Stop the innovation wars
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Transcript of Stop the innovation wars
WARSHBR’s 10 must reads on innovation
Stop the innovation
Vijay Govindarajan,Coxe Distinguished Professor at Dartmouth College’s Tuck School of Business
About Authors:
Chris Trimble,Adjunct Associate Professor at Dartmouth College’s Tuck School of Business
Full Article at HBR (2010)https://hbr.org/2010/07/stop-the-innovation-wars
Li WeiTechnology commercialization managerExploit Technologies Pte Ltd (ETPL)Agency for Science, Technology and Research (A*STAR, Singapore)
Summary and presentation by
B. Eng & Ph.d (Engineering)Nanyang Technological University Singapore
M.B.A.INSEADFontainebleau, France
Special team dedicated toinnovation initiatives inevitablyrun into conflict with the restof the organization
The people responsible for ongoingoperations view the innovators asundisciplined upstarts
The innovators dismiss the operation people as bureaucratic dinosaurs
It is natural to separatethe two warring groups
But …
This isdead
wrong
Isolation may neutralize infighting, but it alsoneuters innovation
Nearly all innovation initiativesbuild on a firm’s existingresources and know-how
We need a team with different incentives and culture norms to have
new innovation breakthrough
The dedicated team
We also need the people who maintain excellence in ongoing operations
The performance engine
We need both of them
We need both of them
To work together
Ok … ok.. Umm …
?
There are
three stepsto make the unlikeliest partnership work
#1Divide the
labor for newinitiatives
Limitations of performance engine:The new task is too disruptiveThe working culture is difficult to change
So, the performance engine shouldtake on tasks that flow along thesame path that ongoing operations do
Any task that is beyond the capabilities of theindividuals within the performance enginemust be assigned to the dedicated team
10/90 50/50 90/10
It depends on the nature of the initiativeand the performance engine’s capabilities
or or
The proper division of labor
#2Assemble the
dedicatedteam
The common mistake
Thinking about who you know beforethinking about skills you need
Performance Engine
A dedicated team
Forming a dedicated team withonly insiders is easy, cheaper,
and seem less risky
Performance Engine
A dedicated team
It is actually a little performance engine,which is practically guaranteed to act
like one
Building an effective dedicated teamrequires breaking down existing workrelationships and creating new ones
Populate dedicated teams withboth insiders and outsiders
Resources & relationships withthe organization
Bring in new skills, perspective and
cultures
Differentcultural norms
Differentincentives
Differentperformance metrics
An effectivededicated team
#3Proactivelymanage theconflict
Conflicts between innovation initiatives and ongoing operations are normal and can easily escalate
The key here is having an innovation leaderwith outstanding relationship skill, who can
collaborate well with the performance engine
The leader also needs a senior executive who supports the dedicated team, prioritizes the
company’s long-term interests and adjudicates contests for resources
Anticipateand mitigatethe strains
Let’s recap …
Three steps to make the unlikeliest partnership work
Divide the labor for new initiatives
Assemble thededicated team
Proactively managethe conflict
#1 #2 #3
Innovation requires a partnershipbetween a newly formed team and
the long-standing one
The dedicated team The performance engine
Such partnerships are challenging, but they are manageable and they are indispensable
Without them …
Without them …
Innovationgoes
nowhere
More presentations atwww.innodiary.org