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Creativity + Innovation 1.9Kevin Popovi, B.A., M.S.

Kevin Popovi, SDSU Creativity + Innovation

Creativity and innovation are integral to an organizations ability to survive and thrive in todays competitive marketplace.

This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting.

Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace.

Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations. 1

CourseKey

Kevin Popovi, SDSU Creativity + InnovationPlease check-in.

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Session 1.9WelcomeRoll, AdminC+I in PragueQuizDiscuss Chapter

Kevin Popovi, SDSU Creativity + InnovationQuizDiscuss ReadingLectureGameAssignment

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MGT 353 Mid-TermAn Evaluation of Understanding Kevin Popovi, SDSU Creativity + Innovation

1 hour to complete a mid-term exam

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Creative ProfileA Self-Evaluation of Your Creativity Kevin Popovi, SDSU Creativity + Innovation

Update Creative ProfilePost to BB by EOD5

The Creative ProfileUpdate your creative profile based on what you have learned from feedback on your first, and what you have learned about yourself during our class.Remember, the questions provide in the template are to get you thinking in a direction, not for you to answer specifically.


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The Creative ProfileBe sure to reflect on each section, look for substantive answers, and provide depth in your thinking.Make note of the changes you have made, if any, to demonstrate your development.


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Satellite MarketingUsing Social Media To Create Engagement Kevin Popovi, SDSU Creativity + Innovation

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Satellite Marketing Kevin Popovi, SDSU Creativity + Innovation

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https://www.facebook.com/permalink.php?story_fbid=869337733183840&id=42029131808848611


Quiz: Sustaining the ChangeChapter 8 of Creativity, Inc.

Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.

Chapter 6: Leadership: Fostering Systemic Creativity12


Sustaining the ChangeChapter 8 of Creativity, Inc.

Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.

Chapter 6: Leadership: Fostering Systemic Creativity13

Sustaining the Change As the change to systemic creativity goes forward everything requires continued attention, reinforcement, exercise, follow through and reinvention. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion14

Sustaining the Change Creativity does not want to stop.Creatives will not want to stop.Forces against creativity are so strong that without reinforcement and reinvention it will stop. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion15

Sustaining the Change Because of Motivation.The measure of the emotional investment it takes for people to break natural inertia, to move away from their attachment to their current circumstances and move towards what they want.


Class Discussion16

Sustaining the Change Systemic creativity is movement.The lack of movement is not progress, it is the status quo.What will get in its way? Kevin Popovi, SDSU Creativity + Innovation

Class Discussion17

Sustaining the Change Plan for the (inevitable) future.Remain flexible.All the ahas are in the detours (pivot).Any plan for change will change.Curiosity will discover new information.Creativity will develop new ideas. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion18

Sustaining the Change At some point systemic creativity really gets traction and becomes embedded throughout a company,evidence of the changecreative activity, the actual creative changeswill come fast and furious and all over the company, but planning can become overloaded. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion19

Sustaining the Change It is difficult to get a man to understand something when his salary depends upon his not understanding it.Change is a threat to to the order of things.Resistance is the indicator that something needs addressed. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion20

Sustaining the Change Involving people in the process helps them discover their creative potential.Reduces fear of the unknown.Increases potential for curiosity.Expect resistance, have a plan to address.Move on to the next resistance (given). Kevin Popovi, SDSU Creativity + Innovation

Class Discussion21

Sustaining the Change Encourage the flow of information.Information makes a difference in any company.In a creative company, it becomes the daily fuel that keeps the machine running.Supplement with human contact. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion22

Kevin Popovi, SDSU Creativity + InnovationQuiz: The Innovation Value ChainHarvard Business Review

Class Quiz: The Innovation Value Chain

Discussion: The Innovation Value Chain, Harvard Business Review

https://hbr.org/2007/06/the-innovation-value-chain

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Kevin Popovi, SDSU Creativity + InnovationThe Innovation Value ChainHarvard Business Review

Class Quiz: The Innovation Value Chain

Discussion: The Innovation Value Chain, Harvard Business Review

https://hbr.org/2007/06/the-innovation-value-chain

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The Innovation Value ChainAll companies face obstaclesEveryone knows best practicesWhy arent all companies better at innovation?IntuitProcter & Gamble Kevin Popovi, SDSU Creativity + Innovation

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Viewing innovation as an end-to-end process rather than focusing on a part allows you to spot the weakness and strongest links.

