InnoQuest - Innovation Management Program DevelopConnectGrow The
Entrepreneurs EDGE believes that for mid-sized companies are the
engines that drive growth and value for Northeast Ohio. Cultivating
current and future leadership talent holds the key to the regions
future. Slide 2 InnoQuest April 23, 2013 8:00 AMWelcome / Overview
Short video excerpt Gary Hamel (9 min. Part 2) Reinventing
Management for the 21 st Century Leadership and Culture Peer
Discussion Rainmaker Index / Building Innovation Teams Rose
Noesges, Energizer Holding Co. @9:20**Break** Hyland Software
Tealla Scrofano and Alex Sheen Discussion Groups Action Steps /
Evaluations @11:40Tour of Hyland Software Slide 3 Program Overview
Goals:Share best practices Foster new connections Raise the bar
Help companies in managing the innovation process Feb. 7 Case for
Innovation / Drivers of Innovation Nottingham-Spirk Design,
Cleveland April 23Leadership and Culture Hyland Software, Westlake
June 19Where and How to Innovate Austen Bioinnovation Institute in
Akron (ABIA) Aug. 6Ideas to Implementation Parker Hannifin,
Mayfield Heights Oct. 3Marketing and ROI TBD, GOJO, Goodyear,
Eaton? Dec. 3Strategy and Planning ROI TBD, GOJO, Goodyear, Eaton?
Slide 4 Saving /Sharing Files - DropBox Slide 5 Saving /Sharing
Files Slide 6 Typical Barriers to Growth and Innovation Lack of
Incentives The Way We Always Have Done It Attitude Management wants
near-term success Too many silos Lack of customer focus Fear of
failure Its no ones job Innovations are small relative to the core
business. Afraid of cannibalizing successful businesses. Limited
tolerance for unpredictable results. No career incentive to work on
innovation/growth projects. Limited or no dedicated resources to
innovation * Courtesy of Columbia Business School Slide 7
Nottingham-Spirk Design (2-7-13) Slide 8 Rose Noesges, Energizer
Holding Co. Slide 9 Take-aways 2-7-13 Innovation stories from Rose
Noesges and John Nottingham. The need to innovate/essential;
embrace change. Starting and ending innovation with the customer
(client insights). Management 2.0. Spending more time with
customers to understand needs and how they use your product. Take
existing knowledge of customers with a grain of salt. Challenge
beliefs. Developing culture to embrace innovation Do not be afraid
of failure or ambiguity. Need to think about current innovation
process differently. Better to compete on value than on price. Look
at process and supply chain for savings and innovation (not just in
the product). Focus groups & brainstorming are not good places
to start innovation. Dont throw innovation over the wall to
different groups. No ownership; will kill all ideas. Have someone
own innovation; find the right person who questions/can deal with
ambiguity. Slide 10 Take-aways 2-7-13 What is your action plan as a
result of attending? Sharing with co-workers/teams. Motivate or
change culture. Review current innovation path/process. Build
bridges more internally and externally. Request more access to
customers. Inspire other directors to seek customer insights.
Determine who might be the right person to own innovation
internally. Slide 11 What are the most important issues you face
going forward? Changing culture Resources (time and $) Funding
innovation on a shoe-string budget Growing sales and servicing
customer who wants everything yesterday Developing an innovation
management process Building an acceptance for innovation/change
within our company Moving from Management 1.0 to 2.0 Slide 12 Since
our last meeting . Slide 13 Reinventing Management for the 21 st
Century Slide 14 Innovation Management Three Gears Strategy What to
innovate? Values Business Model Branding Drivers Process Resource
Procurement ($, Energy, Time) IP Portfolio Management ROI &
Assessment Culture Leadership Customs, etiquette, attitudes,
expectations Talent Recruitment, Training, Development Facilities /
Environment Slide 15 What is Corporate Culture? Culture is enacted:
Culture is continuously created by every member of your
organization, through their day-to-day participation in the
organization. Its dynamic, shared, crowd-sourced; not static and
unchanging. Culture is how we do things here. It provides members
with (largely unspoken) rules for how they should behave to gain
and maintain social membership in the organization. Culture is
manifested in a variety of ways, including: Language shared words
or labels your organization uses. Rituals such as the summer BBQ,
award ceremonies, etc. Dress code Decision making how important
organizational decisions are made and communicated Conflict
resolution how conflicts are expected to be handled- discussed or
avoided? Status - who is recognized and esteemed, both formally and
informally?
