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Innovation LeadersInnovation LeadersInvest in a Better Future for Organisations and their People
w w w . h a y g r o u p . c o m 2
Most executives are disappointed with the levels of innovation...
Creativity without proper leadership and processes will not result in sustainable innovation...
w w w . h a y g r o u p . c o m 3
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 4
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 5
“Formally integrate innovation into the strategic management agenda”
Innovation encouraged AND managed, tracked, measured...
w w w . h a y g r o u p . c o m 6
Leadership and Direction
Innovation is guided by leadership direction
63
69
69
76
80
81
0 10 20 30 40 50 60 70 80 90 100
We have a vision for innovation, clearly identifying the areas in which we will pursue new ideas .
We are proactive in addressing issues and opportunities.
Managers and employees are actively encouraged to innovate (i.e., to “fix" things that aren't broken).
Peer GroupInnovation Leaders
% Agree
w w w . h a y g r o u p . c o m 7
52%
63%60%
58%
42%
59%
35th
45th
55th
65th
Coerc
ive
Autho
ritat
ive
Affiliat
ive
Partic
ipativ
e
Paces
ettin
g
Coach
ing
Percentile
Normed against Hay Group global databases
Leadership and Direction
What is the Leadership styles profile in innovative organizations
w w w . h a y g r o u p . c o m 8
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 9
Supportive Cultures
•Teamwork
•Customer Focus
•Fair Treatment of Employees
•Taking Initiative
•Achieving Budgeted Objectives
•Supporting Management Decisions
•Respecting Chain of Command
VS
w w w . h a y g r o u p . c o m 10
Trust
w w w . h a y g r o u p . c o m 11
56%57%
53%
58%
55%
51%
40th
42th
44th
46th
48th
50th
52th
54th
56th
58th
60th
Flexibi
lity
Respo
nsibi
lity
Rewar
ds
Stand
ards
Clarity
Team
Com
mitm
ent
Normed against Hay Group global databases
Percentile
Supportive Climates
Innovation-oriented work climates score high in standards, responsibility, and flexibility
w w w . h a y g r o u p . c o m 12
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 13
Investment in Innovation
Focused investments in innovation
58
44
70
65
0 10 20 30 40 50 60 70 80 90 100
% Agree
We invest more resources in new initiatives than do our major competitors.
We have clear procedures for determining the level of investment in innovative ideas.
Peer GroupInnovation Leaders
w w w . h a y g r o u p . c o m 14
High Levels of Empowerment
Empowerment promotes innovative behavior
% Agree
Peer GroupInnovation Leaders
Decisions are generally made at the right level (i.e., where the most appropriate knowledge and expertise resides).
Managers are given the decision-making authority to carry out their responsibilities.
Staff given time to pursue and develop innovative ideas.
w w w . h a y g r o u p . c o m 15
Risk Taking is Encouraged
People are supported in taking chances
70
80
82
91
0 10 20 30 40 50 60 70 80 90 100
% Agree
Managers and employees are encouraged to take reasonable risks in an attempt to increase our effectiveness.
Innovative ideas can fail without penalties to the originating person or group.
Peer GroupInnovation Leaders
w w w . h a y g r o u p . c o m 16
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 17
Novel Combinations of Existing Approaches
Cross-functional teamwork and collaboration fosters innovation
59
81
76
84
0 10 20 30 40 50 60 70 80 90 100
% Agree
We do a good job of capturing innovative ideas/best practices and diffusing them throughout the organization.
Peer GroupInnovation Leaders
We frequently make use of cross-functional (or cross-organizational) teams to encourage innovative approaches.
w w w . h a y g r o u p . c o m 18
Innovation Model
Leadership and Direction
Novel Combinations of Existing Approaches
Generation of New Ideas
Culture and Climate
Effective Implementation
Organizing for innovation: A conceptual model
w w w . h a y g r o u p . c o m 19
Effective Implementation
Innovation leaders balance patience and accountability
59
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69
75
0 10 20 30 40 50 60 70 80 90 100
% Agree
We are patient with promising ideas that don't generate immediate returns (i.e., we don't withdraw funding or support too quickly).
Individuals and groups who initiate innovative new approaches are held accountable for seeing them through to full implementation.
Peer GroupInnovation Leaders
w w w . h a y g r o u p . c o m 20
Effective Implementation
Performance management systems must support innovative activity
% Agree
Peer GroupInnovation Leaders
74
42
45
86
53
57
0 10 20 30 40 50 60 70 80 90 100
Innovation is directly measured in scorecard and reward processes for executives.
Innovation is directly measured in scorecard and reward processes for managers (below the executive level).
We do a good job of providing recognition to individuals or groups who generate innovative ideas.
w w w . h a y g r o u p . c o m 21
“Innovation isn't something confined to a company's R&D unit.
It's a mindset… It takes leaders, entrepreneurial spirit, great ideas, good management, and the right organizational structures.”
w w w . h a y g r o u p . c o m 22
Innovation needs motivation, and the right incentives – no extrinsic rewards!
w w w . h a y g r o u p . c o m 23
10-20% rule (time people spend on personally satisfying)
w w w . h a y g r o u p . c o m 24
Final thought...
What fuels Innovation is Autonomy, Mastery, Purpose