© 2013: chris trimble. this presentation may be shared...

© 2013 Chris Trimble © 2013: Chris Trimble. This presentation may be shared freely as long as the content and format are not altered.

© 2013 Chris Trimble

Spoiler Alert

It is best to watch this video

after you read Stella.

© 2013 Chris Trimble

Part I – Stella’s Core Message

Part II – The Most Common Objection

© 2013 Chris Trimble

Who Really Saved the Farm?

© 2013 Chris Trimble

The TEAM saved the farm.

© 2013 Chris Trimble

How can I identify the

real innovation heroes

in my organization?

© 2013 Chris Trimble

How can I knock down at

least some of the barriers

that they will face?

© 2013 Chris Trimble 8

© 2013 Chris Trimble

Innovation is a two-part

challenge:

IDEAS

EXECUTION

© 2013 Chris Trimble

Sure, one person can come

up with an idea …

© 2013 Chris Trimble

But can one person execute?

© 2013 Chris Trimble

The execution challenge:

Tackle two tasks at once –

1) Build something new 2) Sustain what exists

© 2013 Chris Trimble

These two tasks are:

Very distinct

and very often in conflict.

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© 2013 Chris Trimble 15

Innovation requires a special kind of team.

© 2013 Chris Trimble

Not just a team

but a team with a

very specific structure.

© 2013 Chris Trimble

© 2013 Chris Trimble 18

Organizations Are Designed to be Performance Engines

Performance Engine

Ongoing Operations • Today’s Customers • Today’s Competitors • Efficiency • Accountability • On-Spec • On-Budget • On-Time • Profitable

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Fundamental Incompatibilities

Predictability Repeatability Method of the Performance Engine

Uncertain Non-Routine Realities of Innovation

© 2013 Chris Trimble

Resources for Innovation are Scarce!

Performance Engine

Innovation

20

© 2013 Chris Trimble

OK, so how do you

simultaneously:

1) Build something new 2) Sustain what exists

© 2013 Chris Trimble

The TEAM is

a PARTNERSHIP

between a DEDICATED TEAM

and a SHARED STAFF.

© 2013 Chris Trimble 23

A Special Kind of Team

PARTNER-SHIP

Dedicated Team

Shared Staff

© 2013 Chris Trimble 24

You CAN ask the Shared Staff to do MORE work …

But you CANNOT ask the Shared Staff to do DIFFERENT work.

© 2013 Chris Trimble 25

The Shared Staff Can Only Take on Tasks that:

1) Are Familiar or Quickly Learned

2) Fit Existing Workflows 3) Fit Existing Roles

© 2013 Chris Trimble 26

A Special Kind of Team

PARTNER-SHIP

Dedicated Team

Shared Staff

© 2013 Chris Trimble 27

A Special Kind of Team

Partnership Dedicated Team

Shared Staff

Project Leader

Functional Heads

General Manager

Senior Leader

Performance Engine

All Other Performance

Engine Staff

Detached Analyst

© 2013 Chris Trimble

Common Error #1 Failing to Create a Dedicated Team

Performance Engine

© 2013 Chris Trimble

Common Error #2 Isolating Innovation

Performance Engine

Dedicated Team

© 2013 Chris Trimble

Common Error #3 Breaking the Performance Engine

Performance Engine

© 2013 Chris Trimble

Common Error #4 - Asking Too Much of the Performance Engine

Dedicated Team

Shared Staff

PARTNER-SHIP

© 2013 Chris Trimble

Common Error #5 Building a Little Performance Engine

Shared Staff

LPE PARTNER-SHIP

© 2013 Chris Trimble

Common Error #6 Poorly Managed Partnership

Hostility Dedicated Team

Shared Staff

© 2013 Chris Trimble 34

A Special Kind of Team

PARTNER-SHIP

Dedicated Team

Shared Staff

© 2013 Chris Trimble

© 2013 Chris Trimble 36

The Farm’s Special Kind of Team

Stella

Andrea The Alpaca

Matt Max

Maisie

Animal Care Staff

Mav

Rambo

Bull

Deirdre

Performance Engine

All Other

Animals Esp. Sheep

Einstein

© 2013 Chris Trimble

How hard is it to have a productive

discussion about Stella?

© 2013 Chris Trimble

It is easy!

Just gather a few colleagues for a casual meeting to discuss:

Who really saved the farm?

© 2013 Chris Trimble

Part I – Stella’s Core Message

Part II – The Most Common Objection

© 2013 Chris Trimble

A Dedicated Team for a single initiative seems very expensive.

It is always necessary?

© 2013 Chris Trimble 41

What is innovation?

Sustaining Disruptive

Incremental Radical Reverse Strategic

Architectural Modular

Competence Enhancing Competence Destroying

© 2013 Chris Trimble 42

Definition of Innovation:

Any project that is new to you and has an uncertain outcome.

© 2013 Chris Trimble

Innovation Spectrum

Harder Easier

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Projects require resources.

© 2013 Chris Trimble

Physics of Innovation

Rtot = Rops + Rinn

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The Critical Resource: TIME

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

© 2013 Chris Trimble 47

The Critical Resource: TIME

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

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Part Time Contributions from All

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Innovation

© 2013 Chris Trimble 49

Part Time Contribution from Some

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Innovation

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Full Time Contribution from a Few

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Inn

ovat

ion

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Innovation Depends on “Leftover” Resources

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Inn

ovat

ion

Innovation

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The Key to Success:

Assign the right tasks to the right people,

full time and part time.

© 2013 Chris Trimble

Innovation Spectrum

Harder Easier

© 2013 Chris Trimble

Innovation Spectrum

Harder Easier

Model R

Model S

Model C

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Three Models for Innovation

Model S Small

Model R Repeatable

Model C Custom

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Model S

• Create a “Culture of Innovation”

• Encourage all employees to pursue innovation every day, on their own initiative.

• Innovation = Ideas + Motivation

© 2013 Chris Trimble 57

Model S Roles

PART TIME FULL TIME

Model S Take Initiative Provide Support

© 2013 Chris Trimble

Innovation Spectrum Model S is for Small Projects

Model S

Limitations of Individual Slack Time

Harder Easier

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Model R

• Repeatable Innovation

• Treat innovation like any other business process. Script it. Make it efficient. Make it routine.

• Innovation = Ideas + Process

© 2013 Chris Trimble 60

Models S and R: Roles and Responsibilities

PART TIME FULL TIME

Model S Take Initiative Provide Support

Model R Commercialize Develop

© 2013 Chris Trimble

The more efficient the innovation process becomes, the more

specialized it becomes.

© 2013 Chris Trimble

Innovation Spectrum

Harder Easier

Model R

Model S

Model C

Limitations of Repeatability

Limitations of Individual Slack Time

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A Special Kind of Team

PARTNER-SHIP

Dedicated Team

Shared Staff

© 2013 Chris Trimble 64

Three Models: Roles and Responsibilities

PART TIME FULL TIME

Model S Take Initiative Provide Support

Model R Commercialize Develop

Model C

Familiar Tasks

Existing Workflows Same Roles

Unfamiliar Tasks New Workflows Custom Roles

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Three Models: What Each Delivers

Model S Lots of small projects

Model R

Model C

Series of similar projects

One special project

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Three Models: How Each Deals With the Performance Engine

Model S Squeeze innovation into the slack in the system.

Model R

Model C

Make innovation look as much like day to day operations as possible

Separate incompatible innovation tasks from day to day operations

© 2013 Chris Trimble © 2013: Chris Trimble