Rethinking leadership and management to drive innovation

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<ul><li><p>Leadership &amp; Management</p><p>Rethinking</p><p>to drive innovation</p></li><li><p>We ran an interactive event for CIPD Coventry &amp; Warwickshire Branch </p><p>that looked at...</p><p> Understanding innovation and business as usualBoth activities are vital, so why do they conflict?</p><p> Organisational AmbidexterityThe ability to both explore and exploitis your firm a Zombie or a Conqueror?</p><p> Rethinking leadership and management5 top tips to rethink leadership and management for innovation and ambidexterity</p><p> Rethinking leadership and management for your firmHow does your firm stack up and what could you do differently?</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>understanding innovation</p><p>andbusiness as usual</p></li><li><p>can you spot the </p><p>difference?</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p> S</p><p>toc</p><p>ker P</p><p>art</p><p>ners</p><p>hip</p><p> Ltd</p><p> 201</p><p>6</p><p>STOCKERPARTNERSHIP</p><p>Spot the difference</p><p>Business as usual Innovation</p><p>How many differences can </p><p>you spot?</p><p>A3 w</p><p>orks</p><p>heet</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Innovation is all about thinking differently</p><p>Controlled chaosCreative destruction</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Open minded</p><p>Imaginative</p><p>Visionary</p><p>Playful</p><p>Expansive</p><p>Curious</p><p>Exploratory</p><p>Experimental</p><p>Creative and analytical</p><p>Iterative</p><p>Responsive</p><p>Challenging</p><p>Provocative</p><p>Respectful and disrespectful</p><p>Brave</p><p>Adventurous</p><p>Determined</p><p>Mindful</p><p>Empathic</p><p>Attentive</p><p>Emotional and objective</p><p>Holistic</p><p>Multi-disciplinary</p><p>Patient and impatient</p><p>Open to serendipity</p><p>Insightful</p><p>Comfortable with paradox</p><p>Solution focusedIm thinking of... by Davide Restivo on Flickr https://flic.kr/p/4Enhme</p><p>https://flic.kr/p/4Enhmehttps://flic.kr/p/4Enhme</p></li><li><p>Business as usual is all about </p><p>the normal execution of operations</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Backyard Hair Cut by Sean Hobson on Flickr https://flic.kr/p/7CHGWX</p><p>Ordinary</p><p>Maintenance</p><p>Steadfast</p><p>Status quo</p><p>Smooth flow</p><p>Seamless</p><p>Low fuss</p><p>Normality</p><p>Everything just works</p><p>Operational</p><p>Incremental</p><p>Efficient</p><p>Continuous improvement</p><p>Ongoing momentum</p><p>Constant</p><p>Effective</p><p>Routine</p><p>Productive</p><p>https://flic.kr/p/7CHGWXhttps://flic.kr/p/7CHGWX</p></li><li><p>so why do innovation and business as usual </p><p>conflict?</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>weve misled you slightly...</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>business as usual is about innovation too</p><p>Ladies Ride on Mower by Leonard J Matthews on Flickr https://flic.kr/p/pqTkMF</p><p>https://flic.kr/p/pqTkMFhttps://flic.kr/p/pqTkMF</p></li><li><p>Anything can be innovated!</p><p>Business modelCustomer experienceCommunicationsEmployee productivityManagement styleMarketsOffice hoursOrganisational structurePartnershipsPricingProcessesProductsRecruitmentRevenue model</p><p>Risk managementRoute to marketSalary modelsSalesServicesSources of financeStaff holidaysStrategySupplier relationshipsSupply chainTechnologyValue propositionWaste productsAnd much more....</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>so what is the real source of the conflict?</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Exploration Exploitation</p><p>PioneeringDisruptiveNewUnknownExperimentalFormative and originalChallenges the status quoHigh riskUncertain returnsReal risk of failure</p><p>Radical innovation</p><p>vs</p><p>Efficient and effectiveAligned and productiveContinuous improvementBuilt on existing knowledgeFocus on implementationRepeatable and predictableSafeguards the status quoLower riskMore certain returnsMarginal gain</p><p>Incremental innovation</p></li><li><p>Piano fingers by seriousbri on Flickr : www.flickr.com/photos/seriousbri/4148739768/</p><p>ORGANISATIONALAMBIDEXTERITY</p><p>An organisations ability to both explore and exploit</p><p>http://www.flickr.com/photos/seriousbri/4148739768/http://www.flickr.com/photos/seriousbri/4148739768/</p></li><li><p>EXPLOITATION</p><p>EXPL</p><p>ORA</p><p>TIO</p><p>N</p><p>Low High</p><p>Low</p><p>Hig</p><p>h</p><p>ZOMBIE </p><p>ADVENTURER CONQUEROR</p><p>MINER</p><p>Organisational Ambidexterity Matrix Stocker Partnership 2012</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>WBSExecu*veEduca*on</p><p>The MinerThe MinerExploiting but not exploring</p><p>Superpower Fatal Flaw</p><p>Shies away from the future and disruptive change. Vulnerable to market shifts and innovative competitors.