INNOVATION & CREATIVITY HOW TO MOTIVATE AND INSPIRE INNOVATION Developed for FASSET by SynNovation Solutions.

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<ul><li> Slide 1 </li> <li> INNOVATION &amp; CREATIVITY HOW TO MOTIVATE AND INSPIRE INNOVATION Developed for FASSET by SynNovation Solutions </li> <li> Slide 2 </li> <li> Workshop Objectives Part 1 To create awareness and understanding of the key factors that promote or could prevent innovation and creativity in a business. Part 2 To equip delegates with proven practical skills and tools to foster innovation in their own firms, and in those of their clients. </li> <li> Slide 3 </li> <li> INNOVATION &amp; CREATIVITY Part 1 : Awareness and Understanding DEFINITIONS, BENEFITS, THINKING STYLES AND CLIMATE WHY, WHAT &amp; HOW OF INNOVATION </li> <li> Slide 4 </li> <li> Workshop overview Part 1 : Why, what and how of innovation Definitions and thinking styles Benefits of innovation How to foster innovation : Climate and behaviours Ground rules Overview of key creativity and innovation approaches Part 2 : How to get and grow new ideas Idea generation : Ground rules and tools Selection of ideas Idea development : Ground rules and tools Conclusion : Taking this back to business Systems approach to integrate innovation </li> <li> Slide 5 </li> <li> Definitions of Innovation &amp; Creativity BUZZ SESSION In 2s or 3s discuss how you would define Innovation What is the link between innovation and creativity? </li> <li> Slide 6 </li> <li> Innovation is people creating value by implementing new ideas. Innovation: the creation of business value through the development and implementation of new ideas. Some definitions of Innovation "Innovation is creativity with a job to do. John Emmerling </li> <li> Slide 7 </li> <li> The successful exploitation of new ideas - DTI in UK People doing new things, things they have not done before taking risks in business, community and personally. Some more definitions of Innovation Vincent Nolan : This leaves a great deal unsaid - like defining Reproduction as the birth of healthy babies which, while accurate, leaves out a lot the exhilaration of the conception process (including the unsuccessful attempts), the nurturing and monitoring of the incubation process, and the upheaval and pain of the delivery process. </li> <li> Slide 8 </li> <li> Defining Innovation &amp; Creativity Creativity mainly in the fields of the arts? any kind of novel ideas we get Innovation selecting new ideas with potential developing them so you can make them happen The trick is not the inventive idea: discoveries which will set the world alight are a dime a dozen. The trick is co- ordinating the 101 little things that make an idea happen. Think of the percentage of boardroom decisions that never get further than the minute book. Clem Sunter &amp; Chantell Illbury </li> <li> Slide 9 </li> <li> Levels of Innovation Continuous improvement Quality Assurance, ISO 9000 Incremental, Adaptive Improve systems that already exist Better, faster cheaper "Market Pull" Innovation Radical, Breakthrough New technologies, new business models Breakthrough businesses "Technology Push" Innovation. </li> <li> Slide 10 </li> <li> The 2 worlds of thinking Buy-in OPERATIONAL CYCLE INNOVATION CYCLE Thinking is Analytical Familiar Operational In the present Thinking is Creative Discovering Experimental Future oriented Procedures Rules Routine Known solutions Speculate Select few ideas to develop Various possible solutions Refine Decision Pilots Review Success Problem / Opportunity Laws </li> <li> Slide 11 </li> <li> Problem Solving Analytical vs. Creative Analytical Problem = deviation from the norm Requires analysis Fixing what went wrong One, right solution often obvious once identified Requires in-depth knowledge of the problem Problem = gap between where you are and where you want to be Creative About a future state analysis of the past does not really help Creating a new solution Solution not immediately feasible or obvious Little knowledge of the problem is needed </li> <li> Slide 12 </li> <li> 12 Part 1 Why, what &amp; how of Innovation Outcomes of Part 1 By the end of this session participants should be able to Identify the benefits of innovation to their businesses Identify what they need to do more of to succeed with innovation Identify how to implement known strategies that support innovation Demonstrate awareness of the behaviours that help or hinder innovation Demonstrate that all have the ability to innovate and how little time it takes </li> <li> Slide 13 </li> <li> 13 The benefits of innovation Research by Synectics in the USA and DTI in the UK has shown: 80% of companies say that innovation is important for future success Only 4% of companies say they are good at making innovation happen </li> <li> Slide 14 </li> <li> INNOVATIVE STARS HIGH PERFORMING companies who have successfully INTEGRATED innovation and creativity into their way of thinking and behaving - into daily business practices SPECTATORS Firms SAY innovation is important but do not back that