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Develop. Connect. Grow. InnoQuest - Innovation Management Program. The Entrepreneurs EDGE believes that for mid-sized companies are the engines that drive growth and value for Northeast Ohio. Cultivating current and future leadership talent holds the key to the region’s future.

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innoquest innovation management program

Develop

Connect

Grow

InnoQuest - Innovation Management Program

The Entrepreneurs EDGE believes that for mid-sized companies are the engines that drive growth and value for Northeast Ohio.

Cultivating current and future leadership talent holds the key to the region’s future.

innoquest april 23 2013
InnoQuest – April 23, 2013

8:00 AM Welcome / Overview

Short video excerpt – Gary Hamel (9 min. – Part 2)

Reinventing Management for the 21st Century

Leadership and Culture

Peer Discussion

Rainmaker Index/ Building Innovation Teams

Rose Noesges, Energizer Holding Co.

@9:20**Break**

Hyland Software

TeallaScrofano and Alex Sheen

Discussion Groups

Action Steps / Evaluations

@11:40Tour of Hyland Software

program overview
Program Overview

Goals: Share best practices

Foster new connections

“Raise the bar “

 Help companies in managing the innovation process

  • Feb. 7 Case for Innovation / Drivers of Innovation
  • Nottingham-Spirk Design, Cleveland
  • April 23 Leadership and Culture
  • Hyland Software, Westlake
  • June19 Where and How to Innovate
  • Austen Bioinnovation Institute in Akron (ABIA)
  • Aug.6 Ideas to Implementation
  • Parker Hannifin, Mayfield Heights
  • Oct. 3 Marketing and ROI
  • TBD, GOJO, Goodyear, Eaton?
  • Dec. 3 Strategy and Planning ROI
  • TBD, GOJO, Goodyear, Eaton?
typical barriers to growth and innovation
Typical Barriers to Growth and Innovation
  • Lack of Incentives
  • “The Way We Always Have Done It” Attitude
  • Management wants near-term success
  • Too many silos
  • Lack of customer focus
  • Fear of failure
  • It’s no one’s job
  • Innovations are small relative to the core business.
  • Afraid of cannibalizing successful businesses.
  • Limited tolerance for unpredictable results.
  • No career incentive to work on innovation/growth projects.
  • Limited or no dedicated resources to innovation

* Courtesy of Columbia Business School

take aways 2 7 13
Take-aways2-7-13
  • Innovation stories from Rose Noesges and John Nottingham.
  • The need to innovate/essential; embrace change.
  • Starting and ending innovation with the customer (client insights).
  •  Management 2.0.
  • Spending more time with customers to understand needs and how they use your product.
  • Take existing knowledge of customers with a grain of salt.
  •  Challenge beliefs.
  • Developing culture to embrace innovation
  •  Do not be afraid of failure or ambiguity.
  • Need to think about current innovation process differently.
  • Better to compete on value than on price.
  • Look at process and supply chain for savings and innovation (not just in the product).
  • Focus groups &brainstorming are not good places to start innovation.
  • Don’t throw innovation ‘over the wall’ to different groups.
  •  No ownership; will kill all ideas.
  • Have someone “own” innovation; find the right person
  • who questions/can deal with ambiguity.
what are the most important issues you face going forward
What are the most important issues you face going forward?
  • Changing culture
  • Resources (time and $)
  •  Funding innovation on a shoe-string budget
  • Growing sales and servicing customer who wants everything yesterday
  • Developing an innovation management process
  • Building an acceptance for innovation/change within our company
  • Moving from Management 1.0 to 2.0
what is corporate culture
What is Corporate Culture?
  • Culture is enacted:
  • Culture is continuously created by every member of your organization, through their day-to-day participation in the organization.
  • It’s dynamic, shared, crowd-sourced; not static and unchanging.
  • Culture is “how we do things here.”
  • It provides members with (largely unspoken) rules for how they should behave to gain and maintain social ‘membership’ in the organization.
  • Culture is manifested in a variety of ways, including:
  • Language – shared words or labels your organization uses.
  • Rituals – such as the summer BBQ, award ceremonies, etc.
  • Dress code
  • Decision making – how important organizational decisions are made and communicated
  • Conflict resolution – how conflicts are expected to be handled- discussed or avoided?
  • Status - who is recognized and esteemed, both formally and informally?
  • http://www.businessinsider.com/hrs-sloppy-thinking-on-culture-2013-1?utm_source=dlvr.it&utm_medium=linkedin
slide16

“Culture Eats Strategy For Breakfast.”

-- Peter Drucker

No matter how far reaching a leader’s vision

or how brilliant the strategy,

neither will be realized

if not supported by an organization’s culture.

culture questions
Culture Questions
  • What kinds of values are currently shown in the culture of your organization?
  • What kinds of values need to be shown in the culture of your organization in the future in order to be most effective?
  • What kinds of values are members of your organization actually rewarded for showing in behavior now?
  • What kinds of values do you expect your significant clients or customers would rate your organization as showing toward them?
10 culture building principles
10 Culture Building Principles

Communicate your dream and operationalize it.

Be clear about what you stand for, inside and outside your company.

Design your organization for what it needs to win.

Get your team right.

Champion innovation of all kinds.

Set your standards very high.

Train all the time.

