Presentasjon paul iske masters of change
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Transcript of Presentasjon paul iske masters of change
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Prof. dr. Paul Louis Iske University Maastricht
Next-Generation Organisations “If we knew what we are doing, we wouldn’t call it innovation”
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The world is getting more and more complex
This asks for Agility
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The Innovator’s Dilemma Perf
orm
ance
Time
Established technology/model
Mainstream customer needs
Niche customer needs
Invasive technology/model
Clayton Christensen: The Innovator’s Dilemma
!CRISIS !
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Example of a Zombie Industry
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“I’m dead, but I don’t know it” (R. Newman)
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Agile or Trapped in Patterns?
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Innovation
Innovation is the process in which value
is created by the application of knowledge
in areas where this didn’t happen before.
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Existing Revenues
More Revenues
Other Revenues
New Revenues
Terra Cognita
Terra Nova
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Paradigm Shifts
“A Paradigm shift is a change in the basic assumptions within the ruling theory of science” Thomas Kuhn (1962)
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10 images by JAM
customer
segments
key
partners
cost
structure
revenue
streams channels
customer
relationships
key
activities
key
resources
value
proposition
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• Client = Employee Co-creation • Competitor = Colleague Open Innovation • Stranger = Strategic Partner Combinatoric Innovation • Crisis = Opportunity Restructuring • Succes = Danger Disruptive Innovation • Change = Fun Fashion • Knowledge = Commodity Rising Knowledge Economies • Valuable = Free Free Content • Client = Account Manager Qiy • Authority = Powerless Publishers • Best Practices = Worst Practices Reverse Innovation • Money & Sustainability = Compatible Green Energy • IP = Outdated Open Source • Diversity = Asset Ideo • Certainties = Fake Portfolio Management • Risk = Attractive Insurances • Poor = Rich Bottom of Pyramid • Small = Big Crowfunding • Play = Serious LEGO Serious Play • Failure = Blessing Brilliant Failures
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RadicalPricing Models
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New Model: Crowdfunding
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New Technology Old Organisation ------------------------------- + Expensive Old Organization
NT + OO = EOO
A well-known formula
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Creativity and Connecting are Spontaneous
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35 ways to kill innovation 1. Don’t be ridiculous
2. We have already tried this
3. This is too expensive
4. That is impossible
5. That is not our responsibility
6. That is a too drastic change
7. We don’t have time for this
8. This makes other things we do unnecessary
9. We are too small for this
10. This is not our problem
11. We have never tried this before
12. Let’s be realistic
13. Why changing, everything goes well?
14. You are years ahead of your time
15. We are not ready for this yet
16. This is not in the budget
17. This is not according to our policies
18. We have to use the resources we have got
19. You can never make this happen
20. The management will never buy this
21. We will make a fool out of ourselves
22. Let’s keep this for a while in our head
23. We always managed without it
24. Has somebody else tried this one?
25. In our organisation this will never work
26. Can you guarantee that this will work?
27. This idea is good, but you know our system..
28. This is the way we have done it for years
29. If we do this, than that should also be changed
30. This is something for later
31. Let somebody have a look on this
32. If this would be a good idea, somebody else would already have done it
33. We will never find somebody to do this for us
34. You will never find a customer for this
35. Since when are you the expert?
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Environments for Innovation (C. Leadbeater)
1. Diversity
2. Selection
3. Perpetuation
4. Co-evolution
5. Unlearning
6. Disruption
7. Simplicity
8. Spare capacity
9. Timing
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Creativity
Being multiparadigmatic: flexibly moving between, combining and integrating diverse ideas, perspectives, intelligences and paradigms
PO
= Provocative Operation
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Increasing the Creativity Score
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Knowledge is everywhere!
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We know more than we can tell
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What percentage of your intellectual capacity do you use? (N=930)
0,0%
5,0%
10,0%
15,0%
20,0%
25,0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Perspectives
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Closed and open innovation
Closed Innovation Ideas limited in proprietary R&D Only developments that follow the
regular business line are accepted Protectiveness of Intellectual
capital
Open Innovation Organization accomodates a
fraction of available global talent Owned and external intellectual
capital are fused to strengthen business
Spin in and spin out
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Combinatoric Innovation
Combinatoric Innovation is the process of discovering new ways of value creation by combining and applying previously disconnected intellectual capital from two or more sources.
Community of Serendipity
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Fundamental Question
What could we do Together?
or:
Will it Blend?
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Exercise 1
Talk for 1 minute to your neighbour and then switch and do the same.
Next ask the question:
WHAT COULD WE DO TOGETHER?
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We are convinced…
“Everything is under control!”
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“If we knew what we are doing, we wouldn’t call it innovation”
Serendipity as key process
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Business Case
A business case is a set of lies that make management decide what we want them to decide
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Multi-perspective Business Case
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Stage Gating
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Mix of DNA: Surprises not excluded
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FAILURES
FAIL = First Attempt In Learning
“Sometimes You Earn, Sometimes You Learn”
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Exercise 2
• Discuss your most brilliant failure with your neighbour
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Proposal:
Masters of Change Award
for the most valuable Brilliant Failure in Norway
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CONCLUSIONS
• AGILITY IS KEY FOR SUSTAINABLE SUCCESS
•CREATE THE RIGHT, OPEN ENVIRONMENT FOR INNOVATION
• SERENDIPITY IS A CRUCIAL BUSINESS PROCESS
• INNOVATION BY COMBINATION OPENS NEW POSSIBILITIES
• THIS REQUIRES TRUST, MORE THAN CONTROL !
• FAILURE IS AN OPTION!
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Thank you! For iPad