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Overcominginnovationbarriersinlarge,traditionalcompanies:
understanding,tools&techniques
DavidPenderPrincipal,KnowledgePerspectives
“TheinnovationgeneismissingfromourDNA”
President,LargeSingaporeanEngineeringCompany(4000+employees)
Today• The“off”switch• The“on”switch• Potentialconsultingapproaches• Amodel
The“off”switch
Organisation
• Noagenda• Noseniorexecutiveresponsibility• Budget(other thanR&D)• Lackofaplatform
Culture
• Fixedmindset• Needforcontrol, stronghierarchies• Myopia• Stronginternalfocus
People
• Innovationskills• Mistakenbeliefthatyouneed“creatives”• Headspace
Butitisnotallbadnews….
Collaboration Creativity
Culture &Climate FacilitationAlignment
WIIFMNetworks Tools
OutletsCulture &ClimateSkills
Facilitation
Innovation
New RevenueStreams Reduced Costs
TheCollaboration/Creativity ConnectionThecollaboration-creativitynexus
Finance Process Offerings Delivery
Businessmodels
Networks&alliances
Enablingprocesses
Coreprocesses
Productperformance
Productsystems
Service Channel Brand Customerexperience
Thewaywemakemoney
Thewaywejoinforces
Whatsupportscoreprocesses&employees
Directlycreateandaddvaluetoourofferings
Design&functionality
Platformformultipleproducts
Beyond andaroundourproducts
Gettingouroffering tomarket
Identify&communicateouroffering
Howourcustomers feel
The“on”switch(fundamentals)
Responsibilities Budget Culture
Skills Externalfocus Platform
Responsibilities
Innovationnetwork(role)
Innovationnetwork(SM)
Innovationnetwork(betweenSM)
Innovationnetwork(betweenMM)
Budget
Culture
Culture- SingaporeLargeCompany
0
5
10
15
20
25
30
35
40Clan
Adhocracy
Market
Hierarchy
Sensemaking
Sensemaking
Situationalawareness
Futureactions
Cognitivegapdriver
Environmentalchanges
Unintelligible
Chaos
Complexity
Uncertainty
Mentalmodels
Plausiblestories Identity
Skills
SkillsPersonal
Selfleadership
Creativity
Communication
Trust,respectetc
Innovation
Ideacuration
Decisionmaking
Problemsolving
Projectmanagement
Systemsthinking
Networks
Workingx-disciplines
Enablers
Organisationallearning
Engagement
Headspace
Recognition
Platform
“Ba”
Externalfocus
Platform
Amaturitymodelforinnovation
Unaware•Prevailingconditions donotpromote innovation.Littleawarenessexists.
Conscious•Awareofconditions impactinginnovation andstarting toaddressthem.
Functional •Enablingconditions aresomewhatpatchybutmomentumisbeinggained.
Promising •Conditions whichsupport innovationareusuallyeffective.Benefits arebeingrealised.
Leading•Conditions optimallysupport innovation.•Strongbenefitsrealised
Aplatform
Leadership
Strategicclarity
InnovationLeadership
Environment
Trust&respect
Staffengagement&empowerment
Risktaking
Organisationallearning
Physicalworkspace
People
Alignmentofskills
Diversity
Innovationskilldevelopment
Connectedness
Transparency
Connectivity
Multi-disciplinarypartnerships
Customer/vendor
engagement
Resources
Resourcesufficiency
Headspace
Infrastructure &technology
Approach
Internalprocess
Pathtoimpact
Recognition &reward
Governance
So,whoneedstodowhat?
Employees
MiddleManagers
Executive
Potentialconsultingapproaches
Culture Networks AppreciativeInquiry
Leadership Knowledgemanagement Strategy
andmanymore…
OR,aX- disciplinaryapproach
TheKP3model
Howdowebuildasandbox?
AKMAPPROACH
KMroutinesforinnovation• PreparedforI
– Pickupsignals– Processthat
information• Managerssharean
understandingof– Innovationprocesses– Creationofstructures
etc• StrategicportfolioofI
projects
• MobilisetacitandexplicitK
• Enable&managetheKcreation&deploymentprocesses
• D-R-Nprocess
ProcessmodelKMfor
innovation
Discovery
Search
Capture
Articulate
Realisation
Contextualise
Apply
Nurture
Evaluate
Support
Re-innovate
Phases
Routines
Phase:DiscoveryGenericroutine DescriptionSearch Thepassive&activemeansbywhich
potentialknowledgesourcesarescannedforitemsofinterest
Capture Themeansbywhichknowledgesearchoutcomesareinternalisedwithintheorganisation
Articulate Themeansbywhichcapturedknowledgeisgivenclearexpression
Phase:RealisationGenericroutine DescriptionContextualise Themeansbywhicharticulated
knowledgeisplacedinparticularorganisationalcontexts
Apply Themeansbywhichcontextualisedknowledgeisappliedtoorganisationalchallenges
Phase:NurtureGenericroutine DescriptionEvaluate The meansbywhichtheefficacyof
knowledgeapplicationsisassessed
Support Themeansbywhichknowledgeapplicationsaresustainedovertime
Re-innovate Themeansbywhich knowledgeandexperiencearere-appliedelsewherewithintheorganisation
Organisationallearning(Huber1991)
Organisation
Group
Individual Intuiting
Interpreting
Integrating
Institutionalising
Organisationallearning
Informationdistribution
Informationinterpretation
Organisationalmemory
Congenitallearning
Experientiallearning
Vicariouslearning
Grafting
Searching¬icing
Knowledgeacquisition
