Rethinking leadership and management to drive innovation

Leadership & Management

Rethinking

to drive innovation

We ran an interactive event for CIPD Coventry & Warwickshire Branch

that looked at...

Understanding innovation and business as usualBoth activities are vital, so why do they conflict?

Organisational AmbidexterityThe ability to both explore and exploitis your firm a Zombie or a Conqueror?

Rethinking leadership and management5 top tips to rethink leadership and management for innovation and ambidexterity

Rethinking leadership and management for your firmHow does your firm stack up and what could you do differently?

http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com

understanding innovation

andbusiness as usual

can you spot the

difference?


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Spot the difference

Business as usual Innovation

How many differences can

you spot?

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Innovation is all about thinking differently

Controlled chaosCreative destruction


Open minded

Imaginative

Visionary

Playful

Expansive

Curious

Exploratory

Experimental

Creative and analytical

Iterative

Responsive

Challenging

Provocative

Respectful and disrespectful

Brave

Adventurous

Determined

Mindful

Empathic

Attentive

Emotional and objective

Holistic

Multi-disciplinary

Patient and impatient

Open to serendipity

Insightful

Comfortable with paradox

Solution focusedIm thinking of... by Davide Restivo on Flickr https://flic.kr/p/4Enhme

https://flic.kr/p/4Enhmehttps://flic.kr/p/4Enhme

Business as usual is all about

the normal execution of operations


Backyard Hair Cut by Sean Hobson on Flickr https://flic.kr/p/7CHGWX

Ordinary

Maintenance

Steadfast

Status quo

Smooth flow

Seamless

Low fuss

Normality

Everything just works

Operational

Incremental

Efficient

Continuous improvement

Ongoing momentum

Constant

Effective

Routine

Productive

https://flic.kr/p/7CHGWXhttps://flic.kr/p/7CHGWX

so why do innovation and business as usual

conflict?


weve misled you slightly...


business as usual is about innovation too

Ladies Ride on Mower by Leonard J Matthews on Flickr https://flic.kr/p/pqTkMF

https://flic.kr/p/pqTkMFhttps://flic.kr/p/pqTkMF

Anything can be innovated!

Business modelCustomer experienceCommunicationsEmployee productivityManagement styleMarketsOffice hoursOrganisational structurePartnershipsPricingProcessesProductsRecruitmentRevenue model

Risk managementRoute to marketSalary modelsSalesServicesSources of financeStaff holidaysStrategySupplier relationshipsSupply chainTechnologyValue propositionWaste productsAnd much more....


so what is the real source of the conflict?


Exploration Exploitation

PioneeringDisruptiveNewUnknownExperimentalFormative and originalChallenges the status quoHigh riskUncertain returnsReal risk of failure

Radical innovation

vs

Efficient and effectiveAligned and productiveContinuous improvementBuilt on existing knowledgeFocus on implementationRepeatable and predictableSafeguards the status quoLower riskMore certain returnsMarginal gain

Incremental innovation

Piano fingers by seriousbri on Flickr : www.flickr.com/photos/seriousbri/4148739768/

ORGANISATIONALAMBIDEXTERITY

An organisations ability to both explore and exploit

http://www.flickr.com/photos/seriousbri/4148739768/http://www.flickr.com/photos/seriousbri/4148739768/

EXPLOITATION

EXPL

ORA

TIO

N

Low High

Low

Hig

h

ZOMBIE

ADVENTURER CONQUEROR

MINER

Organisational Ambidexterity Matrix Stocker Partnership 2012


WBSExecu*veEduca*on

The MinerThe MinerExploiting but not exploring

Superpower Fatal Flaw

Shies away from the future and disruptive change. Vulnerable to market shifts and innovative competitors.

Keeps head down and stays focused on the immediate task at hand, regardless of distractions.

Stocker, M. 2012. Ambidexterity: the skill every conqueror needs to master. Stocker Partnership [online] http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/

http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/

WBSExecu*veEduca*on

The AdventurerExploring but not exploiting

Struggles to put ideas into practice. Much strategic intent but little effective action. Weak on driving day-to-day performance.

Seeks out out new ideas like nobodys business. Ninja at spotting market shifts. Unafraid of risk.





