measure performance? How do we reward desired behaviour? What are our success criteria? How are our feedback- mechanisms organized? Business P: How is our work „flowing“? How do we connect between units? How do we cooperate? Management P: How are our decision making processes set up? How does information flow? How do we communicate?
  32. 32. 33 Promoting Innovation in Your Organization Identifying first ideas Work along the assigned element of the star model: What is needed in order to support, improve, stabilize … Innovation in your company? Explain your assumptions -> Draft possible solutions, or ideas/ways how solutions could be elaborated? (words, sketch, both)

×