INNOVATION FOR GROWTH - Detroit Regional Chamber ·  · 2017-03-14INNOVATION FOR GROWTH . ......

INNOVATION FOR

GROWTH

www.jeffdegraff.com

WHERE IN THE WORLD DO YOU NOW GO FOR GROWTH?

More expertise

More quality

More capacity

More efficiency

More flexibility

More everything

Electric Cars Ride SharingSpread

NetworksCryptocurrency

WORST OF ALL GROWTH STRATEGIES…

AN INCREASING SHARE OF A DECREASING MARKET

Mobile internet

Automation of knowledge work

Internet of things

Cloud technology

Advanced robotics

Autonomous vehicles

Next-gen genomics

Energy storage

3D printing

Advanced materials

Advanced oil and gas recovery

Renewable energy

Disruptive technologies, McKinsey Global Institute, 2013

IF YOU SEEK GROWTH, INNOVATION ISN’T YOUR BEST FRIEND…

IT’S YOUR ONLY FRIEND

INNOVATION IS A FORM OF POSITIVE DEVIANCE

THERE IS NO DATA ON THE FUTURE WHERE GROWTH HAPPENS“Life can only be understood backwards; but it must be lived forwards.”

– Søren Kierkegaard

INNOVATIONS HAVE A LIMITED SHELF LIFE

Dept. of Patents Forbes Fast Company

• IBM

• Samsung

• Canon

• Sony

• Microsoft

• Panasonic

• Toshiba

• Hon Hai

• Qualcomm

• LG Electronics

• Tesla Motors

• Salesforce.com

• Alexion

• Regeneron

• ARM Holdings

• Unilever Indonesia

• Incyte

• Amazon.com

• Under Armour

• BioMarin

• BuzzFeed

• Facebook

• CVS Health

• Uber

• Netflix

• Amazon

• Apple

• Alphabet

• Black Lives Matter

• Taco Bell

• Innovative firms have very little in common

• Money is seldom a barrier to innovation

• Competitors often innovate in opposite ways

• Incumbents are seldom first movers

• Diversity is the only known key to success

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DOING THE CREATIVE WORK THE COMPANY CAN’T

PRACTICE PRISMATIC THINKING

CREATEDO NEW THINGS

COLLABORATEDO THINGS THAT LAST

COMPETEDO THINGS NOW

CONTROLDO THINGS RIGHT

CREATEDO NEW THINGS

INNOVATION

Futuring & scenario planning

Diversified radical experiments

GROWTH

New market speculation

Greenhouse funds

VISION

LEADERS

• Visionary dreamers

• Clever

• Optimistic

• Enthusiastic

• Quick on their feet

• Expressive

• Big-picture thinkers

WORKPLACE

• Stimulating projects

• Flexible hours

• Free from everyday constraints

• New initiatives

• Independent work streams

• Diverse workforce

GOOGLE

CONTROLDO THINGS RIGHT

EFFICIENCY

Lean manufacturing

Supply chain innovation

QUALITY

Total quality control

End to end IT system

PROCESS

LEADERS

• Pragmatic

• Methodical

• Scientific or technical

• By the book

• Problem solver

• Objective

• Persistent

WORKPLACE

• Clear roles and responsibilities

• Logical objectives

• Processes

• Standards and regulations

• Ordered and structured work

TOYOTA

COLLABORATEDO THINGS THAT LAST

COMMUNITY

Collaborative communities of practice

Culture & competency development

KNOWLEDGE

Knowledge management

Search & reapply

VALUES

LEADERS

• Sees potential

• Builds commitment

• Trustworthy

• Caring

• Patient listeners

• Participative

• Respects differences

• Empowering

WORKPLACE

• Family atmosphere

• Collaborative workplace

• Shared values and vision

• Integrates personal goals

• Informal

• Teaching and coaching

WL GORE

COMPETEDO THINGS NOW

SPEED

Mergers and acquisitions

Rapid action problem solving teams

PROFIT

Revenue insight processes

Market adjacencies

GOALS

LEADERS

• Goal and action oriented

• Impatient

• Assertive

• Driven

• Decisive

• Challenging

• Competitive

WORKPLACE

• Competitive

• High pressure and impact

• Fast moving and high energy

• Image enhancing deal making

• Quantifiable results

• Winners and losers

TATA

INNOVATION IS THE RESULT OF CONSTRUCTIVE CONFLICT

CREATEDO NEW THINGS

COLLABORATEDO THINGS THAT LAST

COMPETEDO THINGS NOW

CONTROLDO THINGS RIGHT

HOW YOU INNOVATE IS WHAT YOU INNOVATE

MISTAKE CORRECTION

Believing you can see the future Make smaller and wider bets

Choosing big over fast Pick up your pace

Mistaking your managers for innovators Encourage and support your deviants

Having more ambition than capability Base your strategy on your capability

Starting at the center and moving out Work your innovations from the outside-in

Listening to the wrong customers Follow the customers that move first

Failing to connect the dots Create cross boundary solutions and sync up business models

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ECOSYSTEMS

COLLABORATIVE OPEN INNOVATION NETWORKS

Seekers Solutions Solvers

• SOURCES OF INNOVATION

– Communities, systems, and events

• SHARED VALUES

– Culture, competency, and value propositions

• SYMBIOTIC PARTICIPANTS

– Leaders, inventors, adaptors, connectors, and financiers

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Find, develop, and connect

the best people

Establish a sustainable

high performing culture

Engage a wide array

of expertise and capability

Create a collaborative

learning environment

COMMUNITY

EXAMPLES

Stimulation: To stimulate people’s imagination through new interactions. Examples: Art, music, dance, field trips, and sabbaticals.

Facilitation: To assist small groups as a seasoned “travel guide” for their journey toward

breakthrough ideas and action. Examples: Facilitating jumpstart creativity processes or hosting the work of communities of practice.

Experimentation: To provide a workshop or laboratory for the development of ideas into

products, services, and learning. Examples: Virtual labs, idea banks, incubators, and accelerators.

Education: To develop creativity competencies in individuals and groups through

teaching, partnership, and mentoring. Examples: Creative thinking methods training, learning partnerships, and mentoring.

Detroit Builds Ideas into Realities

Detroit Builds Opportunities

Detroit Builds Companies

Detroit Builds Character

Detroit Builds Futures

Detroit Builds Apps

Detroit Builds Art

Detroit Builds You

Detroit Builds.

PROGRAM

A program to take small groups of high potentials, teach them how to innovate, and coach them through real innovation projects to build their leadership and innovation skills. They, in turn, will teach and coach the next groups to create the critical mass needed to embed the innovation culture and make strategic adjustments in the organization.

CONNECT THE DOTS

THE CAVALRY ISN’T COMING

RIDE WHAT MOVES…

AND MOVE YOUR FEET

MASTER THE ART OF SODOTO

SHOW

DON’T TELL

LEAVE ROOM FOR THE STUFF YOU DON’T KNOW

THE DEGRAFF HYPOTHESIS:The amount of innovation an organization produces is inversely

related to the number of PowerPoint slides or elaborate process

diagrams it makes about innovation.

www.jeffdegraff.com