How Are You Going to Survive as an Innovation Champion? American Creativity Association 5/1/04. Jack Hipple, Innovation-TRIZ Tampa, FL [email protected] www.innovation-triz.com. QUESTIONS. ARE YOU AN INNOVATION CHAMPION? IN WHAT CONTEXT? HAVE YOU SURVIVED?. THE AMI STUDY.
Jack Hipple, Innovation-TRIZ
ARE YOU AN INNOVATION CHAMPION?
IN WHAT CONTEXT?
HAVE YOU SURVIVED?
KAI is a registered trademark of M.J. Kirton
Myers Briggs Type Indicator is a registered trademark of CPP, Inc.
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
COST OF INFORMATION
Source: Jim Palmer, P&G
“Money isn’t everything…..but it’s right up there with oxygen”
Rita Davenport, Entrepreneur
“Six months in the lab will save you at least an hour in the library”—Rita Davenport
“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”
“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. Cutting the buck is easier than expanding the band; thus organizations prefer the former over the latter. 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”
“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
“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?”
“N” (intuitive) vs. the “S” (sensing”) which
characterizes over 80% of corporate management
shaped exciting opportunities without necessarily
being specific about sales and profit dollars and timing
be about new stuff, will quickly want to know who is
going to buy the new stuff, when they will start buying,
what it will compete with, how much the plant will cost,
and when it can start producing
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!