InnoQuest - Innovation Management Program

DevelopConnect Grow

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 region’s future.

InnoQuest – April 23, 2013

8:00 AM Welcome / OverviewShort video excerpt – Gary Hamel (9 min. – Part 2)Reinventing Management for the 21st CenturyLeadership and CulturePeer DiscussionRainmaker Index / Building Innovation TeamsRose Noesges, Energizer Holding Co.

@9:20 **Break**

Hyland SoftwareTealla Scrofano and Alex SheenDiscussion Groups Action Steps / Evaluations

@11:40 Tour of Hyland Software

Program OverviewGoals: Share best practices

Foster new connections“Raise the bar “ Help companies in managing the innovation process

• Feb. 7 Case for Innovation / Drivers of InnovationNottingham-Spirk Design, Cleveland

• April 23 Leadership and CultureHyland Software, Westlake

• June 19 Where and How to InnovateAusten Bioinnovation Institute in Akron (ABIA)

• Aug. 6 Ideas to ImplementationParker Hannifin, Mayfield Heights

• Oct. 3 Marketing and ROI TBD, GOJO, Goodyear, Eaton?

• Dec. 3 Strategy and Planning ROI TBD, GOJO, Goodyear, Eaton?

Saving /Sharing Files - DropBox

Saving /Sharing Files

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• It’s no one’s 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

Nottingham-Spirk Design (2-7-13)

Rose Noesges, Energizer Holding Co.

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.• Don’t 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.

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

Since our last meeting ….

Reinventing Management for the 21st Century

Innovation Management – Three Gears

Strategy

• What to innovate?• Values• Business Model• Branding• Drivers

Process

• Resource Procurement ($, Energy, Time)• IP Portfolio Management• ROI & Assessment

• Leadership• Customs, etiquette,

attitudes, expectations• Talent Recruitment,

Training, Development• Facilities / Environment

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. It’s 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 codeDecision making – how important organizational decisions are made and communicatedConflict 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

“Culture Eats Strategy For Breakfast.” -- Peter Drucker

“Culture Eats Strategy For Breakfast.” -- Peter Drucker

No matter how far reaching a leader’s visionor how brilliant the strategy,

neither will be realized if not supported by an organization’s culture.

Self Assessment of Innovation Culture

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?

Typical Barriers to Growth and Innovation

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/

Myers-Briggs AssessmentSCALES ARE…

• Gathering Information• Processing Information• Judging Information• Time to make decisions

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 !

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.

• Extraversion• Initiating• Expressive• Gregarious• Active • Enthusiastic• Sociable• People

• Introversion• Receiving• Contained• Intimate• Reflective• Quiet• Inward• Depth

E I

These Characteristics Often Develop From E And I Preferences—Some Of Them May Be True Of You

SOME KEY WORDS

SOME KEY WORDS

• Sensing• Concrete• Realistic• Practical• Experiential• Traditional• Details• Present• Facts• Sequential • Repetition• Literal

• Intuition• Abstract• Imaginative• Conceptual• Theoretical• Original• Patterns• Future• Innovations• Anticipation• Inspiration• Change

S N

These Characteristics Often Develop From S And N Preferences—Some Of Them May Be True Of You

• Thinking• Logical• Reasonable• Questioning• Critical• Tough• Justice• Impersonal• Precise• Principles

• Feeling• Empathetic• Compassionate• Accommodating• Accepting• Tender• Harmony• Appreciate• Persuasive• Values

T F

These Characteristics Often Develop From T And F Preferences—Some Of Them May Be True Of You

SOME KEY WORDS

• Judgment• Systematic• Planful• Early Starting• Scheduled• Methodical• Organized• Control• Decisive• Deliberate

• Perception• Casual• Open Ended• Pressure

Prompted• Spontaneous• Emergent• Flexible• Experience• Curious• Options

J P

These Characteristics Often Develop From J And P Preferences—Some Of Them May Be True Of You

SOME KEY WORDS

THE SIXTEEN TYPES

Each Of These Sixteen Types Is Gifted And Valuable

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

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.

THE SIXTEEN TYPES

Each Of These Sixteen Types Is Gifted And Valuable

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

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) 0% (0) 0% (0)

0% (0) 5% (1) 25% (5) 15% (3)

15% (3) 10% (2)

0% (0) 5% (1) 5% (1)

MB Creativity Index: (3*S/N)+J/P-E/I-(0.5*T/F)Range: (400 to -150)

Einstein end / Innovative

Edison end / Adaptive

Rainmaker Index (Range: -100 to 100) S/N – T/F

Adapter

“Fuzzy” front end

Managing both sides

Rose Noesges, Energizer Holding Co.

Joe Yanoska, American Greetings Interactive

How Great Leaders Inspire Action

EDGE FellowsSummer Intern Program

The Ideas• 45 business ideas studied• From NE Ohio established businesses, start-ups,

and organizations.• 30% of projects generate new revenue for NEO.

InnoQuest - Innovation Management Program

DevelopConnect Grow

Next Meeting: Wednesday, June 19th

Topic: “Where and How to Innovate”Austen Bioinnovation Institute in Akron