Innovation Leadership Slaw 2009
Transcript of Innovation Leadership Slaw 2009
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Leadership &Leadership &
InnovationInnovation
Kenneth M. Slaw, PhDKenneth M. Slaw, PhDApril 4, 2009April 4, 2009
Workshop forWorkshop for PerinatalPerinatal Practice StrategiesPractice Strategies
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DisclosureDisclosure
I have no relevant financialI have no relevant financial
relationships with therelationships with themanufacturers of anymanufacturers of any
commercial products and/orcommercial products and/or
providers of commercialproviders of commercialservices discussed in this CMEservices discussed in this CME
activity.activity.
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ObjectivesObjectives
Discuss the importance of innovationDiscuss the importance of innovation
& innovative thinking& innovative thinking
Discuss the role of leaders in creatingDiscuss the role of leaders in creating
an innovative environmentan innovative environment
Discuss strategies for implementingDiscuss strategies for implementing
innovative ideasinnovative ideas
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AgendaAgenda
Leadership & InnovationLeadership & Innovation
Innovation DefinedInnovation Defined
Innovation as a Leadership CompetencyInnovation as a Leadership Competency
The IDEO ApproachThe IDEO Approach
Making Innovation PracticalMaking Innovation Practical
Innovation and ChangeInnovation and Change
WrapWrap--UpUp
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The InnovationThe Innovation
ExperienceExperience
Think of a time when you were caughtThink of a time when you were caught
up in, or deeply effected by, anup in, or deeply effected by, an
innovation that occurred at work,innovation that occurred at work,
home, play, schoolhome, play, school
Briefly describe the innovation andBriefly describe the innovation and
how it changed your life in some way.how it changed your life in some way.
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What is Innovation?What is Innovation?
Dictionary Says:Dictionary Says:
The art of introducing something new orThe art of introducing something new or
differentdifferent Starting something for the first timeStarting something for the first time
Note :
There is no mention of having been successful! It is the ART of introducing
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What is Creativity?What is Creativity?
Dictionary Says:Dictionary Says: Ability to transcend traditional ideasAbility to transcend traditional ideas
and create meaningful new ideas,and create meaningful new ideas,
forms, methods, interpretationsforms, methods, interpretations Ability and power to createAbility and power to create
Note:Note:
There is no mention of having beenThere is no mention of having beensuccessful!successful!
It is the POWER to TRANSCENDIt is the POWER to TRANSCEND
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Why Are Innovation andWhy Are Innovation and
Creativity Important?Creativity Important?
Think of your work environment. Is thereThink of your work environment. Is there
a culture of innovation?a culture of innovation?
Hospitals and DoctorHospitals and Doctors Offices are nots Offices are not
known for being innovativeknown for being innovativehow can wehow can we
move them to be more innovative?move them to be more innovative?
Why doesnWhy doesnt more innovation happen?t more innovation happen?
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Innovative ThinkingInnovative Thinking
is a Leadershipis a LeadershipCompetencyCompetency Challenging the ProcessChallenging the Process
Experiment/Take Risk/Try different solutionsExperiment/Take Risk/Try different solutions
Innovative approaches to problem solvingInnovative approaches to problem solving
Ability toAbility to think outside the boxthink outside the box, to go beyond the, to go beyond the
conventionalconventional
Modeling the Way and Enabling OthersModeling the Way and Enabling Others
Ability to champion innovation and encourageAbility to champion innovation and encourage
new ideas from employeesnew ideas from employees
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So How Innovative A LeaderSo How Innovative A Leader
Are You? Are You?
Champions Innovative Thinking:Champions Innovative Thinking: Encourages new ideas from employees.Encourages new ideas from employees.
Generates and maintains a creative environment amongst the team.Generates and maintains a creative environment amongst the team. GenuinelyGenuinely
values and champions innovation.values and champions innovation.
5.5.
Is Agile in Response to Change:Is Agile in Response to Change: Anticipates and responds to externalAnticipates and responds to externalchange. Is flexible when faced with external constraints, and adchange. Is flexible when faced with external constraints, and ad aptsapts
methodology and ideas quickly to immediate or anticipated changemethodology and ideas quickly to immediate or anticipated changes in thes in the
external environment.external environment.