http://www.businessinsider.com/hrs-sloppy-thinking-on-culture-2013-1?utm_source=dlvr.it&utm_medium=linkedin
Slide 16 Stages of Change Long Short High Time Difficulty Low
Knowledge Attitude Behavior Team Organization CultureValuesBeliefs
& Practices Planning is everything Plans are nothing No plan
survives first contact with the enemy Eisenhower Corps Business
Management principles of the US marine corps Slide 17 Measurement
Processes Power Bases Metrics Behaviors Cultural Change and
Acceptance Degree of Change Unawareness Decision Not to Implement
Aborted after Initial Implementation Aborted After Extensive
Implementation Preparation Acceptance Commitment Positive
Perception Awareness Installation Understanding Adoption
Internalization Institutionalization Confusion Negative Perception
Syntax Words in the context of the subject Synergy how I use in a
sentence Pragmatism Clarify the meaning & take action Slide 18
Culture Eats Strategy For Breakfast. -- Peter Drucker Slide 19
Culture Eats Strategy For Breakfast. -- Peter Drucker No matter how
far reaching a leaders vision or how brilliant the strategy,
neither will be realized if not supported by an organizations
culture. Slide 20 Self Assessment of Innovation Culture Slide 21
What are your top reasons why companies fail to successfully
execute their strategies? Lack of money or funding Inappropriate
skills on the leadership team to execute Too great a focus on
functional/departmental goals Lack of regular follow-up throughout
the year Poor or inappropriate strategy Weak or wrong metrics
around the strategy Too many new strategic initiatives on top of
business as usual Poor understanding /communication of strategy
Poor employee engagement in the strategy Lack of a formal strategy
execution business process Little organizational "buy-in" Unclear
accountability as to who owns what in the strategy Corporate
culture not appropriate for the strategy. Culture acts as a barrier
Slide 22 Culture Questions What kinds of values are currently shown
in the culture of your organization? What kinds of values need to
be shown in the culture of your organization in the future in order
to be most effective? What kinds of values are members of your
organization actually rewarded for showing in behavior now? What
kinds of values do you expect your significant clients or customers
would rate your organization as showing toward them? Slide 23
Typical Barriers to Growth and Innovation Slide 24 10 Culture
Building Principles 1)Communicate your dream and operationalize it.
2)Be clear about what you stand for, inside and outside your
company. 3)Design your organization for what it needs to win. 4)Get
your team right. 5)Champion innovation of all kinds. 6)Set your
standards very high. 7)Train all the time. 8)Do a few symbolic
things to create excitement about what is important. 9)Think like a
winner, act like a winner. 10)Live your desired legacy.
http://www.forbes.com/sites/martinzwilling/2012/03/03/10-ways-to-build-a-business-culture-like-apple/
Slide 25 Goals for Today Leadership and Teams Slide 26 Stages of
Change Long Short High Time Difficulty Low Knowledge Attitude
Behavior Team Organization CultureValuesBeliefs & Practices
Planning is everything Plans are nothing No plan survives first
contact with the enemy Eisenhower Corps Business Management
principles of the US marine corps Slide 27 Myers-Briggs Assessment
SCALES ARE Gathering Information Processing Information Judging
Information Time to make decisions Slide 28 The Four Preferences
Extraversion or Introversion Sensing or Intuition Thinking or
Feeling Judgment or Perception Source: Looking At Type: A
Description of the Preferences Reported by The Myers-Briggs Type
Indicator by Earle C. Page There is no right / wrong or preferred
type ! Gathering Information Processing Information Judging
Information Time to make decisions Slide 29 Myers Briggs Type
Indicator 1. the MBTI describes rather than prescribes; 2. it
pinpoints preferences and strengths; 3. it puts all preferences on