WBSExecu*veEduca*on

The ZombieNeither exploring nor exploiting

AKA the walking dead. Lives in denial and on borrowed time. Without significant action may cease to exist at any moment.

Keeps going despite the odds. Makes other businesses look amazing by comparison!




WBSExecu*veEduca*on

The ConquerorExploring and exploiting

Can sometimes overstretch in both directions at once without the strength or resources to support this strategy.

Explores the unknown while wringing every last drop out of today. Does both with equal dexterity.



WBSExecu*veEduca*on

?So what are you

Your turn!

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Organisational Ambidexterity: where are you?

EXPLOITATION

EXPL

ORA

TIO

N

Low High

Low

Hig

h

ZOMBIE


MINER

2012 Stocker PartnershipThe Organisational Ambidexterity Matrix

In the pursuit of new knowledge and opportunities, you venture into the unknown. You search for new ideas and possibilities. You learn and experiment. You adapt quickly to change. You are proactive, innovative, and comfortable with uncertainty. You are always looking for something fresh and new. Critical conversations are encouraged.

Your activities are aligned and efficient. You are effective at managing todays business demands. You use, extend and refine your existing knowledge. Existing products, capabilities and competences are exploited. Existing advantages are reinforced. Continuous improvement builds upon and enhances value for today.

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WBSExecu*veEduca*on

?How are you going to become an ambidextrous organisation

WBSExecu*veEduca*on

EXPLOITATION

EXPL

ORA

TIO

N

Low High

Low

Hig

h

ZOMBIE


MINER

Organisational Ambidexterity Matrix Stocker Partnership 2012

5toptipsto rethink your leadership and management

Embrace contradictions1

Yin & Yang Martini by Andrew Magill on Flickr https://flic.kr/p/itHVT

https://flic.kr/p/itHVThttps://flic.kr/p/itHVT

...innovativeness may conflict with operational efficiency, but you cant be efficient unless you are innovative at some pointand you wont be around to be innovative unless you know how to be efficient.

Source: Smith, W., Lewis, M. & Tushman, M. 2016. Both/And Leadership: dont worry so much about being consistent. Harvard Business Review, May 2016, pp.62-70.


Bring tensions to the surface and make them explicit Talk about contradictions as a balance (not a choice) Adopt a both/and leadership approach

For example, short term results and long-term objectives; shareholder value and social responsibility; safety and risk; discipline and passion; innovation and productivity.

Ensure all dimensions are represented at board level Foster a state of creative conflict within management Dare to pursue multiple (conflicting) strategic agendas

As humans, we tend to dislike contradictions and conflict, seeking to either resolve or avoid the two. In reality, both/and leadership that embraces paradox is needed.

Embrace contradictions


Create a common foundation2

Orienteering by Luigi Mengato on Flickr https://flic.kr/p/djvPZE

https://flic.kr/p/djvPZEhttps://flic.kr/p/djvPZE

Ensure your organisation has a clear purpose, authentic values and an agreed vision

Weave this story throughout everything you do Ensure that the story youre telling and the experience of

your firm is congruentfrom vision to strategy to performance management to culture

Make decisions in the context of this broader narrative and use this foundation to guide your actions

Articulate an innovation strategy

To avoid chaos from contradiction, a common foundation is needed. This foundation provides strategic alignment and allows you to effectively manage both continuity and change.

Create a common foundation


Source: GE Capital, 2012. The Growth Values: how GE aligned its culture with its growth strategy [PDF] http://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdf

http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdf

Having become CEO of General Electric in 2001, five years later Jeff Immelt set an ambitious target of sustaining an average organic growth rate of around 8%. Historically, GE had been known for its culture of productivity; now he wanted it to move to a culture of growth. This required fundamental change.A common foundation In 2003, Immelt assembled an executive team

to revisit GEs core values. Senior leaders from every area of the company were consulted in an extensive research process. Two years later, the Growth Values were articulated and teams began to integrate them into every aspect of GEs operations.

A six-part Execute for Growth process was also outlined and used to explain how specific initiatives fitted into the wider growth process.

The annual strategic planning process was renamed the Growth Playbook and its focus refined.