Do a few symbolic things to create excitement about what is important.

Think like a winner, act like a winner.

Live your desired legacy.

http://www.forbes.com/sites/martinzwilling/2012/03/03/10-ways-to-build-a-business-culture-like-apple/

myers briggs assessment scales are
Myers-Briggs AssessmentSCALES ARE…
  • Gathering Information
  • Processing Information
  • Judging Information
  • Time to make decisions
the four preferences
The Four Preferences

•Extraversion orIntroversion

•Sensing or Intuition

•Thinking orFeeling

•Judgment or Perception

  • Gathering Information
  • Processing Information
  • Judging Information
  • Time to make decisions

There is no right / wrong or preferred type !

Source: Looking At Type: A Description of the Preferences Reported by The Myers-Briggs Type Indicator by Earle C. Page

myers briggs type indicator
Myers Briggs Type Indicator
  • 1. the MBTI describes rather than prescribes;
  • 2. it pinpoints preferences and strengths;
  • 3. it puts all preferences on equal standing;
  • 4. it provides a framework to understand human behavior; and
  • 5. refrains from making judgments.
slide24

SOME KEY WORDS

Extraversion

Initiating

Expressive

Gregarious

Active

Enthusiastic

Sociable

People

Introversion

Receiving

Contained

Intimate

Reflective

Quiet

Inward

Depth

E

I

Source of Energy

These Characteristics Often Develop FromEAnd IPreferences—Some Of Them May Be True Of You

slide25

SOME KEY WORDS

S

N

  • Sensing
  • Concrete
  • Realistic
  • Practical
  • Experiential
  • Traditional
  • Details
  • Present
  • Facts
  • Sequential
  • Repetition
  • Literal
  • Intuition
  • Abstract
  • Imaginative
  • Conceptual
  • Theoretical
  • Original
  • Patterns
  • Future
  • Innovations
  • Anticipation
  • Inspiration
  • Change

These Characteristics Often Develop FromSAnd NPreferences—Some Of Them May Be True Of You

slide26

SOME KEY WORDS

F

T

  • Thinking
  • Logical
  • Reasonable
  • Questioning
  • Critical
  • Tough
  • Justice
  • Impersonal
  • Precise
  • Principles
  • Feeling
  • Empathetic
  • Compassionate
  • Accommodating
  • Accepting
  • Tender
  • Harmony
  • Appreciate
  • Persuasive
  • Values

These Characteristics Often Develop FromTAnd FPreferences—Some Of Them May Be True Of You

slide27

SOME KEY WORDS

J

P

  • Perception
  • Casual
  • Open Ended
  • Pressure Prompted
  • Spontaneous
  • Emergent
  • Flexible
  • Experience
  • Curious
  • Options
  • Judgment
  • Systematic
  • Planful
  • Early Starting
  • Scheduled
  • Methodical
  • Organized
  • Control
  • Decisive
  • Deliberate

These Characteristics Often Develop FromJ And PPreferences—Some Of Them May Be True Of You

the sixteen types
THE SIXTEEN TYPES

By the use of inferential statistics, an estimate of the distribution found in the US population has been gathered.

ISTJ

ISFJ

INFJ

INTJ

13.8%

1.5%

2.1%

11.6%

ISTP

ISFP

INFP

INTP

8.8%

4.4%

3.3%

5.1%

ESTP

ESFP

ENFP

ENTP

4.3%

8.5%

8.1%

3.2%

ESTJ

ESFJ

ENFJ

ENTJ

8.7%

12.3%

2.4%

1.8%

Each Of These Sixteen Types Is Gifted And Valuable

the sixteen types1
THE SIXTEEN TYPES

For 20 in this group

15% (3)

10% (2)

10% (2)

5% (1)

By the use of inferential statistics, an estimate of the distribution found in the US population has been gathered.

ISTJ

ISFJ

INFJ

INTJ

13.8%

1.5%

2.1%

11.6%

5% (1)

0% (0)

5% (1)

0% (0)

ISTP

ISFP

INFP

INTP

8.8%

4.4%

3.3%

5.1%

0% (0)

5% (1)

0% (0)

0% (0)

ESTP

ESFP

ENFP

ENTP

4.3%

8.5%

8.1%

3.2%

0% (0)

25% (5)

15% (3)

5% (1)

ESTJ

ESFJ

ENFJ

ENTJ

8.7%

12.3%

2.4%

1.8%

Each Of These Sixteen Types Is Gifted And Valuable

mb creativity index 3 s n j p e i 0 5 t f range 400 to 150
MB Creativity Index: (3*S/N)+J/P-E/I-(0.5*T/F)Range: (400 to -150)

Einstein end / Innovative

Edison end / Adaptive

rainmaker index range 100 to 100 s n t f
Rainmaker Index (Range: -100 to 100)  S/N – T/F

“Fuzzy” front end

Managing both sides

Adapter

slide36

The Ideas

  • 45 business ideas studied
  • From NE Ohio established businesses, start-ups, and organizations.
  • 30% of projects generate new revenue for NEO.
innoquest innovation management program1

Develop

Connect

Grow

InnoQuest - Innovation Management Program

Next Meeting: Wednesday, June 19th

Topic: “Where and How to Innovate”

Austen Bioinnovation Institute in Akron