The Personality Issues in Leading Innovation: Yours and Others! University of Tampa Human Resources Institute 2/9/06. Jack Hipple, Innovation-TRIZ Tampa, FL email@example.com www.innovation-triz.com. INNOVATION’S THE “NEW” HOT THING!. Ranking in IRI surveys…
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
The Personality Issues in Leading Innovation: Yours and Others!University of TampaHuman Resources Institute2/9/06
Jack Hipple, Innovation-TRIZ
INNOVATION’S THE “NEW” HOT THING!
Ranking in IRI surveys…
“Fuzzy Front End” conferences sold out…
Entire Business Week issues…
WE JUST GOT THROUGH “SIX SIGMATIZING” EVERYTHING!!
From standardization, no variation, no deviation, to new business and products….and now we want new and different
Back to the future……anyone remember the same emphasis in the 1980’s and early to mid 90’s?
YOU’VE HAD ENDLESS MEETINGS TO DISCUSS THIS NEW CHALLENGE….
YOU HAVE DREAMS OF SUCCESS…………
YOU’RE CONCERNED ABOUT THE COST AND THE TIME FOR SUCCESS….
AND YOU KNOW HOW RISKY THIS JOURNEY MAY BE….
AND YOU DON’T WANT TO FAIL AT THIS RISKY NEW VENTURE, DO YOU?
YOU KNOW THAT YOU ARE NOT ALONE IN THIS JOURNEY----HOW YOU WILL GAIN A STRATEGIC EDGE….????
WE’RE HERE TO HELP YOU THE SECOND TIME AROUND….
MISSION, NO OBJECTIVESNO GOAL DEFINITION, NO METRICSBUTPART OF RESPONSIBILITYRESULT: WE’LL DO THE BEST WE CAN!!
MIGHT WE HAVE SOME OF THE ANSWERS ALREADY….AND FORGOTTEN THEM?
THE AMI STUDY: FAILED INNOVATION PROGRAMS (AND CHAMPIONS!) IN FORTUNE 500: 1980-1995:ALL EXTINCT(Published in 3 different publications)
WE ENDED THE PROGRAMS AND “DOWNSIZED” THE INNOVATORS
THOSE THAT LEFT EVENTUALLY BECAME CONSULTANTS, JOINED STARTUP VENTURES, RETIRED, OR STARTED TOTALLY NEW CAREERS
“Why did you get into a position that you had to lay off a bunch of people? How come you’re so smart now that you’ve laid off a bunch of people?”
“Few companies seem to have asked themselves what is the opportunity cost of the hundreds of millions--or even billions-- of dollars that have been written off for re-engineering and restructuring. What if all that “redundant” brain power had been applied to creating tomorrow’s markets? Far from being a tribute to senior management’s steely resolve or far-sightedness, a large restructuring and re-engineering charge is simply the penalty that a company must pay for not having anticipated the future”
…Competing for the Future
IN ADDITION, THE INNOVATORS LEARNED THAT JUST BEING INNOVATIVE WAS NOT ENOUGH
THEY LEARNED THAT THEIR GOALS MUST BE IN ALIGNMENT WITH ORGANIZATIONAL GOALS
MOST CORPORATE LEADERS ARE DIFFERENT ANIMALS THAN INNOVATORS: THIS IS A FACT—HOW SHOULD WE DEAL WITH THAT FACT?
KAI is a registered trademark of M.J. Kirton
Myers Briggs Type Indicator is a registered trademark of CPP, Inc.
A range of feedback from 32-160, extremely adoptive, filtering, incremental vs. out of the box, no analysis, major change
CONFLICT—WHO IS TO BLAME?
Source: Charlie Prather
NOVELTY OF IDEA
DEAD IN THE WATER
Source: National Center for Mfg Sciences Study
ONE SOLUTION TO THE PROBLEM……
THE MORE LIKELY OUTCOME……
Capturing and broadening of intellectual property (not just patents, but “know how”) much more important AND difficult
Loyalty ain’t what it used to be!
COST OF INFORMATION
Source: Jim Palmer, P&G
HOW SHOULD WE DO IT RIGHT--IN AN ORGANIZATIONAL SENSE?HOW CAN YOU HELP?
“Money isn’t everything…..but it’s right up there with oxygen”
Rita Davenport, Entrepreneur
“Innovative companies do not start out with a research budget. They end with one. They start out by determining how much innovation is needed for the business to stay even. They assume that all existing products, services, and markets are becoming obsolete--and pretty fast at that. They try to assess the probable speed of decay of whatever exists, and then determine the “gap” which innovation has to fill for the company not to go downhill. They know that their program must include promises several times the “innovation gap”, for more than a third of such promises--if that many-- ever becomes reality. And then they know how much of an innovation effort--and how large the innovative budget--they need as the very minimum”
DOES IT MAKE SENSE TO ESTABLISH AN INNOVATION BUDGET AS PERCENT OF LAST YEAR’S OR AS A PERCENT OF SALES?
“Slimming down the workforce and cutting back on investment are less intellectually demanding for top management than discovering ways to grow output on a static or only slowing growing resource base…..Managers and operational improvement consultants must ask themselves just how much of the efficiency problem they’re working on. If their view of “efficiency” encompasses only the denominator, if they don’t have a view of resource leverage that addresses the numerator, they have no better than half a chance of achieving and sustaining world class efficiency”
shaped exciting opportunities without necessarily
being specific about sales, profit dollars, and timing
established quality rules and know what your customer wants---and frame your “gut feels” into hard data. If you need help to do this, get it!
LET’S NOT GO DOWN IN THE SECOND ROUND OF SERIOUS INNOVATION……..