Sources: GE Capital, 2012. The Growth Values: how GE aligned its culture with its growth strategy [PDF] http://goo.gl/lFGyG4; Stewart, T. 2006. Growth as a process. Harvard Business Review [online] https://hbr.org/2006/06/growth-as-a-process/ar/1 Jeff Immelt by Gage Skidmore on Flickr https://flic.kr/p/FbJYPj

http://www.cbi.org.uk/media/1925640/GE%20Capital%20growth%20values.pdfhttp://www.cbi.org.uk/media/1925640/GE%20Capital%20growth%20values.pdfhttps://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1

Use the right metrics3

Leroy the Ruler by kevin.pelrine on Flickr https://flic.kr/p/7ksvqf

https://flic.kr/p/7ksvqfhttps://flic.kr/p/7ksvqf

For exploration and innovation, create performance measures that reward learning and experimentation

Understand the failure spectrumbuild in multiple failsafes where needed; do not punish intelligent failure

Make innovation a strategic priority at board level Monitor exploration and exploitation throughout the

organisation and include both appropriately in performance appraisals

Exploration and exploitation should not be measured using the same metrics. Tight controls and traditional performance measures choke innovation.

Use the right metrics


Measuring both social and financial performance

http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.digitaldividedata.com/http://www.digitaldividedata.com/

DDD (Digital Divide Data) delivers business process outsourcing solutions to clients worldwide. The firms innovative non-profit social model employs talent from underserved populations in four operations centres (Virginia, US; Kenya; Laos and Cambodia) and provides a comprehensive programme of training, employment and higher education. Its social mission and financial sustainability are intricately linked but can also conflict.Using the right metrics in DDD To ensure that both the social

mission and business mission are strategically represented, executives have created two sets of financial statements, each with its own metrics.

In board meetings, CEO Jeremy Hockenstein routinely asks, How does this decision impact our social mission? followed by How does this decision impact our business?

Coffee Talk by Anna Levinzon on Flickr https://flic.kr/p/4wAz5r

Sources: DDD, 2015. Annual Report [online] http://www.digitaldividedata.com/about/annual-report; DDD, Creating a world of digital possibilities [online] http://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdf; Smith, W. et al. 2016. Both/And leadership. Harvard Business Review [online] https://hbr.org/2016/05/both-and-leadership

http://www.digitaldividedata.com/about/annual-reporthttp://www.digitaldividedata.com/about/annual-reporthttp://www.digitaldividedata.com/about/annual-reporthttp://www.digitaldividedata.com/about/annual-reporthttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttp://www.digitaldividedata.com/sites/default/files/case_study/DDD_US_Brochure_Individual_Pages.pdfhttps://hbr.org/2016/05/both-and-leadershiphttps://hbr.org/2016/05/both-and-leadership

Enable innovation

with people and process

4

Queue by Hernn Piera on Flickr https://flic.kr/p/pGvQbe

https://flic.kr/p/pGvQbehttps://flic.kr/p/pGvQbe

Embed the process of innovation within your firmwith clear steps and objectives

Design your organisationstructurally, culturally and spatiallyfor both exploration and exploitation

Consider giving dedicated time and budget to innovation Hire both people with entrepreneurial skills (adventurers)

and people with managerial skills (miners), and create innovative teams

Train leadership, management and staff in innovation skills

Innovation is not an event, it is a processof turning ideas into reality. Both entrepreneurial and management skills are needed for staff to recognise and execute opportunities.

Enable innovation with people and process


Increasing exploration and sales in a Pharma companythe secret was in the coffee!

Coffee Talk by Anna Levinzon on Flickr https://flic.kr/p/4wAz5r

https://flic.kr/p/4wAz5rhttps://flic.kr/p/4wAz5r

In an HBR article, Ben Waber, Jennifer Magnolfi and Greg Lindsay tell the story of a pharmaceuticals company with 50 executives responsible for nearly $1 billion in annual sales. The researchers found that when a salesperson became more exploratory by increasing interactions with colleagues in other teams by 10%, his or her sales also rose by 10%.The secret was in the coffee As a result, the company invested

significantly to rip out the existing coffee machines (at the time, roughly one coffee machine per 6 employees, which was used by the same people each day) and instead built fewer, bigger coffee stationsjust one for every 120 employees.

They also replaced the small cafeteria used by few employees with a large cafeteria for all employees.

