7 Steps for Open Innovation by @Lindegaard: Grading Your Company’s Open Innovation Capabilities

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Twitter: @lindegaard

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7 Steps for Open Innovation- Grading Your Company’s Open Innovation Capabilities

Author, speaker and strategic advisor on open innovation, innovation management / culture and the people side of innovation.

Get in touch!

[email protected]@lindegaard

Stefan Lindegaard

1. Common Language and Understanding, Motivation, Mandate and Strategic Purpose

2. Assets and Needs

3. Value Pools and Channels

4. Internal Readiness

5. External Readiness

6. New Skills and Mindset

7. Communications Strategy

7 Steps for Open Innovation

Faster pace, shrinking window of opportunity, less time for cash cows

Driven by global megatrends: faster, more open, more transparent and more connected

We need a more holistic approach to innovation!

What is open innovation?

“…a philosophy or a mindset that they should embrace within their organization.

This mindset should enable their organization to work with external input to the innovation

process just as naturally as it does with internal input”

Open innovation as a term will disappear in 5-7 years!

P&G PHARMAMEDTECH

Cycle time, money, IPR, conservatism, government regulations and internal readiness

• Speed, diversity, new knowledge pools

• Experimentation (don’t be left behind)

• Marketing as well as innovation vehicle

• More cost-effective than hiring consultants

Corporate benefits:(open innovation/crowdsourcing)

Change how we innovate

Be competitively unpredictable

Develop the right conditions and framework

WORK

PRODUCTS FUNDING

INTER-MEDIARIES

COMPANIES

PUBLIC

Social media is key for crowdsourcing

LEGO went out of comfort zone, partnered with another company

Do you know your external touch-points? Do you use them properly?

Current pilot projects:"People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting."- Richard Pascale

Therefore we run pilot projects- in our production area (solving hard, “unsolvable” problems)- on improving the core LEGO experience through crowdsourcing- on how to improve core HR processes- on an Open Innovation platform

Design, build and sell awesome products together.

Is the real business model facilitation?

1. Develop a community2. Make it work in chosen area (vehicles)3. Move into other industries (complex mechanical devices)

This can work for startups. What about SME’s and bigger companies? New business areas?

Image: Colin West McDonald / CNET

“FirstBuild is global co-creation paired with a microfactory on site,” said Chip Blankenship, CEO of GE Appliances. “We will innovate and bring products to market faster than ever before.”

Samsung Open Innovation Center has 3 of 4 legs focusing on startups

• go beyond products and technologies - more innovation teams without R&D link even in R&D heavy companies (BASF, Cisco, Pfizer)

• the start-up value pool is sizzling hot

• the big issue is how to scale up open innovation

• tolerance for failure, experimentation and “smartfailing” are growing issues

• companies are about to upgrade their innovation capabilities (some are in for a surprise)

• Near future: From 1-1 to many-to-many

Current (open) innovation trends

www.businessmodelsinc.com

21

Open innovation works!

Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley




It’s about execution!

People first, processes next, then ideas…

1. Common Language and Understanding, Motivation, Mandate and Strategic Purpose

2. Assets and Needs

3. Value Pools and Channels

4. Internal Readiness

5. External Readiness

6. New Skills and Mindset

7. Communications Strategy

7 Steps for Open Innovation

Step 1: Common language and Understanding, Motivation, Mandate and Strategic Purpose

• Does your organization have a good understanding of open innovation and the demands it puts upon your company?

• What is motivating the organization to pursue open innovation?

• Is the mandate for open innovation clear and the strategy and strategic purposes well thought out and well understood by everyone involved?

Think / Reflect

“You need to speak the same language if you want to get internal and external stakeholders onboard.

This starts with a clear agreement on how innovation – internally as well as externally focused - fits the specific situation of your company.”

- Stefan Lindegaard

To Clorox, open innovation means

• More capabilities and expertise: Using others to deliver meaningful innovation

• More find: Developing external networks to exponentially increase the source of new ideas

Clorox wants to use open innovation to:

1. Find ideas, technologies and products2. Outsource entire chunks of product development3. License / sell internal ideas and technologies to others

Clorox says that for open innovation to work, they need…• strong internal and external networks

• clear, choiceful corporate strategy that directs the “find” activities

• capabilities, teams and processes to find more ideas

• and capabilities, teams and processes to enable what’s found to be used: combined with other inputs, quickly assessed and built into business opportunities.

Clorox, don’t get too narrow!

