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A presentation at the Life In Colour Innovation Mind the Gap seminar.
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Creating People Innovation
What is innovation?
“Innovation is trying to figure out a way to do something better than it’s ever been done before”
Matthew E. May, Elegant Solutions: Breakthrough Thinking the Toyota Way
Innovation - Just a Fad?
“Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns”
McKinsey survey on Innovation - January 2008
Innovation - Just a Fad?
“A company’s ability to innovate - to tap into the fresh value-creating ideas of its employees, partners, customers and partners is anything but faddish. Innovation has in fact become a core driver of growth, performance and valuation”
McKinsey survey on Innovation - January 2008
From the Survey…
More than 70% of senior executives consider innovation will be at least one of the top 3 drivers of growth in their companies in the next 3-5 years
Others see innovation as the most important way for companies to accelerate the pace of change in today’s global business environment
Most executives are generally disappointed in their ability to stimulate innovation
There are no best-practice solutions to seed and cultivate innovation
The structures and processes that many leaders use to encourage it are important, but NOT adequate
However, 94% of senior executives consider people and corporate culture are the most important drivers of innovation
Link Between Leadership & Innovation
As with any top-down initiative, the way leaders behave send strong signals to employees
Innovation is inherently associated with change and takes attention and resources away from efforts to achieve short-term performance goals
Holding leaders accountable for encouraging innovation makes a big difference
The research implies that most senior executives do not actively encourage and model innovative behaviour and thus do not providethe support employees need to innovate
Barriers to innovation
Senior Execs cite an unsupportive climate as a critical roadblock to achieving innovation
Inability to motivate and support people who have good ideas derail a well-intentioned innovation initiative
Not enough of the right kinds of talent available
Leaders protecting innovation
People not allocated to innovation
Global CEO Study 2006 & McKinsey Survey on Innovation - January 2008
Building an innovative environment
Stage 1: “Set the stage”
Define the kind of innovation that drives growth and helps meet strategic objectives
Stamp out fear by creating a culture that embraces risk
“I did not fail; I just found 10,000 ways that did not work.”
Thomas Edison – American inventor
Building an innovative environment
Stage 1: “Set the stage”
Define the kind of innovation that drives growth and helps meet strategic objectives
Stamp out fear by creating a culture that embraces risk Encourage diversity – value and leverage ideas from your diverse group
of employees
How can you help your people understand your strategy and why you need to be more innovative?
How do you encourage controlled risk-taking?
What is your plan to leverage diversity in your organisation?
Building an innovative environment
Stage 2: “Connect the dots”
Find people with the right mind-sets for innovation Ensure a mix of people – different levels of seniority and skill sets Combine people with different approaches to innovation Collaborate with external organisations that can compliment you
How effectively do internal teams collaborate and with which supporting tools and processes?
How often do you look outside of your organisation for ideas?
Building an innovative environment
Stage 3: “Engage”
Establish goals and objectives including measures of success Establish timeframe and commitment required Plan how to establish trust amongst members
To what extent are your employees already engaged in cross-functional teams, learning events and large-scale brainstorming events?
Building an innovative environment
“We identify areas that are most important to us through strategic planning. Then we put up rail guards and let people play in these spaces”
Bob Champagne – Dir of Corporate Development, Starbucks
Building an innovative environment
Stage 4: “Support and govern”
Define sponsorship and leadership Determine technology support required Define additional support as necessary, e.g., facilitators Define key knowledge and information inputs
Which technologies do you leverage to understand your social networks and fuel global collaboration?
Building an innovative environment
Stage 5: “Measure and motivate”
Establish performance management criteria based on individual and group success
Provide incentives and recognise employees contributions Define timing for assessment, review and modification of member group
How often do you revisit incentive and recognition programs to align them with strategic objectives, as well as to offer rewards that employees value most?
Building an innovative environment
“Innovation is a big idea with a big potential but it is wise to approach it in small steps. For most companies, the initial steps on this journey are the most critical of all”
McKinsey Survey on Innovation - January 2008
Innovation within the workplace
Top Tier Law Firm – HR practices
Innovation is relative to the industry!
Linking interpersonal behaviour with reward
360 degree feedback process linked to performance management
External agency partnership for ongoing improvements
Innovation within the workplace
BUPA Australia
Established Innovation Panel
Significant budget made available each year to foster new initiatives in the business environment
Members of innovation panel come from all functional units
Innovation within the workplace
Reputed to have directed employees to spend 60% of their time on the job; 30% of their time being helpful to others and 10% ‘thinking’
As a Leader you need to....
Assess your own leadership attributes
Connect with the ‘possibilities’ and explain why you care
Capitalise on the attributes of today’s talent
Be a role model
Help employees prioritise and not micro-manage
Collaborate and listen
Place trust in others
Recognise and reward success
Turn failures into lessons learned
Coach for job satisfaction, not just performance
As an Executive you need to....
Secure champions at the top
Align behaviours and practices
Provide structure and tools structured info sharing and problem solving online suggestion boxes creativity training
Hire and develop authentic leaders