In the quarter after, sales rose by 20% or $200 million.

Source: Waber, B et al. 2014. Workspaces that move people. Harvard Business Review [online] https://hbr.org/2014/10/workspaces-that-move-peopleCoffee Talk by Anna Levinzon on Flickr https://flic.kr/p/4wAz5r

https://hbr.org/2014/10/workspaces-that-move-peoplehttps://hbr.org/2014/10/workspaces-that-move-peoplehttps://flic.kr/p/4wAz5rhttps://flic.kr/p/4wAz5r

Foster an open can-do attitude5

I Can Do It by Bridget Coila on Flickr https://flic.kr/p/arx1oD

https://flic.kr/p/arx1oDhttps://flic.kr/p/arx1oD

Source: Richard Reed, Innocent Drinks, Part 1 (Inspiring Entrepreneurs: The Secret Ingredients). British Library Business & IP Centre

What not to dothe opposite of can-do

As told by Richard Reed, co-founder of Innocent Drinks

http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.vibby.com/v/Q1pQkKdgGhttps://www.youtube.com/watch?v=1r_--ilMOEchttps://www.youtube.com/watch?v=1r_--ilMOEc

Create a culture that values new ideas Empower individuals to initiate change and to innovate

can-do shouldnt be limited to a select few

Seek to grow resources (instead of accepting that resources are limited)

Look outside your own walls and seek inspiration from new sources

Be open to collaborationboth internally and externally

Ideas are fragilethey need to be treated with care and nurtured. Nothing kills creativity and innovation faster than a closed mindset that finds problems at every turn.

Foster an open can-do attitude


Get inspired by Kickbox

Image source: Adobe Systems Incorporated. How to make a redbox v2 https://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdf

https://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdfhttps://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdf

http://blogs.adobe.com/conversations/2015/02/kickbox-open-sourcing-makes-innovation-easily-accessible-for-all-companies.html

Kickbox is an innovation process that Adobe developed for its own internal use and then open-sourced for anybody to use. It empowers any individual within an organisation to innovate, test their idea and pitch it for further funding.

Putting innovation in many hands Kickbox begins with an innovation-in-a-box kit.

Each red box contains a pre-paid $1,000 credit card; reference cards with instructions, innovation tools and frameworks; stationery; a Starbucks gift card and a chocolate barbecause innovation requires caffeine and sugar!

Anybody qualifies for a red box but they pick it up by attending a 2-day workshop where they learn about the innovation process and how to use the Kickbox tools. Employees are then free to use the box to prototype and test their ideaany idea!

Once the idea has been validated by consumers, an employee pitches it to any number of executives, any number of times. Just one executive needs to say yes for the employee to receive a coveted blue box, which enables them to take their project from initial support to further funding and execution.

Sources: Adobe Life Blog. Adobe is encouraging innovation in a whole new way. Meet Kickbox [online] http://blogs.adobe.com/adobelife/adobe-life-magazine/v1/innovation-revolution/; Adobe Kickbox. Discover Kickbox [online] https://kickbox.adobe.com/what-is-kickbox; Adobe Kickbox. Kickbox at your organisation [online] http://kickbox.adobe.com//kickbox-at-your-organization; Adobe Kickbox. How to make a redbox v2 [PDF] https://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdf

http://blogs.adobe.com/conversations/2015/02/kickbox-open-sourcing-makes-innovation-easily-accessible-for-all-companies.htmlhttp://blogs.adobe.com/conversations/2015/02/kickbox-open-sourcing-makes-innovation-easily-accessible-for-all-companies.htmlhttp://blogs.adobe.com/conversations/2015/02/kickbox-open-sourcing-makes-innovation-easily-accessible-for-all-companies.htmlhttp://blogs.adobe.com/conversations/2015/02/kickbox-open-sourcing-makes-innovation-easily-accessible-for-all-companies.htmlhttp://blogs.adobe.com/adobelife/adobe-life-magazine/v1/innovation-revolution/http://blogs.adobe.com/adobelife/adobe-life-magazine/v1/innovation-revolution/https://kickbox.adobe.com/what-is-kickboxhttps://kickbox.adobe.com/what-is-kickboxhttp://kickbox.adobe.com//kickbox-at-your-organizationhttp://kickbox.adobe.com//kickbox-at-your-organizationhttps://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdfhttps://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdfhttps://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdfhttps://upload.wikimedia.org/wikipedia/commons/f/fb/How_to_make_a_redbox_v2.pdf

WBSExecu*veEduca*on

?How does your organisation stack up

Your turn!