4.4.
Thinks Laterally:Thinks Laterally: Generates varied solutions to problems. Thinks laterallyGenerates varied solutions to problems. Thinks laterally
((outside the boxoutside the box) to identify new solutions. Will consider the radical or) to identify new solutions. Will consider the radical or
unconventional. Is prepared to look beyond the data for solutionunconventional. Is prepared to look beyond the data for solutions. Is innovatives. Is innovative
and creative when generating solutions.and creative when generating solutions.
3.3.
Questions Conventional Methodology:Questions Conventional Methodology: Questions and challenges the qualityQuestions and challenges the qualityof conventional work methodology. Is prepared to try out differeof conventional work methodology. Is prepared to try out differe nt solutions. Isnt solutions. Is
prepared to take the unorthodox approach.prepared to take the unorthodox approach.
2.2.
Open to New Ideas:Open to New Ideas: Is openIs open--minded when presented with a newminded when presented with a new
perspective, and will not automatically dismiss new ideas. Willperspective, and will not automatically dismiss new ideas. Will accept otheraccept other
solutions when conventional methodology does not work.solutions when conventional methodology does not work.
1.1.
DescriptionDescriptionTargetTarget
LevelsLevels
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Is Opento NewIdeas
ChampionsInnovative
Thinking
Where You Are/Where You Are/
Where You Need to BeWhere You Need to BeINSTRUCTIONSUsing the defintions provided:1. Place a BLUE dot on the chart indicating where you placed your C.2. Place a GREEN dot on the chart indicating where you placed your F.
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The Deep DiveThe Deep Dive
One CompanyOne Companys Secret Weapons Secret Weaponfor Innovationfor Innovation
1999 ABC News. Nightline
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IDEO DebriefIDEO Debrief Focused project/Desired outcomeFocused project/Desired outcome
No HierarchyNo Hierarchy
Listen to those who disagree with youListen to those who disagree with you
Gather experts outside your profession/myriadGather experts outside your profession/myriadperspectivesperspectives
Leave your desk and get out in the fieldLeave your desk and get out in the field
You need some wild and crazy ideas!!You need some wild and crazy ideas!!
After a period of creativeAfter a period of creative chaoschaos, refocus, refocus
Playful work environmentPlayful work environment
Try thingsTry things--ask forgiveness laterask forgiveness later
Fail often to succeed soonerFail often to succeed sooner
Take finished product back out to field for feedbackTake finished product back out to field for feedback
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10 Rules For Innovators10 Rules For Innovators1.1. The great idea is only Chapter 1The great idea is only Chapter 12.2. Sources of organizational memory are powerfulSources of organizational memory are powerful--They must beThey must be
overcomeovercome
3.3. Large, established organizations will beat startLarge, established organizations will beat start--ups if they investups if they investin innovationin innovation
4.4. Strategic experiments always face critical unknownsStrategic experiments always face critical unknowns5.5. Once the innovation takes off its infrastructure must be built fOnce the innovation takes off its infrastructure must be built fromrom
scratchscratch
6.6. Managing tensions between existing and new is job # 1 for SeniorManaging tensions between existing and new is job # 1 for SeniorLeadershipLeadership
7.7. Existing and new require separate planning processesExisting and new require separate planning processes
8.8. Innovation requires organizational learningInnovation requires organizational learning--Interests, influences,Interests, influences,competition, politics, disrupt learningcompetition, politics, disrupt learning
9.9. Hold new innovations accountable for learning, not results, forHold new innovations accountable for learning, not results, forthe first few yearsthe first few years
10.10. Organizations that master strategicOrganizations that master strategic forgettingforgetting, internal, internalborrowingborrowing andand learninglearning are positioned for breakthroughare positioned for breakthroughstrategic innovationstrategic innovation
2005 V. Govindarajan, C. Trimble. 10 rules for
strategic innovators; Harvard Business School Press
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Making InnovationMaking Innovation
