an executive s appraisal the needs for values …an executive’s appraisal the needs for values...
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AAANNN EEEXECUTIVEXECUTIVEXECUTIVE’’’SSS AAAPPRAISALPPRAISALPPRAISAL
TTTHEHEHE NNNEEDSEEDSEEDS FORFORFOR VVVALUESALUESALUES CCCENTEREDENTEREDENTERED IIINNOVATIONNNOVATIONNNOVATION
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Between September 2009 and January 2010, IBM surveyed over 1,500 CEOs, general managers
and senior public sector leaders who represent different sizes of organizations in 60 countries
and 33 industries around the world. They produced a report entitled Capitalizing on Complexity
(www.IBM.com/CEOStudy2010).
Samuel J. Palmisano, Chairman and Chief Executive Officer of IBM summarized the study:
Three widely shared perspectives stand out in relief:
The world’s private and public sector leaders believe that a rapid escalation of
“complexity” is the biggest challenge confronting them.
They are equally clear that their enterprises today are not equipped to cope effec-
tively with this complexity in the global environment.
Finally, they identify “creativity” as the single most important leadership compe-
tency for enterprises seeking a path through this complexity.
The report further stated:
Creative leaders invite disruptive innovation, encourage others to drop outdated approaches
and take balanced risks.
While the leadership quality most cited by the 1,500 CEO’s was creativity (60%), the next top-
rated qualities were integrity (52%) and global thinking (35%).
DEFINING A SENSE OF STRATEGIC URGENCY AND PRIORITIES FOR INNOVATION
To what degree does the executive team agree on a sense of urgency for each of these domains? Revenue-producing (top-line) innovations – For example, innovations in:
Products / services Technologies Design Brand experiences Marketing and sales Advertising
Process (mid-line) innovations – For example, innovations in:
Re-engineering TQM / Kaizen Six-sigma Productivity improvement Supply-chain management Distribution channels
Talent and knowledge innovations – For example, innovations in:
IT systems for Knowledge Management Knowledge creation Talent and character development Centers of Excellence Communities of Practice Intrapreneur-ism
Leadership innovations – For example, innovations in:
Business models Business strategy Organizational culture Organizational design Leadership development Management practices
Stakeholder innovations – For example, innovations in:
Supplier relations Brand identity Customer loyalty Academic alliances Strategic partners Community relations Environmental sustainability Corporate Social Responsibility
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Which end of this spectrum best describes how the executives develop a business strategy?
To what degree are executives accountable for, and appraised, on the following:
A strategy based on a single forecast and set of assumptions
A composite of multiple strategies based on multiple
sets of assumptions <<<< >>>><<<< >>>>
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4. Stakeholder impact, such as: Uplifting the economic, health and education well-being of communities and society Supporting the viability and sustainability of our planet’s natural resources Developing brand reputation based on sincere values Promoting the well-being of all stakeholders, including customers, suppliers, academics, government, and non-profit NGOs
3. Employee impact, such as: Fostering a healthy workplace that brings out the talent and wisdom of employees Finding effective ways to create and share new knowledge Developing people in alignment with personal values and a balanced lifestyle Engaging each person’s physical, mental, emotional and spiritual capacities
2. Financial impact, such as: Offering products and services that meet customers’ true needs in a sustainable fashion Marketing and selling in a way that demonstrates trustworthiness and integrity Implementing work processes that make jobs more meaningful as well as effective Demonstrating wisdom about expenditures and the use of resources
1. Character impact, such as: Fostering meaningful innovation with high ethical standards Integrating human values (good character, moral virtues) into the organization culture Developing leaders (leadership) based on the wisdom of both the East and West Instituting business models that serve constituents with a symmetry of benefits
DEVELOPING AND SUSTAINING A CULTURE FOR INNOVATION
To what degree does the executive team as a whole carry out their role as sponsors of a robust culture for innovation – a culture characterized by:
Values-centered vision, purpose and goals to give people meaningful “stretch goals” to strive for
Dual-results are esteemed: achievement + new learning to ensure that knowledge-creation is assessed along with tangible accomplishments, especially when “stretch goals” are involved