view up with action. Often avoid formal innovation programmes and are reluctant to look for outside ideas and perspectives The benefits of innovation BUSINESS RESULTS Increase in sales (%): 11 vs 5,7 Increase in profits (%): 51 vs 14 Increase in market share (%): 59 vs 27 Employee retention (1-5): 3,9 vs 3,4 Employee satisfaction (1-5): 3,5 vs 2,6 Rating of service quality (1-5): 4,1 vs 3,4 </li> <li> Slide 15 </li> <li> 15 INNOVATION STARS 83% 68% 55% 48% 66% 79 % 75% 3,9 SPECTATORS 35% 25% 19% 27% 30% 45% 42% 36% 2,9 2,4 How to foster innovation WHAT THEY DO DIFFERENTLY ACTIVITY Use complete recognised process for creative problem-solving Formal idea generation programme Formal Innovation programme Use of designated highly skilled facilitators Use of outside consultants Using suggestion boxes System to reward individual innovation and creativity System to reward team innovation and creativity Leaders work together (1-5) Break down barriers between different functions (1-5) </li> <li> Slide 16 </li> <li> 16 CEO involved in innovation and innovation reflected in policy/mission Place importance on managing change High importance on cross-functional communication Open to ideas from outside Emphasis on talking to customers Formal programmes for idea generation innovation and problem-solving Invest in R&amp;D Reward individual creativity and innovation Spend lots of time in productive meetings with innovative results How to foster innovation WHAT STARS DO IN COMMON INNOVATIVE STARS HIGH performing companies who have successfully INTEGRATED innovation and creativity into their daily business practices </li> <li> Slide 17 </li> <li> 17 Strategies to succeed at innovation EXERCISE 2 Research has recommended that the following strategies could assist organisations to become more successful at innovation. Encourage team work and open communication Ensure meetings are more productive and creative Create formal innovation programmes to create and develop ideas Look for ideas from external sources Discuss what you think can be done to implement ONE of these in your firm/s </li> <li> Slide 18 </li> <li> 18 Strategies to succeed at innovation Encourage team work and open communication Encourage interaction between different divisions, reduce turf Overcome communication barriers between functions Allow everyone to be heard Give constructive feedback Encourage cross-functional teams, rotate jobs. Ensure meetings are more productive and creative Plan meetings and set goals and time lines Use ground rules to create a positive climate Focus on doing new or undoable things Get different perspectives </li> <li> Slide 19 </li> <li> 19 Strategies to succeed at innovation Create formal innovation programmes to create and develop new ideas Have a shared process for creative problem-solving Train staff in innovation skills at various levels Have formal idea generation programmes Have formal innovation programmes and plans / structures to implement Have designated facilitators for idea generation and development Have a system for recognising innovation Look for ideas from external sources Successful financial companies in other countries Successful firms large or small in other industries or professions in SA Your clients Customer satisfaction information </li> <li> Slide 20 </li> <li> 20 Supportive internal environment, characterised by management support, rewards for CE and autonomy of employees Degree of entrepreneurship of an enterprise, reflected in the innovative, risk-taking and proactive orientation of an enterprise Munificent environments, filled with technological opportunities, demand for new products and dynamic changes Within control of management Factors that promote innovation and entrepreneurship in SA companies Study in 315 JSE listed &amp; ITC companies Retha Scheepers </li> <li> Slide 21 </li> <li> From the King III Code, 2009 Innovation, fairness, and collaboration are key aspects of any transition to sustainability innovation provides new ways of doing things, including profitable responses to sustainability; fairness is vital because social injustice is unsustainable; and collaboration is often a prerequisite for large scale change. Collaboration should not, however, amount to anti- competitiveness. </li> <li> Slide 22 </li> <li> 22 Strategies to succeed at innovation EXERCISE 2 Research has recommended that the following strategies could assist organisations to become more successful at innovation. Encourage team work and open communication Ensure meetings are more productive and creative Create formal innovation programmes to create and develop ideas Look for ideas from external sources Discuss what you think can be done to implement ONE of these in your firm/s </li> <li> Slide 23 </li> <li> 23 Strategies to succeed at innovation Encourage team work and open communication Encourage interaction between different divisions, reduce turf Overcome communication barriers between functions Allow everyone to be heard Give constructive feedback Encourage cross-functional teams, rotate jobs. Ensure meetings