PracticalPractical Organizational ClimateOrganizational Climate
You become your environmentYou become your environment
ColorColor
HumorHumor ArtArt
MusicMusic
PlayPlay
MessagingMessaging
EstablishEstablish creative spacecreative space
Setting aside time, physical and mental spaceSetting aside time, physical and mental space Warren BuffetWarren Buffet
DelegateDelegate
Read and think every dayRead and think every day
Reduce meetings to the bare necessityReduce meetings to the bare necessity
Make reports results oriented, not process orientedMake reports results oriented, not process oriented
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Some Quick Exercises toSome Quick Exercises to
Prime That BrainPrime That Brain Alien ExpeditionAlien Expedition
Word PatternsWord Patterns
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Making InnovationMaking Innovation
PracticalPractical
Innovation is conceived at theInnovation is conceived at the
intersectionsintersections of work and lifeof work and life--Go fishing atGo fishing atthe intersections!the intersections! Networked process of idea sharing andNetworked process of idea sharing and
collaboration involving myriad contributorscollaboration involving myriad contributors
Healthy disregard for the impossible married toHealthy disregard for the impossible married tounderstanding of constraintsunderstanding of constraints
Harvesting ideas from other industries, fields,Harvesting ideas from other industries, fields,backgrounds to createbackgrounds to create idea intersectionsidea intersections
Use technology to share broadlyUse technology to share broadly
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Making InnovationMaking Innovation
PracticalPractical Venture Capital FundVenture Capital Fund--Dollars set asideDollars set aside
to test, experiment, createto test, experiment, create
Innovation AgendaInnovation Agenda to take to yourto take to your
BoardBoard
Well understood process forWell understood process for
developing, discovering, anddeveloping, discovering, andimplementing ideasimplementing ideas
Prime the brain with short creativePrime the brain with short creative
exercises before problem solvingexercises before problem solving
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Innovation IS ChangeInnovation IS Change
PLA Change ModelPLA Change Model
The CaseThe Case
The VisionThe Vision
The SkillsThe Skills
The IncentivesThe Incentives
The ResourcesThe Resources The Action PlanThe Action Plan
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Managing ComplexManaging Complex
ChangeChangeVision Skills Incentives Resources
Action
PlanStatus Quo
Case forChange
Skills Incentives ResourcesAction
PlanConfusion
Case for
ChangeVision Incentives Resources
Action
PlanAnxiety
Case forChange
Vision Skills ResourcesAction
PlanGradualChange
Case forChange
Vision Skills IncentivesAction
PlanFrustration
Case forChange
Vision Skills Incentives ResourcesFalseStarts
Shared Need Vision Skills IncentivesEnabling
Systems
Action
PlanChange
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If youre not failing every
now and again, this is a signyoure not doing anything
innovative.
-- Woody Allen
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Leadership & InnovationLeadership & Innovation
ReferencesReferences Innovation: The Five Disciplines for Creating What CustomersInnovation: The Five Disciplines for Creating What Customers
WantWant, Curtis R Carlson and William W. Wilmot, Crown, Curtis R Carlson and William W. Wilmot, Crown
Business, 2006.Business, 2006.
Innovation By DesignInnovation By Design, Gerard H Gaynor, AMACOM, 2002., Gerard H Gaynor, AMACOM, 2002.
Payback: Reaping The Rewards of InnovationPayback: Reaping The Rewards of Innovation, James P, James P
Andrew & Harold L Sirkin, Harvard Business School Press,Andrew & Harold L Sirkin, Harvard Business School Press,
2007.2007.
Great Leadership IdeasGreat Leadership Ideas, A Soundview Exclusive Report,, A Soundview Exclusive Report,
Soundview Executive Book Summaries, 2006.Soundview Executive Book Summaries, 2006.
Management Competency Dictionary,Management Competency Dictionary, Saskatchewan PublicSaskatchewan PublicService, 1998.Service, 1998.
The Ten Faces of InnovationThe Ten Faces of Innovation, Tom Kelley and Jonathan, Tom Kelley and Jonathan
Littman, Currency/Doubleday, 2005.Littman, Currency/Doubleday, 2005.
10 Rules for Strategic Innovators,10 Rules for Strategic Innovators, VijayVijay GovindarajanGovindarajan andand
Chris Trimble, Harvard Business School Press.Chris Trimble, Harvard Business School Press.