</p><p>Keeps head down and stays focused on the immediate task at hand, regardless of distractions. </p><p>Stocker, M. 2012. Ambidexterity: the skill every conqueror needs to master. Stocker Partnership [online] http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p><p>http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p></li><li><p>WBSExecu*veEduca*on</p><p>The AdventurerExploring but not exploiting</p><p>Struggles to put ideas into practice. Much strategic intent but little effective action. Weak on driving day-to-day performance.</p><p>Seeks out out new ideas like nobodys business. Ninja at spotting market shifts. Unafraid of risk.</p><p>Superpower Fatal Flaw</p><p>Stocker, M. 2012. Ambidexterity: the skill every conqueror needs to master. Stocker Partnership [online] http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p><p>http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p></li><li><p>Superpower Fatal Flaw</p><p>WBSExecu*veEduca*on</p><p>The ZombieNeither exploring nor exploiting</p><p>AKA the walking dead. Lives in denial and on borrowed time. Without significant action may cease to exist at any moment.</p><p>Keeps going despite the odds. Makes other businesses look amazing by comparison!</p><p>Stocker, M. 2012. Ambidexterity: the skill every conqueror needs to master. Stocker Partnership [online] http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p><p>http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p></li><li><p>Superpower Fatal Flaw</p><p>WBSExecu*veEduca*on</p><p>The ConquerorExploring and exploiting</p><p>Can sometimes overstretch in both directions at once without the strength or resources to support this strategy. </p><p>Explores the unknown while wringing every last drop out of today. Does both with equal dexterity.</p><p>Stocker, M. 2012. Ambidexterity: the skill every conqueror needs to master. Stocker Partnership [online] http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p><p>http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/http://www.stockerpartnership.com/blog/ambidexterity-the-skill-every-conqueror-needs-to-master/</p></li><li><p>WBSExecu*veEduca*on</p><p>?So what are you</p></li><li><p>Your turn!</p><p> S</p><p>toc</p><p>ker P</p><p>art</p><p>ners</p><p>hip</p><p> Ltd</p><p> 201</p><p>6</p><p>STOCKERPARTNERSHIP</p><p>Organisational Ambidexterity: where are you?</p><p>EXPLOITATION</p><p>EXPL</p><p>ORA</p><p>TIO</p><p>N</p><p>Low High</p><p>Low</p><p>Hig</p><p>h</p><p>ZOMBIE </p><p>ADVENTURER CONQUEROR</p><p>MINER</p><p> 2012 Stocker PartnershipThe Organisational Ambidexterity Matrix</p><p>In the pursuit of new knowledge and opportunities, you venture into the unknown. You search for new ideas and possibilities. You learn and experiment. You adapt quickly to change. You are proactive, innovative, and comfortable with uncertainty. You are always looking for something fresh and new. Critical conversations are encouraged.</p><p>Your activities are aligned and efficient. You are effective at managing todays business demands. You use, extend and refine your existing knowledge. Existing products, capabilities and competences are exploited. Existing advantages are reinforced. Continuous improvement builds upon and enhances value for today.</p><p>A3 w</p><p>orks</p><p>heet</p></li><li><p>WBSExecu*veEduca*on</p><p>?How are you going to become an ambidextrous organisation</p></li><li><p>WBSExecu*veEduca*on</p><p>EXPLOITATION</p><p>EXPL</p><p>ORA</p><p>TIO</p><p>N</p><p>Low High</p><p>Low</p><p>Hig</p><p>h</p><p>ZOMBIE </p><p>ADVENTURER CONQUEROR</p><p>MINER</p><p>Organisational Ambidexterity Matrix Stocker Partnership 2012</p></li><li><p>5toptipsto rethink your leadership and management</p></li><li><p>Embrace contradictions1</p><p>Yin &amp; Yang Martini by Andrew Magill on Flickr https://flic.kr/p/itHVT</p><p>https://flic.kr/p/itHVThttps://flic.kr/p/itHVT</p></li><li><p> ...innovativeness may conflict with operational efficiency, but you cant be efficient unless you are innovative at some pointand you wont be around to be innovative unless you know how to be efficient.