“We will no longer talk about open innovation in most industries within the next five to seven years.

It will just be about innovation, but the level of external input to the innovation process will be much higher than what we see today.”

- Stefan Lindegaard

“It's our version of open innovation: the practice of tapping externally developed intellectual property to accelerate internal innovation and sharing our internally developed assets and know-how to help others outside the Company.”

What is Connect + Develop?

The programme started in 1996 and has long practised open innovation, inviting ideas from outside and working with others…

…designed to prove the technical and commercial viability of an idea quickly and affordably…

…worked with 1,500+ innovators; more than 100 ideas into reality.

Shell GameChanger

Open innovation at Tate & Lyle means partnering with external innovators to bring products to market faster and develop innovations we cannot create alone.

In short, the aim of open innovation is to deliver faster growth.

John Stewart, Head of Open Innovation

What open innovation means

• partnering with companies (large and small) to bring new products to market

• helping to grow our innovation pipeline with externally-sourced products and technologies

• finding new products and technologies we cannot create alone


This happens by…

• Contract research• Academic collaborations into basic research (our technical teams do this directly)• Joint Ventures (other teams manage these directly)• Spinning out technologies or companies


What it does NOT mean…

• What is your motivation for pursuing open innovation?

• Why is open innovation relevant to your company, its present situation, and its mission and vision?

Two key questions:

Tie this into your strategic purpose and innovation mandate!

• To identify and develop new ventures that creates significant growth and/or strategic advantages

• To spot and develop talent

• To change the culture and establish ”intrapreneurship” as a fourth career path

Danfoss: Man on the Moon

• Foster and encourage innovation and creative thinking

• Challenge the status quo and embracing change

• Provide a challenging work environment

Intel(elements of a specific innovation drive)

• Experiment with and develop towards future organizational paradigms

• Create new career paths for Grundfos managers

Grundfos(part of an innovation intent)

“Executives and senior innovation leaders must develop an intention in the form of a strategic purpose, but they must also define the mandate given to the innovation leaders.

A clearly given mandate can help work out the inevitable internal conflicts with regards to resources and authority given to an innovation team.”

- Stefan Lindegaard

• Lay out the resources and authority given to the innovation team

• Clarify how potential conflicts are to be handled

• Encourage stakeholders to solve problems on issues such as resource allocation and commitment without involving the executives

A clear innovation mandate should:

The TBX model or why middle managers stop…

• T (Top Down): Get executives onboard, personally committed to innovation. Without executive support, no change occurs

• B (Bottom Up): Value creation begins with people, one by one, team by team. Nothing happens unless you get employees engaged

• X (Across): Middle managers get the job done (for good and bad) – set the right objectives and incentives!

...innovation just by doing their job!

• What is the most important question to have in mind when leading change driven initiatives such as open innovation?

• It is simple yet a question that everyone will ask themselves…

Think / Reflect

What’s in it for me?

“You should also have in mind that open innovation is just a piece of the overall innovation strategy, and it might not even work for all companies.

So, again, start by being clear about what is motivating you to move towards open innovation.”

- Stefan Lindegaard

Step 2: Assets and Needs

• Have you identified the assets and resources (internally as well as externally in your ecosystem) that are relevant for your innovation projects?

• Have you identified other assets and resources that are needed but are not available within your current ecosystem?

• Do you have a process for getting access to these needed assets and resources?

• Do you have a process for merging internal and external resources?

Think / Reflect

1) Internal Assets, 2) Ecosystem Assets and 3) Needs

Three main areas:

“(Internal) assets are capabilities and resources that enable you to bring innovation to market faster.

This includes physical resources such as R&D facilities, but it also includes nontangible capabilities, such as tested and proven processes that are in place to move innovation forward – and people.”

- Stefan Lindegaard

Different companies, different assets:

• Smaller companies: Higher need for ecosystem partners – find right place, ask if we can grow more together?

• Big companies: Might have most in own corporate structure; still ask if we can grow more with others?

Bonus for big companies! They get to decide where the bus is going and who should be onboard.

Jackpot for OI leaders! Preferred partners get the first pick; others get the leftovers…

“Archer or magnet? Try to become a preferred partner of choice with either approach.

Why? Any given industry will have lots of small winners, but there will only be one clear winner among the big companies – and several losers. Big companies have more at stake.”

- Stefan Lindegaard

Indsæt billede

3M also has an active external open innovation program. Can you describe it?