Strategically urgent priorities for innovation, with sufficient risk-taking to focus everyone on the most important priorities for innovation
Personally meaningful and empowering engagement
to provide the energy, motivation, courage, and character of people throughout the organization to work on those priorities
Systemic understanding and a common language for innovation to gain a “systems integrity” and view needed for wholistic solutions to emerge
Evocative and self-spreading participation in ideation to bring out the natural capacity of people to contribute their original, creative ideas
Decisions taken with input from all stakeholders to strengthen the collaboration needed to implement any decision, especially when multiple stakeholders are impacted
Commitment to change is role-modeled by top leaders to provide the unity of thought, word and deed essential to implementation
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To what degree do executives need more effective capabilities and methods to:
Effectively diagnose their organization’s strengths and deficiencies for producing innovative results
Actualize the organization’s knowledge management potential Encourage a “systems thinking” approach to identify the source of
a problem and solve it more fully and efficiently Align innovation initiatives to a higher purpose, so people are
energized to use their full talent Reshape the approach to achieving tangible business results, so the
goals and measures become a natural driver of innovation
How well do the executives consciously work together to increase the organization’s Intellectual Capital - in each of these five ways:
Increase “Renewal Capital” by strengthening the ability to develop new product and service innovations
Increase “Process Capital” by strengthening the ability to
embed wisdom into everyday work processes Increase “Human Capital” by strengthening the talent pool
and finding effective ways to create and share new knowledge Increase “Leadership Capital” by strengthening innovative
business models, organization design and culture Increase “Relationship Capital” by strengthening relationships
with customers, suppliers, academics, NGOs, and society
© 2011 Values Centered Innovation Enablement Services Pvt. Ltd. All rights reserved
GUIDING AND LEADING COLLEAGUES AND SUBORDINATES TO BE INNOVATIVE
To what degree do the executives role-model the following mindset
and skills for being innovative:
Commitment to vision + human values to maintain a momentum throughout the entire innovation process, from start to finish
Conscious risk-taking
to respond to the urgency of new opportunities, challenges, and external pressures
Character and courage to evoke the innovative best of each person to channel their energy towards fulfilling the vision, mission and goals
Cooperative learning
to gather and create needed knowledge, which becomes the stimulus for innovative thinking
Creativity to develop original, novel solutions using curiosity and resourcefulness while taking advantage of diverse styles, talent and experience
Collaborative decisions
to ensure buy-in and engagement to implement, and to ensure that innovation is practiced within and between all parts of the organization
Congruence in thoughts, words and deeds
to generate the trust, credibility, and togetherness needed to implement any innovative solution
Celebration of achievements and new knowledge
to provide a sense of completion that re-energizes the capacity for sustainable innovation
© 2011 Values Centered Innovation Enablement Services Pvt. Ltd. All rights reserved
Purposeful: see the big picture; envision what’s important
Dauntless: are comfortable with ambiguity; take prudent risks
Self-aware: are open to new ways of doing things; maintain
confidence in tough situations
Incisive: assess situations systemically, holistically; gain clear
insights in complex situations
Inventive: generate many options; look at problems in new
ways
Evaluative: make decisions based on values; look beyond “the
numbers”
Transforming: energize self and others; act with integrity to
keep agreements
Rewarding: share credit; seek to see the positive in others
To what degree do
executives embody the
following qualities for
leading innovation:
Expand the depth and breadth of innovative thinking Coach associates to develop innovative solutions that have
a meaningful impact Cultivate a healthy respect for differences, to reduce
conflict and increase group innovativeness Help workgroups gain insights and inspiration about the
future they can create together Promote the character and courage that people need to
“rise to the occasion” with innovative challenges
To what degree do
executives need more
effective capabilities
and methods to:
© 2011 Values Centered Innovation Enablement Services Pvt. Ltd. All rights reserved
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There are 5 streams and 13 integrated modules that strengthen your aware-
ness, skills and knowledge for innovation, using a 4-step adult learning model