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Gregg Fraley

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Text of Gregg Fraley

  • 1. Innovation Foundations A keynote by the Author of Jacks Notebook Finnovation 2008 November 20th, 2008 Buy this book Now Copyright 2008 Gregg Fraley
  • 2. Disclaimer Im not going to be politically correct I apologize in advance if I offend any person or organization, there is no malice intended This is my truth, and, there is more than one right answer Copyright 2008 Gregg Fraley
  • 3. Innovation If it were easy everybody would do it Innovation is holistic, we must be it, not do it Best viewed as a complex challenge Best process would be designed for complex problem solving Copyright 2008 Gregg Fraley
  • 4. One Big Difference Between Motorola and Apple. Visionary Leadership. There is no substitute Copyright 2008 Gregg Fraley
  • 5. Under Past Leadership Apple looked like Motorola does now Copyright 2008 Gregg Fraley
  • 6. Once Upon a Time Now a visionary company without a visionary leader Copyright 2008 Gregg Fraley
  • 7. RAZR Success Not Sustained Incidental innovation is an indication that something is right -- and something is wrong. Copyright 2008 Gregg Fraley
  • 8. Coping With Complexity The Four Ps Working a deliberate innovation process continuously A Holistic Approach Copyright 2008 Gregg Fraley
  • 9. The Four Ps Mel Rhodes, 1957 Copyright 2008 Gregg Fraley
  • 10. People Talent matters Who is Jonathan Ive? Diversity matters Who is Michael Kirton? Includes Consumers & Outside Experts Training matters What is CPS? Practice matters What is IO? Copyright 2008 Gregg Fraley
  • 11. Jonathan Ive is. . . A designer who makes a big difference Copyright 2008 Gregg Fraley
  • 12. Michael Kirton theorist of creativity Adaptors think better Innovators think different You need both styles on Innovation teams Myth: out-of-the- Created a measure of box thinking is all creative style, the you need KAI (Kirton Adaptor- Innovator Inventory) Copyright 2008 Gregg Fraley
  • 13. Suggestion Assess your teams using measures like the KAI or the FourSight Online Measure This will tell you if you have the right balance of: Clarifiers Ideators Developers Implementors Copyright 2008 Gregg Fraley
  • 14. CPS is. . . The Osborn-Parnes Model of Creative Problem Solving Copyright 2008 Gregg Fraley
  • 15. IO is. . . Improv Olympics Based in Chicago Founder: Del Close Three year journey to trusting my own spontaneous thought Copyright 2008 Gregg Fraley
  • 16. Product Must be novel Must be useful Design A key to perception of value Work with consumers all the time to dialog regarding product ideas Copyright 2008 Gregg Fraley
  • 17. Press (Environment) Leadership sets tone Innovation should be part of all you do, not just products If its not fun -- youre not doing it right Impacts the three other Ps Copyright 2008 Gregg Fraley
  • 18. Process Innovation is informal Innovation is hosed or augmented by other processes Six Sigma! Old Financial models Toyota kaizen CPS is designed for complexity Idea Management is appropriate as the glue -- gathering, recording, sorting, evaluating, preserving Copyright 2008 Gregg Fraley
  • 19. Idea Management Or Idea Pipeline Management IPM Systems: Save money Make process continuous Invite broader participation Make efforts measurable Work well with structured problem solving process Copyright 2008 Gregg Fraley
  • 20. BrightIdea.com Enabled Cisco to implement I-Prize competition Experian grows revenue from 500M to 1B Value of IPM is not just idea tracking -- its project mgmt. and financial tracking Copyright 2008 Gregg Fraley
  • 21. Overview of CPS The Osborn-Parnes model Copyright 2008 Gregg Fraley
  • 22. Overview of CPS The Osborn-Parnes model Without structure problem solving tends to spin CPS provides a structure to be spontaneous within Serves well as a communication tool/common language Copyright 2008 Gregg Fraley
  • 23. Mel Rhodes, 1957 Copyright 2008 Gregg Fraley
  • 24. Summation Somebody needs to be in charge of Innovation and needs to tend to all 4 ps It needs to be a continuous, deliberate, holistic effort Informal efforts beget inconsistency If you need process help, by all means get it! Copyright 2008 Gregg Fraley
  • 25. Deliberate Innovation Process Fly Through Copyright 2008 Gregg Fraley
  • 26. Step One: Objectives Youve got to have a dream Its not all about money A business without soul dies Innovation needs to be integral with all organizational goals Copyright 2008 Gregg Fraley
  • 27. Step Two: Facts There is no substitute for knowing your market, consumers, customers inside out And, you must be able to think for them, ahead of them, with them for breakthroughs Take facts and ask what they mean for the future Insights are more meaningful when projected into scenarios Copyright 2008 Gregg Fraley
  • 28. Step Three: Challenges Framing the consumer need in fresh ways is a path to innovation Researchers need to challenge assumptions to do more meaningful work Copyright 2008 Gregg Fraley
  • 29. Step Four: Ideation Is not an event Its a way of living, breathing, thinking, being EVERYONE inside, and many people outside, should be involved And why not virtual? Copyright 2008 Gregg Fraley
  • 30. Open Innovation Means Open Ideation P&G has been transformed by innovation glasnost Cisco is doing open ideation, annually $250,000 prize, I- Prize Adobe Champion Showcase Ideation sessions are almost always better when outsiders participate Copyright 2008 Gregg Fraley
  • 31. Copyright 2008 Gregg Fraley
  • 32. Step Five: Solutions Gets back to research Refine ideas with consumers, iteratively, continuously Requires its own round of ideation/problem solving Its about a complete solution Copyright 2008 Gregg Fraley
  • 33. Step Six: Action Time waits for no man (or woman) Fa

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