”Our corporate labs are continually bringing in new employees and technologies from universities and other sources. And we

collaborate closely with customers. We have 30 customer technology centers around the world, where our technical and marketing employees

meet with customers and expose them to the full range of 3M technology platforms. We ask them

what their technical issues, problems, and opportunities are, and whether any of 3M’s many

different technologies can help them.“

Fred J. Palensky, CTO at 3M

Strategy + Business, May 11, 2011

Can you discuss a specific product that arose out of 3M’s open innovation process?

”Really, all of them. To take one example, we just introduced an entirely new kind of sandpaper… The

mineral technology came from the abrasives division, some of the shape technology came from optical

systems, coating technologies came from the tape division, and mathematical modeling and fracture analysis came from the corporate research center.

Altogether, the abrasives division used seven different technologies to create the product, only two of which

came from the division itself.”

Fred J. Palensky, CTO at 3M

Strategy + Business, May 11, 2011

5 business groups, 88,000 employees, 40+ technology platforms, 30+ technology centers

• Internal open innovation = better internal collaboration, less silo mentality

• Lots of white space = internal open innovation opportunities (3M excels here)

• More than “just” corporate innovation; also a learning platform for external innovation

• 60-80% of the same issues, challenges on i-OI and OI (mindset, approaches - not IPR)

• Experimentation is much easier internally, less risk of back-fires, not public domain

Why is this relevant?

• What are the (learning) objectives?

• Who are the project owners? Who sees the big picture? Are they committed?

• Where is the right place to experiment? How do you prepare / motivate people in the right place?

• Are you ready to learn? Do you have a “smartfailing” process?

• What is the right balance between exploration and exploitation?

Getting started – some key questions

What tools can help make this happen?

Insights and inspiration

www.businessmodelsinc.com

Can business model insights help companies go beyond R&D and include more functions?

Business plan competitions dig deep in the drawers, uncover white space opportunities…

…and bring organizations together on innovation

What if you invited external partners into such an initiative? Learn together!

Horizontal: disposition for collaboration across disciplines

Vertical: depth of

skill which allows to contribute

Credit: Tim Brown / IDEO

Only T-shapes:

“Occasionally, we have people who don’t really have a depth of skills, and they really struggle. They don’t get respect from the group.”

Only I-shapes: “…very hard for them to collaborate…each individual discipline represents its own point of view…becomes a negotiation…you get gray compromises… The results are never spectacular but at best average.”

Not Invented Here versus Re-applied with Pride

Seed capital: Inventors can request seed capital from their business unit managers; if their request is denied, they can seek funding from other business units or corporate funding.

New Venture Formation: Product inventors must recruit their own teams, reaping the benefit of 3M’s many networking forums as they seek the right people for the job at hand. If it fails, previous jobs are guaranteed.

Dual career ladder: Scientists can continue to move up the ladder without becoming managers. 3M does not lose good scientists and engineers only to gain poor managers.

Credit: Govindarajan / Srinivas

It’s almost fair to say that 3M does not need open or external innovation. They do so well by themselves…

CEO, Six Sigma key elements for crisis in 2007. Will a lack of understanding of open innovation lead to a new one?

Transformational Growth:Industry is accessing the world for innovation

The “Want, Find, Get, Manage” Model®

ManageWhat tools, metrics and management techniques will we use to implement the relationship?

WantWhat external resources do we need to succeed in our mission?

FindWhat mechanisms will we use to find these resources?

GetWhat processes will we use to plan, structure and negotiate an agreement to access the resources?

Step 3: Value Pools and Channels

• What value pools can you tap into to build value for your innovation initiatives?

• Are these relationships solid or do you need to do additional work to build good, mutually beneficial working relationships?

• Are there potential external value pools that you have not yet tapped at all? If so, what is your plan for reaching out to them?

• Are your channels for communicating with your value pools strong or do they need further work?

Think / Reflect

Employees SuppliersManagers Academics / institutions

Executives VCsAlumni Startups

Business unit / function

Users / consumers

Government

Competitors Inventors

“This is important. Most big companies have 8, 10 or perhaps even 12 different external value pools that they can look into.

However, even companies that are doing well with open innovation are generally not capable of working with more than two to four value pools at the same time.”

- Stefan Lindegaard

• Write down a list of your current and potential value pools

A quick and dirty exercise…

• Rate your current efforts on the top 5 rated value pools on a 1-10 scale

• Which of them are the most important? Rate their importance on a 1-10 scale. Why this grade?

“More companies should ask themselves what it takes to become a preferred partner of choice within their innovation ecosystems.

