Humanovationbecause innovation is

“made by and for the people”

Ali BulutISU Cologne 2013

What is permanent is only change

No man ever steps in the same river twice, for it's not the same river and

he's not the same man. Heraklitos

To change the world

One needs only to change

the way he perceives it

Key sources of sustained economic growth

• Human capital 71 %• Customer relationships 66 %• Data access, data-driven insights 52 %• Products/services innovation 43 %• Brand(s) 33 % • Business model innovation 30 % • Technology 28 %• Partnership networks 25 %• R&D, intellectual property 22% • Price/revenue innovation 19 %• Assets (physical, infrastructure) 15 % • Corporate social responsibility 13 %

Human Capital

Was there any life before innovation?

“In a knowledge economy where small insights

can quickly shift the competitive landscape and capabilities can be bought or built;

organisations having a dynamic

innovation portfolio

will have the best chance of survival and generating growth.” IBM CEO Survey 2012

How do we engage our people?But many organizations

are finding it difficult to engage

their people

– from their employees to their customers to their suppliers –

in the innovation process. If this is

the case,

then where do they start?

Critical roadblocks to successful innovation

• Unsupportive culture and climate % 38• Limited funding for investment % 35• Government and other legal restrictions % 32• Workforce issues arising internally % 28• Process immaturity % 25• Economic uncertainty % 20• Inadequate enabling technologies % 18• Inflexible physical and information technology infrastructure % 16• Insufficient access to necessary information and data % 14• Workforce issues arising externally % 13

INNOWAYTION

Innovation is more open, collaborative, multidisciplinary

and global than ever before

Seven key steps to building an innovative environment

Setting the stage

Taking the action

Define thecontext

EliminateFear

Encouragediversity

Connect the dots

Reachoutside

Make ideas visible

Motivate the results

Stage one: Setting the stage for innovation

• Define the stategic context, direction and boundaries of innovation.

• Eliminate fear of failiure by creating a culture that embraces risk taking

• Value and leverage the ideas from the diversity of your employees

Define the context• Define the purpose and targets of

innovation

• Give direction and timeframe

• Provide market orientation

• Establish boundaries of innovation

• Communicate innovation messages consistently

Encourage risk taking

• Recognize “near misses” as well as winners

• Applause risk takers and innovators

• Learn from your mistakes

• Reduce cost of experimentation

Cultivate diversity and let a thousand ideas blossom

• Build diverse leadership teams

• Infuse diversity into innovation teams

• Link successful innovations to diversity

Key sources of diversity

Stage two: Taking action• “Connect the dots” within your organization by

understanding and leveraging the informal networks

• Collaborate with external organizations, including partners, suppliers

• Make ideas visible to elevate ideas from all corners of the organization.

• Provide incentives and recognize your people’s innovativeness

Connecting the dots

• Understand your internal social network

• Encourage and enable informal communities in your organisation

• Enable networking technology whenever necessary

Connect with your customers and partners

• Develop external relationship

• Create a partnership management team

• Communicate with your customers directly

• Learn more rom them about their needs

• Make them a part of the solution

• Build an image of trust

Make ideas visible• Take advantage of cross functional teams

• Encourage communities of practice

• Organize learning events to spark creativity and curiosity

• Launch large-scale brainstorming events

• Design a creative workspace

Motivate the results

• Understand what motivates your people

• Don’t over use variable compensation

• Express your appreciation on every occasion

• Adapt and insert innovation into your key performance criteria