IMPROVING YOUR INNOVATION QUOTIENTDr. Andrew Maxwell, Canadian Innovation Centre Lassonde Engineering, York University
WHAT STOPS US INNOVATING?
• We don’t fully understand what innovation is• We design our organizations to stifle
innovation• It means stopping what we are good at
It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date. Roger von Oech
SHARING MY INSIGHTS
• Explain why innovating is difficult• Help you identify your innovation barriers• And remove them…. tomorrow
Innovation is serendipity, so you don't know what people will make. Tim Berners-Lee
WHAT, WHY, WHEN & HOW
What is an Innovation Quotient?Why you might want one?When can you improve it?How much does it cost?
It isn't the incompetent who destroy an organization. The incompetent never get in a position to destroy it. It is those who achieved something and want to rest upon their achievements who are forever clogging things up. F.M. Young
DR ANDREW MAXWELL
• Engineer/MBA/Large technology co’s, 4 startups• U of T/U of W/ Temple University/York University• CIC/Innovators Alliance/IRI/IRAP/VentureWell• Innovation Cartography, Journey and Compass
You have all the reason in the world to achieve your grandest dreams.
Imagination plus innovation equals realization. Denis Waitley
DEFINING INNOVATION
Any project that is:•New to your organization (not just improvement)•Has an uncertain outcome (involves risk)•New products/services (and business models)•Changing what you do (and how you make decisions)
Discovery consists of seeing what everybody has seen and thinking what nobody has thought. Albert von Szent-Gyorgy
MEASURING INNOVATION
Common techniques for measuring innovation: •Reputation•Number of patents filed•% revenue from new products/servicesMeasuring outcomes doesn’t help improve them
You can't manage what you can't measure Peter Drucker
CAN YOU DESIGN FOR INNOVATION?DESIGN FOR PERFORMANCE
• Efficiency
• Repeatability
• Predictability
DESIGN FOR INNOVATION
• Speed
• Impact
• UncertaintyIf you always do what you always did, you will always get what you always got. Albert Einstein
ORGANIZATIONAL AMBIDEXTERITY
PERFORMANCE (EXPLOITATION) ENGINE• Follow rules, drive out variance/slack• Focus on existing customer needs• Manage/refine existing competencies• Optimize organization for existing
rules• Make money now
If you look at history, innovation doesn't come just from giving people incentives; it comes from creating environments where their ideas can
connect. Steven Johnson
INNOVATION (EXPLORATION) ENGINE• Break rules, promote variance
/slack• Serve new customers with new needs• Develop and lead new competencies• Develop new organization + new
rules• Make money later
BALANCING INNOVATION & PERFORMANCE
How do you? •Keep your eye on the ball…..and on the game?•Take risks..... mitigate risks?•Make informed decision.....take action?
The Innovation Quotient helps measure innovation drivers to increase innovation & change behaviours.Great energy only comes from a correspondingly great tension of opposites. Carl Jung
COMPONENTS OF THE INNOVATION QUOTIENT
Strategy
Culture
Processes
Resources
Relation-ships
Strategy – role of leadership
• New customers, products & processes
• Experimentation, risk and failure
• Establishes guidelines for other factors
• Links the five elements of the Innovation Quotient
INNOVATION DRIVERS
Strategy
Culture
Processes
Resources
Relation-ships
Processes and resources:
• Hiring and incentives decisions
• Managing risk/allocating resources
• Strategic decision making
• Communication
INNOVATION DRIVERS
Strategy
Culture
Processes
Resources
Relation-ships
Relationships and culture:
• Relationships within organization
• Relationships with suppliers/customers
• Risk taking and mitigation
MEASURING YOUR INNOVATION QUOTIENT
Strategy
Culture
ResourcesProcesses
Relationships
0
0.5
1
Manager
MEASURING YOUR INNOVATION QUOTIENT
Strategy
Culture
ResourcesProcesses
Relationships
0
0.5
1
Manager Leader
INCREASING YOUR INNOVATION QUOTIENT
• Strategy: Embed innovation in corporate strategy• Processes: Review current practices for innovation• Resources: Allocate strategic resources• Relationships: Build and develop innovative
relationships• Culture: Align values and behaviours around innovationThe reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. George Bernard Shaw
IMPROVING THE INNOVATION CULTURE A BEHAVIOURAL APPROACH
Observed behaviours in innovative organization that: • Improved collaboration• Enhanced knowledge sharing• Improved risk taking • Enhanced communicationIdentified the importance of trust behaviours, reinforcing the importance of trust as the universal lubricantTrust is the universal lubricant that enables innovation, it enables the innovation engine to engage with the performance engine. Andrew Maxwell
INTRODUCING THE BEHAVIOURAL TRUST FRAMEWORK (BTF)
• Moving trust from a sentiment to a behaviour• Link specific behaviours to building, damaging or violating
trust• Helps individuals decide who to trust, and how to trust:
enabling the development of trust based relationships• Helps build higher levels of relationship trust:
overcomes relationship risk, encourages collaboration
We identified four categories of trust behaviour: capability trusting, and communications trustworthy,
RELATIONSHIP TRUST is a ƒ(trust level)Trust level is = ∫(Trust building - trust damaging) behaviours – ƒ(controls) subject to the absence of trust violating behaviours
MEASURING INNOVATION CULTURE AS A FUNCTION OF TRUST
Learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked economy.
Don Tapscott
Trusting:• Disclosing: Shows vulnerability by sharing confidential
information• Reliance: Willingness to be vulnerable through reliance on
others• Receptive: Demonstrates ‘coachability’ and willingness to change
BEHAVIOURAL TRUST FRAMEWORK
Trustworthiness:• Consistent: Displays of behavior that confirm previous promises• Benevolent: Exhibits concern about well-being of others• Alignment: Actions confirm shared values and/or objectives
There is no innovation and creativity without failure. Period. Brene Brown
21
Capability:• Competent: Displays relevant technical and/or business ability• Experienced: Demonstrates relevant work/training experience• Judgment: Shows ability to make accurate / objective decisions
Communication:• Accurate: Provides truthful and timely information• Explanation: Explains details & consequence of information
provided• Openness: Open to new ideas or new ways of doing things
BEHAVIOURAL TRUST FRAMEWORK
Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world! Joel Arthur Barker
BEHAVIOURAL TRUST FRAMEWORK
DisclosingReliance
Receptive
Competent
Experienced
JudgmentConsistent
Benevolent
Alignment
Accurate
Explanation
Openness
-7
3
13
Manager
BEHAVIOURAL TRUST FRAMEWORK
DisclosingReliance
Receptive
Competent
Experienced
JudgmentConsistent
Benevolent
Alignment
Accurate
Explanation
Openness
-7
3
13
ManagerSubordinate
• To explore team dynamics in organizations looking to increase innovation capacity• To identify challenges to building partnerships with new innovation partners • To facilitate innovation coaching and team building discussions
Evidence BTF users can identify short term actions to reduce controls, to repair damaged trust and increase trust
APPLYING THE BEHAVIOURAL TRUST FRAMEWORK
For a copy of this deck or the Behavioural Trust Framework:
[email protected]@gmail.com
or download fromhttp://tinyurl.com/iquotient
BUILDING INNOVATION CAPACITY, ONE TRUST BEHAVIOUR AT A TIME
Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. William Pollard
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