They will discover that building the foundation and creating the perception are equally important.”

- Stefan Lindegaard

• You cannot build a strong reputation and a perception of being a preferred partner if you do not have the infrastructure in place to deliver on your open innovation efforts.

Build the foundation

Be careful about inviting guests into a home that is not in order…

• Once the foundation is in place, you must make others believe that your company has what it takes to be a “preferred partner of choice” within your industry.

Create the perception

More focus on stakeholder management and communication efforts, please!

• Do not always start out where the biggest potential lies. See the bigger picture and balance two factors against each other when selecting the starting projects

Best potential vs least resistance

Internal resistance = fear of change in general, bad risk management attitudes such as low tolerance for failure and worries on sharing intellectual property

“As with value pools,most companies can only be successful in managing two to four channels at a time, especially when you are new to open innovation.

You need to experiment to determine which channels work best for you.”

- Stefan Lindegaard

InnoCentive Alliances /joint ventures

Campaigns(Comm / Public)

EntrepreneurDay

Consortia

MyStarbucksIdea.com

Campaigns(Comm / Public)

SupplierSummit

CREDIT: OVO Innovation

Step 4: Internal readiness

• What is your company’s state of internal readiness for open innovation?

• Does your culture support networking across internal units and with external organizations?

• Is senior management up to speed on how innovation really works?

• Do you have the right people in place to make open innovation happen?

Think / Reflect

Every corporate culture is innovative! Find the pockets, build the foundation and perception

Today, innovation is about having groups of people come together – internally as well as externally.

This requires a networking culture that is designed, supported, and modeled by your company’s leaders.

You simply can’t have a strong innovation culture without a strong networking culture.

- Stefan Lindegaard

What does a good networking culture look like?

Networking efforts require direction, training and time. Few executives get this.

Embrace experimentation – and the failures that come along with it!

• Small failures are accepted, but not big ones: 47 % • Failure is not accepted here: 7 %

Most companies are not ready for this…

• More than half of the companies do not recognize failure as an inherent part of an innovation culture!

“Two types of failure:

• honorable failure is where an honest attempt at something new or different has been tried

unsuccessfully and

• incompetent failure where people fail for lack of effort or competence in standard operations.”

Credit: Paul Sloane

“A mistake is when you do something wrong, even though you knew the right way to do it.

Failure is when you are trying something new, and you don’t know ahead of time how to make it

successful.

Credit: Jamie Notter

Developing a culture that is constructive about failure requires a new vocabulary.

Smartfailing

When an organization embraces smartfailing, it de-stigmatizes failure internally and uses failure

as an opportunity to learn and to find a better course.

System failure (collapse of communism)

Start-up failure (Pets.com going out of business)

Idea failure (Apple Navigator protype, no launch

Product failure (New Coke tanking)

Major firm failure (Enron going out of business)

System component failure (stock market crash)

Credit: Tim Kastelle

The failure to anticipate / execute on…

…how companies innovate

External change is faster than internal change! You win or lose in these pockets of opportunity!

…platforms for bringing innovation to market

…markets and technologies

Full survey: http://www.15inno.com/2012/11/08/surveyresults/

There are no quick fixes because the top executives that got us into this mess are not

ready to lead us out of it!

Too much focus on products, technology

Silo rather than collaborative approaches

Poorly defined innovation strategy (if any)

Lack of resources in budget, people, infrastrucure

Unrealistic expectations on time, resources

Don’t make your platform too complicated!- but learn from your mistakes…

Identify reasons, create learning process!

Reward learning behaviors!

Educate up and down on innovation!

Be open – more communication, new terms!

Go beyond products and technologies!

Intrapreneurship is an overlooked tool!

“Intrapreneur:

a person within a large corporation who takes direct responsibility for turning an idea into a

profitable finished product through assertive risk-taking and innovation.”

American Heritage Dictionary, 1992

The Man on The Moon competition

• To identify and develop new ventures that creates significant growth and/or strategic advantaages

• To spot and develop talent

• To change the culture and establish ”intrapreneurship” as a fourth career path

“…an intrapreneur must have the ability to see and pursue possibilities by piecing together innovations across three or more business functions simultaneously.”

Paul Campbell, former VP, HP

A career path for trouble-makers?

“When someone tries to innovate within a traditional organization, few will understand what he/she is

doing, but everybody will understand who is a trouble-maker.

After the innovation has been embraced by the organization, few will remember who started it,

but everybody will remember who was a trouble-maker.

