creativity and innovation

Driving Innovation & Creativity through Human

Resources

by Fluid

June 2010

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Introduction to Fluid

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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Attraction & Selection- Retention- Remuneration & Reward - Outplacement- Training & HR consultancy

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Innovation and creativity for HR-according to Fluid

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Innovation and creativity for HR-according to Fluid

• Employer branding• Engagement and empowerment• Flexible working• Learning & development and coaching/mentoring• Performance management and appraisals• Retention• Reward• Social networking• Young people

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How HR can unlock the potential of global

innovation

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How HR can unlock the potential of global

innovation • Make the case for global innovation• Extend your skills audit to include

knowledge and relationships• Set up a new type of cross functional team• Match team location with the task• Focus on international career paths• Adjust performance measures to

encourage ‘thinking local, acting global’

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‘Blue ocean strategy’

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‘Blue ocean strategy’

• Red oceans and blue oceans• Value innovation• Pure product or service innovation• Preparing managers for work in the

knowledge economy• Aligning value, profit and people propositions• Building a culture capable of ongoing change• Mutually reinforcing elements that define fair

process

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Case study 1-Procter & Gamble

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Case study 1-Procter & Gamble

• Sleep pods • Free makeovers• Product samples• Assignment of two to four years• Idea of safe failure• Reward with a sabbatical

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Blocks to creativity

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Blocks to creativity

• Shortage of time• Historical power bases• Intolerance of failure• What can managers do

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Managing the innovators

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Managing the innovators

• Features of the most innovative organisations

• Steps to find the right balance between fostering innovation putting creativity into practice

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Undertaking an innovation health check

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Undertaking an innovation health check

• Strategy• Processes• Goals/measurement• Human capabilities• Information and knowledge management• Structure and roles• Culture• Issue resolution• Leadership

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Case study 2-ITV

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Case study 2-ITV • ITV Imagine• Commitment from the senior team to introduce

an innovation model• Know your organisation• Think about how the current design and culture

inhibits or allows an easy process flow for innovation

• Do you have a creativity and innovation strategy in your L & D function? Should you create one? Do you train people to generate ideas?

• Instill a culture of creativity, learning and innovation

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Ways to increase the pre-conditions for creativity and

innovation

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Ways to increase the pre-conditions for creativity and

innovation • Attend• Intend• Suspend• Extend• Connect

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Impact of the recession

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Impact of the recession

• Redundancies • Cutbacks• Fear can motivate change

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Innovation traffic light

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Case study 3-Department for Children, Schools and

Families

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Case study 3-Department for Children, Schools and

Families• Project with Digital Public• Harness the expertise of all stakeholders• Spark creativity by creating marketplaces

for innovation• Win respect and trust through accurate,

evidence-based advice

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Imaginative recruitment

advertisements

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Imaginative recruitment advertisements

• What great ideas are made of• Delivering a multi-platform result• The new rules of engagement• Make the most of what you’ve got• It’s all about teamwork• Are you with the brand?• Why creativity remains critical

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Attracting and exploiting the potential of breakthrough

innovators

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• What do innovators look like• How to find innovators• Test people with live ammunition• Encourage mentoring and peer

networks• Actively manage innovators’

careers

Attracting and exploiting the potential of breakthrough

innovators

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Strengths development + engagement=INNOVATION

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Strengths development + engagement=INNOVATION

• Three types of employees • Thinking outside the box• Spurring creativity• Sharing ideas with friends

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Case study 4-What If!

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Case study 4-What If!

• Background• Balance between efficiency and enterprise• Natural inertia• Feedback from clients• Forget ‘new product development’• Values• Setting the recruitment bar high• Induction

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A systematic approach to innovation

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A systematic approach to innovation

• Getting a clue• Forming the innovation team• Organising• Brainstorming• Conduct experiments• Commercialisation

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Training people to be innovative

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Training people to be innovative

• Type 1 and Type 2 innovation• Design for Six Sigma• Define• Measure• Analyse• Design• Verify

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Case study 5-IBM

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Case study 5-IBM

• Line managers traditionally measured on sales and profits not risky new efforts that represented growth and future

• EBOs• 25 since 2000• Three failed• Remaining 22 produce annual revenue of

$15B, growing at 40% each year• Evolving into a learning organisation

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Cultural characteristics of innovative workplaces

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Cultural characteristics of innovative workplaces

• Context rich• Customer close• Confidence building• Curious• Challenging • Collaborative• Defining, directing, developing and

delivering

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Creating a culture of innovation

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Creating a culture of innovation (1 of 2)

• Whet the appetite• Stake and prepare the ground• Find the seeds• Fence the garden• Plant the seeds• Tend new growth• Thin and transplant• Celebrate the harvest

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Creating a culture of innovation

(2 of 2) • Space for generating ideas• Quality of conversation• Opportunities to influence

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Case study 6-Google

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Case study 6-Google

• Similarity to campus life• Fluff and fundamental policy issues• Hiring by consensus• Positive measures, not measuring sickness• Green credentials• Scalability• Making sure line managers know how to deal

with people• For the future

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Key enablers of an innovation strategy

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Key enablers of an innovation strategy

• Motivating purpose• Stretching goals• Selected strategies• Unique core strengths• Enabling structures• Consistent and reliable systems• Courageous and connected culture• Inspiring leadership

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Common mistakes around innovation

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Common mistakes around innovation

• Confusion around the role of the leader

• Having a focus that is too narrow• Mixed messages• A laissez-faire approach to talent

management

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Creative and commercial partnerships that really

work

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Creative and commercial partnerships that really work

• Left brain, right brain• Awareness of strengths and weaknesses• Complementary cognitive skills• Trust• Raw intelligence• Relevant knowledge• Strong communication channels• Motivation

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Conclusion and questions

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Conclusion and questions

• Conclusion• Questions