equal standing; 4. it provides a framework to understand human
behavior; and 5. refrains from making judgments. Slide 30
Extraversion Extraversion Initiating Initiating Expressive
Expressive Gregarious Gregarious Active Active Enthusiastic
Enthusiastic Sociable Sociable People People Introversion
Introversion Receiving Receiving Contained Contained Intimate
Intimate Reflective Reflective Quiet Quiet Inward Inward Depth
Depth EI Source of Energy E I These Characteristics Often Develop
From E And I PreferencesSome Of Them May Be True Of You SOME KEY
WORDS Slide 31 SensingSensing ConcreteConcrete RealisticRealistic
PracticalPractical ExperientialExperiential TraditionalTraditional
DetailsDetails PresentPresent FactsFacts SequentialSequential
RepetitionRepetition LiteralLiteral IntuitionIntuition
AbstractAbstract ImaginativeImaginative ConceptualConceptual
TheoreticalTheoretical OriginalOriginal PatternsPatterns
FutureFuture InnovationsInnovations AnticipationAnticipation
InspirationInspiration ChangeChange SN S N These Characteristics
Often Develop From S And N PreferencesSome Of Them May Be True Of
You Slide 32 ThinkingThinking LogicalLogical ReasonableReasonable
QuestioningQuestioning CriticalCritical ToughTough JusticeJustice
ImpersonalImpersonal PrecisePrecise PrinciplesPrinciples
FeelingFeeling EmpatheticEmpathetic CompassionateCompassionate
AccommodatingAccommodating AcceptingAccepting TenderTender
HarmonyHarmony AppreciateAppreciate PersuasivePersuasive
ValuesValues T F T F These Characteristics Often Develop From T And
F PreferencesSome Of Them May Be True Of You SOME KEY WORDS Slide
33 JudgmentJudgment SystematicSystematic PlanfulPlanful Early
StartingEarly Starting ScheduledScheduled MethodicalMethodical
OrganizedOrganized ControlControl DecisiveDecisive
DeliberateDeliberate PerceptionPerception CasualCasual Open
EndedOpen Ended Pressure PromptedPressure Prompted
SpontaneousSpontaneous EmergentEmergent FlexibleFlexible
ExperienceExperience CuriousCurious OptionsOptions JP J P These
Characteristics Often Develop From J And P PreferencesSome Of Them
May Be True Of You SOME KEY WORDS Slide 34 THE SIXTEEN TYPES Each
Of These Sixteen Types Is Gifted And Valuable ISTJISFJ INFJINTJ
ISTPISFP INFPINTP ESTPESFP ENFPENTP ESTJ ESFJ ENFJ ENTJ 11.6% 5.1%
4.3% 8.7% 13.8% 8.8% 8.5% 12.3% 1.5% 4.4% 8.1% 2.4% 2.1% 3.3% 3.2%
1.8% By the use of inferential statistics, an estimate of the
distribution found in the US population has been gathered. Slide 35
THE SIXTEEN TYPES Each Of These Sixteen Types Is Gifted And
Valuable ISTJISFJ INFJINTJ ISTPISFP INFPINTP ESTPESFP ENFPENTP ESTJ
ESFJ ENFJ ENTJ 11.6% 5.1% 4.3% 8.7% 13.8% 8.8% 8.5% 12.3% 1.5% 4.4%
8.1% 2.4% 2.1% 3.3% 3.2% 1.8% By the use of inferential statistics,
an estimate of the distribution found in the US population has been
gathered. For 20 in this group 10% (2)5% (1) 0% (0) 5% (1) 0% (0)
5% (1) 25% (5) 15% (3) 10% (2) 0% (0) 5% (1) Slide 36 MB Creativity
Index: (3*S/N)+J/P-E/I-(0.5*T/F) Range: (400 to -150) Einstein end
/ Innovative Edison end / Adaptive Slide 37 Rainmaker Index (Range:
-100 to 100) S/N T/F Adapter Fuzzy front end Managing both sides
Slide 38 Rose Noesges, Energizer Holding Co. Slide 39 Joe Yanoska,
American Greetings Interactive Slide 40 How Great Leaders Inspire
Action Slide 41 Stages of Change Long Short High Time Difficulty
Low Knowledge Attitude Behavior Team Organization
CultureValuesBeliefs & Practices Planning is everything Plans
are nothing No plan survives first contact with the enemy
Eisenhower Corps Business Management principles of the US marine
corps Slide 42 EDGE Fellows Summer Intern Program Slide 43 The
Ideas 45 business ideas studied From NE Ohio established
businesses, start-ups, and organizations. 30% of projects generate
new revenue for NEO. Slide 44 InnoQuest - Innovation Management
Program DevelopConnectGrow Next Meeting: Wednesday, June 19 th
Topic: Where and How to Innovate Austen Bioinnovation Institute in
Akron