This is the dilemma encountered by many

intrapreneurs - they risk punishment for success.”

David Nordfos, Stanford

The Lean Startup approach relies on validated learning, scientific experimentation, and iterative product releases to shorten product development

cycles, measure progress, and gain valuable customer feedback.

Fail fast, fail often and fail cheap!

Stage 1: Shock and Surprise

Stage 4: Depression

Stage 6: Insights and Change

Stage 5: Acceptance

Stage 3: Anger and Blame

Stage 2: Denial

Credit: Steve Blank

Six stages of failure and redemption

Get to insights to change behavior…

…commit to challenge / do different next time

Don’t skip acceptance of your role

Don’t get stuck in 2, 3 or 4 – move forward

Credit: Steve Blank

Innovation metrics – what and how?

Number of innovation-related rewards and recognitions

Numbers from various feedback mechanisms, showing employee acceptance and understanding of the initiative

Results from the innovation self assessment capability maturity framework (survey measuring five levels of maturity related to innovation behavior)

Percentage of our budget dedicated to innovation, research, and exploration of emerging technologies

Shareholder value created from innovation activities. (Shareholder Value = IT Efficiencies + Business Value provided to the IT customers)

# of ideas generated in specific innovation harvesting campaigns

# of ideas harvested from campaigns, turned into implementable projects# of Intel patent submissions

#Number of white papers published

• Focus on engagement, training and participation of individuals. Get critical mass

• Shift / add focus on innovation pipeline (active projects by stage, flow of projects, development, launch and kill)

• Shift / add focus on end goals (ROI, successful products/services, revenue/savings from new launches, optimized processes)

Inspiration Jeff Murphy, former Executive Director

• Lag indicator: Results are historic and can’t be changed (rewards, number of patents)

• Current indicator: Results are present, indicators can be changed (# of ideas, ongoing projects)

• Lead indicator: Results are predictive for future and can be changed to high degree (hard to identify)

Inspiration Jimm Feldborg, Director Global Projects

Why you should not pay too much attention to this!

Open innovation changes perspectives and approaches

If you really want to change a culture…

Reward behaviors, not just outcomes!

Step 3: External Readiness

• How ready is your industry for open innovation?

• What are the obstacles and drivers for open innovation within your industry?

• What are you doing to persuade your partners to work with you on open innovation?

• How strong is the trust between your organization and your external partners?

Think / Reflect

P&G PHARMAMEDTECH

Cycle time, money, IPR, conservatism, government regulations and internal readiness

1) educate others in the industry, bring them up to speed and get them to experiment with you

2) find new partners that are ready for open innovation outside your industry

If you are the visionary in your industry…

You can of course do both…

• What should our future innovation eco-system look like?

• How will current and potential partners perceive our open innovation initiative? How can we adjust as we get feedback on what we say and more importantly how we act?

• Can we develop systems and processes that enable us to deal with external input and handle this in a proper way and in reasonable time?

• How can we work with external consultants, service providers and innovation intermediaries?

Some key questions

Image: Colin West McDonald / CNET

…create a new business model for the manufacturing industry by harnessing open innovation, the maker movement, and community involvement to build a revolutionary new wave of smart appliances. Goal: 100 micro-factories in the next decade

Change how we innovate

Be competitively unpredictable

Develop the right conditions and framework

• Biggest obstacle? Getting partners to understand the full scope of our efforts

Solution? We brought all partners together

• Communication messages were focused on an industry opportunity; not just a Psion initiative

Lessons from Psion

Todd Boone, former Director, Corp Comms

• What does it take for you to trust others? What can you do to convince others to trust you?

• Trust is a personal thing; it is first and foremost established between people and then perhaps between organizations

• Transparency is essential to trust. Without transparency, trust will not take root

Some thoughts on trust

• Most organizational structures foster an internal rather than an external perspective

• Partners are viewed as someone paid to deliver a service rather than a source of co-creation

• Most companies are more focused on protecting own knowledge and intellectual property rather than opening up and exploring new opportunities

• Forging strong relationships takes time and personal commitment

Trust barriers in your ecosystem

“There are a number of elements that are critical in building a successful innovation partnership, but the key is for everyone to be the partner they’re looking for.”

- Chris Thoen, former Managing Director, Global Open Innovation Office at P&G

• Don’t think in terms of one-off deals

• Unless win-win is the mentality, there are no wins in the long run

• Grow the total pie versus growing your piece of the pie

• Be up front and transparent

Good advice from Chris Thoen

Step 6: New Skills and Mindset

• Do your company’s leaders understand that people matter more than ideas when it comes to making innovation happen?

