INNOVATION FOR GROWTH - Detroit Regional Chamber · · 2017-03-14INNOVATION FOR GROWTH . ......
Transcript of INNOVATION FOR GROWTH - Detroit Regional Chamber · · 2017-03-14INNOVATION FOR GROWTH . ......
INNOVATION FOR
GROWTH
www.jeffdegraff.com
WHERE IN THE WORLD DO YOU NOW GO FOR GROWTH?
More expertise
More quality
More capacity
More efficiency
More flexibility
More everything
Electric Cars Ride SharingSpread
NetworksCryptocurrency
WORST OF ALL GROWTH STRATEGIES…
AN INCREASING SHARE OF A DECREASING MARKET
Mobile internet
Automation of knowledge work
Internet of things
Cloud technology
Advanced robotics
Autonomous vehicles
Next-gen genomics
Energy storage
3D printing
Advanced materials
Advanced oil and gas recovery
Renewable energy
Disruptive technologies, McKinsey Global Institute, 2013
IF YOU SEEK GROWTH, INNOVATION ISN’T YOUR BEST FRIEND…
IT’S YOUR ONLY FRIEND
INNOVATION IS A FORM OF POSITIVE DEVIANCE
THERE IS NO DATA ON THE FUTURE WHERE GROWTH HAPPENS“Life can only be understood backwards; but it must be lived forwards.”
– Søren Kierkegaard
INNOVATIONS HAVE A LIMITED SHELF LIFE
Dept. of Patents Forbes Fast Company
• IBM
• Samsung
• Canon
• Sony
• Microsoft
• Panasonic
• Toshiba
• Hon Hai
• Qualcomm
• LG Electronics
• Tesla Motors
• Salesforce.com
• Alexion
• Regeneron
• ARM Holdings
• Unilever Indonesia
• Incyte
• Amazon.com
• Under Armour
• BioMarin
• BuzzFeed
• CVS Health
• Uber
• Netflix
• Amazon
• Apple
• Alphabet
• Black Lives Matter
• Taco Bell
• Innovative firms have very little in common
• Money is seldom a barrier to innovation
• Competitors often innovate in opposite ways
• Incumbents are seldom first movers
• Diversity is the only known key to success
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DOING THE CREATIVE WORK THE COMPANY CAN’T
PRACTICE PRISMATIC THINKING
CREATEDO NEW THINGS
COLLABORATEDO THINGS THAT LAST
COMPETEDO THINGS NOW
CONTROLDO THINGS RIGHT
CREATEDO NEW THINGS
INNOVATION
Futuring & scenario planning
Diversified radical experiments
GROWTH
New market speculation
Greenhouse funds
VISION
LEADERS
• Visionary dreamers
• Clever
• Optimistic
• Enthusiastic
• Quick on their feet
• Expressive
• Big-picture thinkers
WORKPLACE
• Stimulating projects
• Flexible hours
• Free from everyday constraints
• New initiatives
• Independent work streams
• Diverse workforce
CONTROLDO THINGS RIGHT
EFFICIENCY
Lean manufacturing
Supply chain innovation
QUALITY
Total quality control
End to end IT system
PROCESS
LEADERS
• Pragmatic
• Methodical
• Scientific or technical
• By the book
• Problem solver
• Objective
• Persistent
WORKPLACE
• Clear roles and responsibilities
• Logical objectives
• Processes
• Standards and regulations
• Ordered and structured work
TOYOTA
COLLABORATEDO THINGS THAT LAST
COMMUNITY
Collaborative communities of practice
Culture & competency development
KNOWLEDGE
Knowledge management
Search & reapply
VALUES
LEADERS
• Sees potential
• Builds commitment
• Trustworthy
• Caring
• Patient listeners
• Participative
• Respects differences
• Empowering
WORKPLACE
• Family atmosphere
• Collaborative workplace
• Shared values and vision
• Integrates personal goals
• Informal
• Teaching and coaching
WL GORE
COMPETEDO THINGS NOW
SPEED
Mergers and acquisitions
Rapid action problem solving teams
PROFIT
Revenue insight processes
Market adjacencies
GOALS
LEADERS
• Goal and action oriented
• Impatient
• Assertive
• Driven
• Decisive
• Challenging
• Competitive
WORKPLACE
• Competitive
• High pressure and impact
• Fast moving and high energy
• Image enhancing deal making
• Quantifiable results
• Winners and losers
TATA
INNOVATION IS THE RESULT OF CONSTRUCTIVE CONFLICT
CREATEDO NEW THINGS
COLLABORATEDO THINGS THAT LAST
COMPETEDO THINGS NOW
CONTROLDO THINGS RIGHT
HOW YOU INNOVATE IS WHAT YOU INNOVATE
MISTAKE CORRECTION
Believing you can see the future Make smaller and wider bets
Choosing big over fast Pick up your pace
Mistaking your managers for innovators Encourage and support your deviants
Having more ambition than capability Base your strategy on your capability
Starting at the center and moving out Work your innovations from the outside-in
Listening to the wrong customers Follow the customers that move first
Failing to connect the dots Create cross boundary solutions and sync up business models
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ECOSYSTEMS
COLLABORATIVE OPEN INNOVATION NETWORKS
Seekers Solutions Solvers
• SOURCES OF INNOVATION
– Communities, systems, and events
• SHARED VALUES
– Culture, competency, and value propositions
• SYMBIOTIC PARTICIPANTS
– Leaders, inventors, adaptors, connectors, and financiers
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Find, develop, and connect
the best people
Establish a sustainable
high performing culture
Engage a wide array
of expertise and capability
Create a collaborative
learning environment
COMMUNITY
EXAMPLES
Stimulation: To stimulate people’s imagination through new interactions. Examples: Art, music, dance, field trips, and sabbaticals.
Facilitation: To assist small groups as a seasoned “travel guide” for their journey toward
breakthrough ideas and action. Examples: Facilitating jumpstart creativity processes or hosting the work of communities of practice.
Experimentation: To provide a workshop or laboratory for the development of ideas into
products, services, and learning. Examples: Virtual labs, idea banks, incubators, and accelerators.
Education: To develop creativity competencies in individuals and groups through
teaching, partnership, and mentoring. Examples: Creative thinking methods training, learning partnerships, and mentoring.
Detroit Builds Ideas into Realities
Detroit Builds Opportunities
Detroit Builds Companies
Detroit Builds Character
Detroit Builds Futures
Detroit Builds Apps
Detroit Builds Art
Detroit Builds You
Detroit Builds.
PROGRAM
A program to take small groups of high potentials, teach them how to innovate, and coach them through real innovation projects to build their leadership and innovation skills. They, in turn, will teach and coach the next groups to create the critical mass needed to embed the innovation culture and make strategic adjustments in the organization.
CONNECT THE DOTS
THE CAVALRY ISN’T COMING
RIDE WHAT MOVES…
AND MOVE YOUR FEET
MASTER THE ART OF SODOTO
SHOW
DON’T TELL
LEAVE ROOM FOR THE STUFF YOU DON’T KNOW
THE DEGRAFF HYPOTHESIS:The amount of innovation an organization produces is inversely
related to the number of PowerPoint slides or elaborate process
diagrams it makes about innovation.
www.jeffdegraff.com