are more productive and creative Plan meetings and set goals and time lines Use ground rules to create a positive climate Focus on doing new or undoable things Get different perspectives </li> <li> Slide 24 </li> <li> 24 Strategies to succeed at innovation Create formal innovation programmes to create and develop new ideas Have a shared process for creative problem-solving Train staff in innovation skills at various levels Have formal idea generation programmes Have formal innovation programmes and plans / structures to implement Have designated facilitators for idea generation and development Have a system for recognising innovation Look for ideas from external sources Successful financial companies in other countries Successful firms large or small in other industries or professions in SA Your clients Customer satisfaction information </li> <li> Slide 25 </li> <li> 25 Who can innovate Most people have simply unlearnt their creative thinking ability It requires the right environment to re-access creativity Anyone has the creative thinking ability that can lead to innovation </li> <li> Slide 26 </li> <li> Creating the climate for innovation Total Energy of Individual/Team Climate Threatening Adversarial Neutral Cooperative Supportive Energy required for emotional survival Energy available for task and success Looking after self Challenging others Protecting own turf, defensive Trusting, open-minded Sharing, encouraging others Building on others ideas </li> <li> Slide 27 </li> <li> 27 </li> <li> Slide 28 </li> <li> Negative behaviours Reduce chances of success Put burden of proof on others Ask questions Cross examine Give no feedback Be non- committal Put on a stone face Make no connections Assume no value Be dominant Command Threaten/ warn Order Demand Be impatient Nitpick Interrupt Be bored Play devils advocate Pull rank Get angry Scare Blame Act distant Do not Listen Be inattentive Do not join Use silence against Be pessimistic Preach /moralise Be judgemental Be critical Disapprove Point out only flaws Misunderstand Disagree Argue or challenge React negatively Discount / Put down Be cynical/sceptical Correct Insist on early precision Be competitive Name call /make fun of Set up win/lose </li> <li> Slide 29 </li> <li> No ??s applies mainly in Creative Cycle Be aware: Questions can * make people defensive * hide ideas * get you in the hole YOU NEED LESS INFO THAN YOU THINK NO NEED TO BE EXPERT How to limit, manage questions at work Therefore * Limit why? questions * Tell people the thought behind the question, and what info you need * Paraphrase to check understanding </li> <li> Slide 30 </li> <li> 30 Creating the climate for innovation Ground rules to create a climate for creative meetings Assume positive intent Handling of questions and information - Avoid questions that get you in the hole - Paraphrase for understanding - Give a brief description of task Find value in ideas every idea has merit Recognise and build on ideas Suspend judgement own &amp; others ideas, anything goes Share the airtime </li> <li> Slide 31 </li> <li> Overview of leading creativity and innovation approaches Brainstorming Osborne Buffalo Approach Creative Problem-solving Synectics George Prince &amp; Bill Gordon Edward De Bono Six hats TRIZ Technical approach based on key factors Michael Hicks Comparing 3 key approaches Many websites with new developments and examples </li> <li> Slide 32 </li> <li> Links between innovation, diversity, creative behaviours and leadership Emotional, Social and Cultural intelligence Diversity far more than culture, gender and race Ubuntu culture Respect, Recognition, Relationships Transformational v/s Transactional leadership Thoughtful and responsive v/s Forceful and directive </li> <li> Slide 33 </li> <li> 33 Ground rules for classical brainstorming Principle 1: Suspend judgement: Evaluate ideas later, not during brainstorming No criticism verbally, nonverbally, or in your own head Freewheel Anything goes: impossible, immoral, illegal, irrelevant Principle 2: Quantity will result in quality Go for quantity of ideas: Keep up the pace Hitch-hike: Give credit and build on others ideas. Give others air time </li> <li> Slide 34 </li> <li> 34 Where are creative ideas born? Buzz session Where/when do you get your best ideas or do you feel your most creative ideas are born? Bed, Bar, Bathroom, Bus Give your ideas a home Ideas can flourish in an environment . where judgement is suspended. </li> <li> Slide 35 </li> <li> 35 Where do we get creative ideas? SOURCES OF IDEAS Identify places and people that trigger bright ideas for you Keep an ideas book, review from time to time Read, use, innovation websites &amp; newsletters (see resource kit) Keep magazines or pictures handy Read / keep magazines on topics you know nothing of fresh perspectives Include other functions, nave resources in your firm in discussions Creative Ideas come from building links between . seemingly dissimilar objects, functions or worlds. </li> <li> Slide 36 </li>...</ul>

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