• Have you identified people who are best suited for working at the different stages of innovation?

• Do you hire for potential or is your hiring based on past experience and competencies?

• Are your hiring and training programs geared toward developing the characteristics and skills needed for innovation?

Think / Reflect

A CFO is wary about investing in the training and education of the employees.

He asks the CEO: ”What happens if we invest in developing our people and then they leave the

company?”

The CEO is a bright person and replies: ”What happens if we don’t and they stay?”

Discovery – Incubation – Acceleration: Have the right people at the right time!

What skills / key people do you need now, short and long term? How do you get access to them?

1) Holistic point of view (intrapreneurial skills)

2) Ability to constructively handle conflict

3) Optimism, passion and drive

4) Curiosity and belief in change

5) Tolerance for / ability to deal with uncertainty

6) Adaptive fast learner with sense of urgency

7) Talent for networking / strategic influencing

8) Communication skills

58 replies, 62% working in companies with more than 5000 people

45% work with innovation in full-time position as leaders/managers, 18% full-time with no leadership role and 27% on ad-hoc basis

Full survey = search “survey” on 15inno.com

Please rate these qualifications for a team working to create a stronger innovation culture.

Networking capabilities

Stakeholder management skills

Communication skills (written and oral)

Facilitation / project management skills

Ability to get things done

Persistence

Ability to train / teach others

Ability to deal with uncertainty

Please rate these ways for leaders to motivate employees to become more innovative, help

create better culture for innovation.

Set clear objectives and expectations

Provide financial bonuses and

incentives

Give freedom to operate, independence

Rewards good efforts with non-financial gifts

Provide training programs and insights

Innovation is a team sport. To which extent do these statements resonate with you.

Teams need to include more and different functions than

what you needed just 5-10 years ago.

"Onboarding" the team – communicate goals/ constraints,

set expectations, collaboratively determine team norms.

You need to change people in your teams as you need

different skills, mindset at the different phases.

Team rules are essential for success. Build a team of

people with complementary skills who are committed…

Executives must ensure team members are

more marketable for their careers after project.

Companies need to upgrade their innovation capabilities. How relevant are these

initiatives and activities for this?

Training through webinars and other virtual channels

Training through physical meetings, classes,

workshops, off-sites

Develop train-the-trainer programs in order to have

employees train other employees

Intrapreneurship-like programs in which people get to work

on real ideas while being trained

No networking culture? No innovation culture!- future winners get communities to work!

Networking efforts require direction, training and time. Few executives get this.

Horizontal: disposition for collaboration across disciplines

Vertical: depth of

skill which allows to contribute

Credit: Tim Brown / IDEO

Only T-shapes:

“Occasionally, we have people who don’t really have a depth of skills, and they really struggle. They don’t get respect from the group.”

Only I-shapes: “…very hard for them to collaborate…each individual discipline represents its own point of view…becomes a negotiation…you get gray compromises… The results are never spectacular but at best average.”

• Begin by training the trainer

• Intrapreneurship-like programs are one of the best ways of identifying and developing people who will drive innovation forward

• Bring in real life experiences

• Training program itself must be agile to keep up with emerging trends in innovation

• Don’t forget the executives

Thoughts on training programs

• Future potential versus past competencies

• Adaptability is key – but in what direction?

• Future innovation leaders create communities (shared sense of purpose, values and rules of engagement) • Future innovators are intelligent in many ways

• Build the right conditions and frameworks

Finding and developing the right people

Step 1: Common language and Understanding, Motivation, Mandate and Strategic Purpose

• Do you have clear messaging that lets people know why innovation is important to the company?

• Are you working cohesively with the corporate communications team on communicating about innovation? (You might have to train them.)

• Are you doing a good job of communicating with internal and external stakeholders?

• Do you train your innovators to become better communicators?

Think / Reflect

• Have a plan in place…

• View communication in the broad sense – include networking and stakeholder management

• Have clear messages that resonate with the audience – go beyond the corporate speak

• Use a range of communication tools – too few innovators know about social media

Great innovators are great communicators!

Identify and interact with innovation partners

Generate more ideas, faster

Get market and competitor insights

Promote corporate innovation capabilities

Identify 10 keywords / terms and work with them on LinkedIn and Twitter. What happens?

It’s about execution!

People first, processes next, then ideas…

Send me your questions!

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[email protected] / @lindegaard

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