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 protected] www.innovation-triz.com. INNOVATION’S THE “NEW” HOT THING!. Ranking in IRI surveys…
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Jack Hipple, Innovation-TRIZ
Ranking in IRI surveys…
“Fuzzy Front End” conferences sold out…
Entire Business Week issues…
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?
“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
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
Source: Charlie Prather
NOVELTY OF IDEA
DEAD IN THE WATER
Source: National Center for Mfg Sciences Study
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
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!