Jeremy Casson - Top Tips for Pottery Wheel Throwing
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Evidence-Based Innovation Platform
1. The Evidence-Based Organization:
A Platform for Innovation
Professor Dr Jan Recker
Woolworths Chair of Retail Innovation
Information Systems School, Queensland University of Technology
School
2. âThe best way to create the future is to shape itâ
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Innovation, research and customerâorientated transformation are key to
surviving a rapidly changing retail landscape according to Woolworths Ltd CEO
g p y g g p g
Grant O'Brien.
Mr O'Brien addressed the QUT Business Leaders' Forum today saying the
investment of nearly $1 million to fund a Chair of Retail Innovation would help
the sector better recognize the needs of customers
customers.
http://hbr.org/2012/10/dataâscientistâtheâsexiestâjobâofâtheâ21stâcentury/ar/pr
http://www.news.qut.edu.au/cgiâbin/WebObjects/News.woa/wa/goNewsPage?newsEventID=56077
4. Recognizing the relevance of Evidence
ď Seeking an understanding
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of true cause-effect relations
ď Using flawed decision models
ď Relying on status (confidence)
rather than facts (evidence)
ď Realizing the availability of
potential evidence
ď Opposing tradition, intuition,
folklore and rules of thumb
7. What is your source of evidence?
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ď˝ External
ď˝ Where have other organizations
produced relevant evidence?
ď˝ Where has research produced relevant
evidence?
ď˝ Internal
ď˝ Where do we produce relevant
evidence?
ď˝ Where can we produce relevant
evidence?
9. Inserting scientific principles
Inserting scientific principles
Positive Deviant
ď˝ What is the Positive Deviant
evidence for Positive Deviant
Positive Deviant
success? Positive Deviant
Who is truly
Positive Deviant
Sales proces performance
ď˝
successful? Positive Deviant
ď˝ Why are they truly
y y y
ss
successful? Average
ď˝ Which true root
causes can we
insert
elsewhere?
Number of customers
11. What Causes Performance?
ď˝ âItâs not necessarily the processâ
ď everyone follows the same process model
f ll th d l
ď˝ âItâs not the competitionâ
ď process performance independent from local context
ď˝ Reward mechanisms
ď budget, incentives, degrees of freedom
ď˝ Individual motivation and the willingness to
âdo something extraâ
ď˝ Culture: focus on safety & on customers
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ď˝ Creativity: finding new solutions for products,
display and service; willingly deviate from
standardized process
process.
13. WrapâUp: From Confidence to Evidence
Moving to reliable, valid and ultimately credible decisions
Requires data and scientific analysis capabilities
Requires data and scientific analysis capabilities
Can be provided by university and research institutions, but areÂ
increasingly sought as internal capability
Allows capitalizing on external and i
All i li i l d internal evidence forÂ
l id f
organizational innovation
Means levelling of hierarchies
Means levelling of hierarchies
âIf the decision is going to be made by facts, thenÂ
everyoneâs facts [âŚ]are equal. If the decision is goingÂ
â f t [ ] l If th d i i i i
to be made on the basis of peopleâs opinions, thenÂ
mine count for a lot more. â
James Barksdale
13 former CEO Netscape
14. Key Lessons
Innovations require decisions about unstructured and
complex problems. Risk of failure is high.
Evidence-based decision-making increases
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innovation reliability, credibility and ultimately
chance of success.
You do h
Y d have access t â b t not awareness of â
to but t f
internal and external evidence.
Data scientists are becoming an essential resource.
resource
15. Prof. Jan Recker
Woolworths Chair of Retail Innovation
Information Systems School
Queensland University of Technology
e j.recker@qut.edu.au
w www janrecker com
www.janrecker.com
t janrecker