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Rethinking Leadership and Management: Becoming Ambidexterous

1 Embrace contradictions 2 Create a common foundation 3 Use the right metrics 4 Enable innovation with people and process 5 Foster an open can-do attitude

Bring tensions to the surface and make them explicit

Talk about contradictions as a balance (not a choice)

Adopt a both/and leadership approach For example, short term results and long-term objectives; shareholder value and social responsibility; safety and risk; discipline and passion; innovation and productivity.

Ensure all dimensions are represented at board level

Foster a state of creative conflict within management

Dare to pursue multiple (conflicting) strategic agendas

Ensure your organisation has a clear purpose,

authentic values and an agreed vision

Weave this story throughout everything you do

Ensure that the story youre telling and the experience of your firm is congruent from vision to strategy to performance management to culture

Make decisions in the context of this broader narrative and use this foundation to guide your actions

Articulate an innovation strategy

For exploration and innovation, create performance measures that reward learning and experimentation

Understand the failure spectrumbuild in multiple failsafes where needed; do not punish intelligent failure

Make innovation a strategic priority at board level

Monitor exploration and exploitation throughout the organisation and include both appropriately in performance appraisals

Embed the process of innovation within your firmwith clear steps and objectives

Design your organisationstructurally, culturally and spatiallyfor both exploration and exploitation

Consider giving dedicated time and budget to innovation

Hire both people with entrepreneurial skills (adventurers) and people with managerial skills (miners), and create innovative teams

Train leadership, management and staff in innovation skills

Create a culture that values new ideas

Empower individuals to initiate change and to innovatecan do shouldnt be limited to a select few

Seek to grow resources (instead of accepting that resources are limited)

Look outside your own walls and seek inspiration from new sources

Be open to collaborationboth internally and externally

I Can Do It by Bridget Coila on Flickr https://flic.kr/p/arx1oD

Queue by Hernn Piera on Flickr https://flic.kr/p/pGvQbe

Leroy the Ruler by kevin.pelrine on Flickr https://flic.kr/p/7ksvqf

Orienteering by Luigi Mengato on Flickr https://flic.kr/p/djvPZE

Yin & Yang Martini by Andrew Magill on Flickr https://flic.kr/p/itHVT

A3 w

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If you would like a copy of any of the A3 worksheets or would like support to rethink leadership and

management in your organisation, just drop us a line.

+44 (0)24 76 100 193

[email protected]

Looking for worksheets or support?

mailto:[email protected]?subject=Re:%20The%20Agile%20Strategy%20Plannermailto:[email protected]?subject=Re:%20The%20Agile%20Strategy%20Planner

Sources & Further ReadingAdobe Systems Incorporated, 2016. Adobe is encouraging innovation in a whole new way. Meet Kickbox. Adobe Life Magazine Careers [online] http://blogs.adobe.com/adobelife/adobe-life-magazine/v1/innovation-revolution/

Adobe Systems Incorporated, 2016. Adobe Kickbox: Kickbox at your organization [online] https://kickbox.adobe.com/kickbox-at-your-organization

Barsh, J., Capozzi, M. & Davidson, J. 2008. Leadership and innovation. McKinsey & Company [online] http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/leadership-and-innovation

Skillicorn, N. 2014. Five ways HR can develop innovative cultures in large companies. HRZone [online] http://www.hrzone.com/lead/culture/five-ways-hr-can-develop-innovation-cultures-in-large-companies

Smith, W., Lewis, M. & Tushman, M. 2016. Both/And Leadership. Harvard Business Review [online] https://hbr.org/2016/05/both-and-leadership


Waber, B. Magnolfi, J. & Lindsay, G. 2014. Workspaces that move people. Harvard Business Review [online] https://hbr.org/2014/10/workspaces-that-move-people

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Rethinking leadership and management to drive innovation

Business

Transcript of Rethinking leadership and management to drive innovation