Discourages managers from reflexively importing innovation practices that address part of the chain but not necessarily the ones the companies needs help with.

Centers attention on the weakest link, prompts to be more selective on what will work to address the problem area

Helps managers realize a perceived innovation strength may be a weakness.

People often gravitate towards the easiest area, leaving hardest for last or hoping it goes away.

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The Innovation Value ChainA companys capacity to innovate is only as good as the weakest link in its innovation value chain.The idea poor companyThe conversion poor companyThe diffusion poor company Kevin Popovi, SDSU Creativity + Innovation

The Idea Poor Company: Build external networksSolutions Network finding answers for specific problemsDiscovery Network unearthing new ideas within broad technology or product domains.

Build internal cross-unit networks: different people from inside the same company

The Conversion Poor Company: Cant do anything with the ideas they have (cant get it across the goal line)- Multichannel funding- Safe Havens

The Diffusion Poor Company: New measures, new roles.

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The Innovation Value ChainViewing innovation as an end-to-end process rather than focusing on a part allows you to spot the weakness and strongest links.

Discourages managers from reflexively importing innovation practices that address part of the chain but not necessarily the ones the companies needs help with. Kevin Popovi, SDSU Creativity + Innovation

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The Innovation Value ChainCenters attention on the weakest link, prompts to be more selective on what will work to address the problem area


People often gravitate towards the easiest area, leaving hardest for last or hoping it goes away. Kevin Popovi, SDSU Creativity + Innovation

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Viewing innovation as an end-to-end process rather than focusing on a part allows you to spot the weakness and strongest links.

Discourages managers from reflexively importing innovation practices that address part of the chain but not necessarily the ones the companies needs help with.

Centers attention on the weakest link, prompts to be more selective on what will work to address the problem area


People often gravitate towards the easiest area, leaving hardest for last or hoping it goes away.

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The Innovation Value ChainThe innovation value chain provides a framework for managers to sort out which approaches make the most sense for their companies.

Allows you to spot the strongest and the weakest link. Kevin Popovi, SDSU Creativity + Innovation

Class Discussion: How would you use this to manage your mid-term project better?31

Kevin Popovi, SDSU Creativity + InnovationComhearThe Innovation of Audio Technology

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Company Snapshot34

San Diego CONNECT WINNERFor MyBeam35

DSP Driven Speaker ArrayDSP Driven Speaker Array

Our Goal36

DSP Driven Speaker ArrayDSP Driven Speaker ArrayComhear goal is to dominate nearfield audio applications that require immersive surround sound from a single device including directed audio and private audio applications.

Business Model

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DSP Driven Speaker ArrayLicensing Business Model

Comhear licenses reference designGenerates royalty for Sw/DSP moduleOEM purchases from ODMODM or CM pays Comhear royalty

The Problem38

4/8K screens and 3D content growing at ~ 200% CAGR

Prolonged headphone usage can lead to hearing damage

Audio Technology GAP

The Solution39

Listening Modes3D Mode

Beam Forming Mode

Applications41

DSP Driven Speaker ArrayDSP Driven Speaker Array

Theaters &Theme ParksDigital Signage KiosksDesktop PC and Console Gaming

VR/ARMobile

What People Are Saying

Thank you.43

Technology Evolution Curve 44

DSP Driven Speaker ArrayDSP Driven Speaker ArrayDominate near-field audio applications and high value categories

Platform & Feature Evolution Base Plus:Echo-cancellationSize reduction (board/processor/drivers)Whisper/Advertising Shared revenue/licensingAdvertising ProAV support models New features/specific markets

How it Works45

Digital or Analog Sound SourceDSP Driven Speaker ArrayDSP Driven Speaker Array

MyBeam Uses Digital Signal Processing (DSP) to Produce Constructive and Destructive Interference

2 SpeakersSpeaker Array

Key Market Segments46

Multibillion Dollar Market Segments

Kevin Popovi, SDSU Creativity + InnovationSpring BreakA Game of Collaboration

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Assignment

Kevin Popovi, SDSU Creativity + InnovationRead "Connect and Develop" P&G's New Model of InnovationAvailable in the reader Prepare for Quiz

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Assignment

Kevin Popovi, SDSU Creativity + InnovationRead Corporate New Ventures at Proctor & GambleAvailable in the reader Prepare for Quiz

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