Designing Your Team and Organization for Innovation

BW9 Session 6/5/2013 3:45 PM

"Designing Your Organization for Innovation"

Presented by:

Jim Elvidge BigVisible Solutions

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Jim Elvidge BigVisible Solutions

Jim Elvidge has had more than thirty years of fun in the web, new media, eCommerce, financial, communications, and entertainment industries. He began his career as a digital signal processing specialist and holds four patents in that area. Jim co-founded RadioAMP in 1999, the first private-label web radio company. As VP of technical operations at Vicorp Interactive Systems and VP of customer engineering at Watercove Networks, he led large software development and professional services teams in delivering complex communications systems to customers worldwide. Today, as a principal consultant at BigVisible Solutions, Jim helps companies become more lean, innovative, and agile in all aspects of their business.

4/22/2013

Managing and Leading Agile

TeamsDesigning Your Organization for InnovationTeams for InnovationAgile Development & Better Software West 2013‐ [email protected]

Copyright © 2012 Big Visible Solutions © 2012 BigVisible Solutions

Go Anywhere

Copyright © 2013 Big Visible Solutions 2http://www.flickr.com/photos/stuckincustoms/5814

Start Anywhere

4/22/2013

Warning

Copyright © 2013 Big Visible Solutions 3

from… Leslie Kwoh. "You Call That Innovation? Companies Love to Say They Innovate, but the Term Has Begun to Lose Meaning." The Wall Street Journal (Weds., May 23, 2012): B1 & B8.

Innovation: Where Do You Want to Play?Product/Customer

• Evolves existing markets with better value

• Changes or creates entire markets

MarketsM

arkets

DisruptiveSustaining

• Customers expect it• Incremental changes within

existing constraints

markets• Customers aren’t calling for it

(starts with early adopter focus)• Requires thinking that is free of

existing constraints

• Incremental changes in processes or technology

• Doesn’t disrupt the status quo

• Revolutionary changes in processes or technology

• Requires changes in culture


Internal/Technology

Doesn t disrupt the status quo• Must support product/customer

innovation

• Requires changes in culture and/or people’s roles

• Must support product/customer innovation

CompanyCo

mpany

based on… Clayton Christensen’s “The Innovators Dilemma”.

4/22/2013

Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Types of Transformations

Additive Transformation Subtractive Transformation

Copyright © 2013 Big Visible Solutions

Orienting organizational change is accomplished by exercising the notion of ecosystem design through… The Recipe

1.Create a Vision for Innovation

2. Find Impediments to Achieving that Vision

3. Remove Impediments


4/22/2013

STEP 1 – The Vision

Copyright © 2013 Big Visible Solutions7

Exercise – How Do We Want to Be?


4/22/2013

Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Some Good Vision Elements

Ideas are Encouraged

There is an Audience for Ideas

We Act on Ideas

Failure is Supported


pp

People are Thinking Out of the Box

Vision ‐ Thinking Outside of the Box

The Imagination of a 5‐Year Old?


4/22/2013

Vision – Thinking Like a 5‐Year Old


from… George Land’s TEDxTucson talk “The Failure of Success.”

Constrained Thinking – Impediment to Vision

Hey, I’m out here!


4/22/2013

Example – Functional Fixedness


Mildly Constrained Thinking

stra

int

stra

int

stra

int

stra

int

limiti

ng c

on

limiti

ng c

on

focu

sing

con

s

focu

sing

con

s

Copyright © 2013 Big Visible Solutions 14also from… http://blogs.hbr.org/anthony/2009/06/google_grows_up.html

4/22/2013

STEP 2 ‐ Finding Impediments


Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Finding Impediments… Examine Motivation


From Dan Pink’s “Drive – The Surprising Truth about what Motivates Us” http://www.youtube.com/watch?v=u6XAPnuFjJc and research by MIT Research and The Federal Reserve Bank

4/22/2013

Examine Spectrum of Innovative Capabilities

Leadership & management styles/beliefs• >Catalytic Leadership• >Purpose

Structures processes and systemsStructures, processes and systems(collective beliefs, perspectives, habits)• >Environment Design

Product Management/Strategy• >Lean Startup, Ideation• >Business Model Development

Product Development/Delivery• >Innovation Day, Innovation Games

Copyright © 2013 Big Visible Solutions© 2010 BigVisible Solutions, Inc.. All Rights Reserved 17

y,• >Agile and Lean Delivery

Product Execution• >Time, Autonomy• >Innovative Games (e.g. Silly Cow)

Examine: Organizational Elements

Organization Structures

Leadership Styles


Organization Culture

4/22/2013


The organizational structures, rules and policies which facilitate how work gets done and


how results get produced.

Collectively held beliefs,


values and assumptions which determine how people think and how they behave.


4/22/2013


How leaders and managers lead, inspire, direct and motivate others.


Analysis Techniques

5 Whys

Current Reality Trees

Double Loop Learning

Copyright © 2013 Big Visible SolutionsRef. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ 22

4/22/2013

Analysis Technique: Double Loop Learning

Copyright © 2013 Big Visible SolutionsRef. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ 23

Exercise – What Prevents Us From Achieving the Vision?


4/22/2013

STEP 3 ‐ Removing Impediments


Action Technique: Designing Environments

‘Environments’ are:

• The structures, practices and processes by which we organize things• The tools and technologies we use to get work done• The way we arrange ourselves physically• Collectively held beliefs and values• The mental models and perspectives which determine how we see the world


• The kinds of agreements we have within and between groups and departments

• Dominant styles of management and leadership within the environment

4/22/2013

Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Action Technique: Designing Environments

‘Designing’ is:

• Setting up situations and circumstances that promote and invite more innovative behaviors and actions

• Introducing structures, practices, and processes which empower and enable people to find new and improved ways to work together

• Seeking out and inspiring those who are passionate and who are willing to put their passion to work to further a greater cause

• Engaging others in a vision for a future which inspires them to step forward


Engaging others in a vision for a future which inspires them to step forward, but in the particular walk of life they are naturally already involved in. Then, create a supportive environment for them to make those steps.

• Inspiring leaders at all levels and across all areas of the organization to step forward and self‐organize toward the betterment of their environment

Designing for Innovation

Systemic Inquiry:Innovation EnablementInnovation Enablement

Nobody acts on ideas

EnablementEnablement

How might our thinking and leadership styles be impeding the capacity for effective innovative delivery, product development?

What org. structures, rules, or policies, which once may have been needed, have now become bottlenecks to effective innovative delivery?


Org’lEnvironment Design Move

What assumptions, collectively held beliefs, or perceptions of our values are blocking our ability to work in new ways?

Team

4/22/2013

Exercise ‐ Let’s Try Removing Impediments to Innovation!


Final Note

• These ideas don’t require full organizational buy‐in

• You can implement them within your organizational context!


4/22/2013

Questions?


Designing Your Team and Organization for Innovation

Business

Transcript of Designing Your Team and Organization for Innovation