</p><p>Source: Smith, W., Lewis, M. &amp; Tushman, M. 2016. Both/And Leadership: dont worry so much about being consistent. Harvard Business Review, May 2016, pp.62-70.</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p> Bring tensions to the surface and make them explicit Talk about contradictions as a balance (not a choice) Adopt a both/and leadership approach</p><p>For example, short term results and long-term objectives; shareholder value and social responsibility; safety and risk; discipline and passion; innovation and productivity.</p><p> Ensure all dimensions are represented at board level Foster a state of creative conflict within management Dare to pursue multiple (conflicting) strategic agendas</p><p>As humans, we tend to dislike contradictions and conflict, seeking to either resolve or avoid the two. In reality, both/and leadership that embraces paradox is needed.</p><p>Embrace contradictions</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Create a common foundation2</p><p>Orienteering by Luigi Mengato on Flickr https://flic.kr/p/djvPZE</p><p>https://flic.kr/p/djvPZEhttps://flic.kr/p/djvPZE</p></li><li><p> Ensure your organisation has a clear purpose, authentic values and an agreed vision</p><p> Weave this story throughout everything you do Ensure that the story youre telling and the experience of </p><p>your firm is congruentfrom vision to strategy to performance management to culture</p><p> Make decisions in the context of this broader narrative and use this foundation to guide your actions</p><p> Articulate an innovation strategy</p><p>To avoid chaos from contradiction, a common foundation is needed. This foundation provides strategic alignment and allows you to effectively manage both continuity and change.</p><p>Create a common foundation</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.com</p></li><li><p>Source: GE Capital, 2012. The Growth Values: how GE aligned its culture with its growth strategy [PDF] http://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdf</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdfhttp://cohort.gecapital.com/newsletter/2012/08/27/GEC_The_GE_Growth_Values.pdf</p></li><li><p>Having become CEO of General Electric in 2001, five years later Jeff Immelt set an ambitious target of sustaining an average organic growth rate of around 8%. Historically, GE had been known for its culture of productivity; now he wanted it to move to a culture of growth. This required fundamental change.A common foundation In 2003, Immelt assembled an executive team </p><p>to revisit GEs core values. Senior leaders from every area of the company were consulted in an extensive research process. Two years later, the Growth Values were articulated and teams began to integrate them into every aspect of GEs operations.</p><p> A six-part Execute for Growth process was also outlined and used to explain how specific initiatives fitted into the wider growth process.</p><p> The annual strategic planning process was renamed the Growth Playbook and its focus refined.</p><p>Sources: GE Capital, 2012. The Growth Values: how GE aligned its culture with its growth strategy [PDF] http://goo.gl/lFGyG4; Stewart, T. 2006. Growth as a process. Harvard Business Review [online] https://hbr.org/2006/06/growth-as-a-process/ar/1 Jeff Immelt by Gage Skidmore on Flickr https://flic.kr/p/FbJYPj</p><p>http://www.cbi.org.uk/media/1925640/GE%20Capital%20growth%20values.pdfhttp://www.cbi.org.uk/media/1925640/GE%20Capital%20growth%20values.pdfhttps://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1https://hbr.org/2006/06/growth-as-a-process/ar/1</p></li><li><p>Use the right metrics3</p><p>Leroy the Ruler by kevin.pelrine on Flickr https://flic.kr/p/7ksvqf</p><p>https://flic.kr/p/7ksvqfhttps://flic.kr/p/7ksvqf</p></li><li><p> For exploration and innovation, create performance measures that reward learning and experimentation</p><p> Understand the failure spectrumbuild in multiple failsafes where needed; do not punish intelligent failure</p><p> Make innovation a strategic priority at board level Monitor exploration and exploitation throughout the </p><p>organisation and include both appropriately in performance appraisals</p><p>Exploration and exploitation should not be measured using the same metrics. Tight controls and traditional performance measures choke innovation.</p><p>Use the right metrics</p><p>http://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerpartnership.comhttp://www.stockerp...</p></li></ul>

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