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Creativity + Innovation 1.10Kevin 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 1.10WelcomeRoll, AdminDiscuss ReadingGameDiscuss Reading

Kevin Popovi, SDSU Creativity + InnovationGameDiscuss ReadingGameReview ProjectsAssignment

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Kevin Popovi, SDSU Creativity + InnovationSpring BreakA Game of Collaboration

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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 ChainThree groups of interest:Idea Generation (50%)Idea Conversion 30%)Idea Diffusion (20%)15:00 to discuss, 3:00 to presentPrep for Q&A (Quiz Score) Kevin Popovi, SDSU Creativity + Innovation

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The Innovation Value ChainAll companies face obstaclesEveryone knows best practicesWhy arent all companies better at innovation?Intuit (lots of ideas, none to market)Procter & Gamble (develop internally) Kevin Popovi, SDSU Creativity + Innovation

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The Innovation Value ChainPresents innovation as a sequential 3-phase processDifferent companies face different innovation challengesIf you can identify the value chain you can identify the weakest link Kevin Popovi, SDSU Creativity + Innovation

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The Innovation Value ChainIdea GenerationIdea Development Diffusion of Developed Concepts Kevin Popovi, SDSU Creativity + Innovation

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The Innovation Value ChainInternal SourcingCross-Unit SourcingExternal SourcingSelectionDevelopmentSharing the Idea

Kevin Popovi, SDSU Creativity + Innovation

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Kevin Popovi, SDSU Creativity + Innovation

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 Chain Kevin Popovi, SDSU Creativity + Innovation

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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 ChainThree groups of interest:The Idea Poor Company (33%)The Conversion Poor Company (33%)The Diffusion Poor Company (33%)5:00 to discuss, 1:00 to presentPrep for Q&A (Quiz Score) Kevin Popovi, SDSU Creativity + Innovation

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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

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. Kevin Popovi, SDSU Creativity + Innovation

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Kevin Popovi, SDSU Creativity + Innovation

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 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?18

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 + InnovationConnect and DevelopHarvard Business Review

Class Quiz: Connect and Develop" P&G's New Model of InnovationDiscussion: Connect and Develop" P&G's New Model of Innovation20

Kevin Popovi, SDSU Creativity + Innovation

Class Quiz: Connect and Develop" P&G's New Model of InnovationDiscussion: Connect and Develop" P&G's New Model of Innovation21

Connect and DevelopMost companies are still clinging to the innovation model their innovation must principally reside in their own four walls.Whats the challenge with this model?What did they discover about P&Gs innovation landscape?Open Innovation leverages one anothers (even competitors) innovations assets: products, intellectual property, people.How did this impact P&G? Kevin Popovi, SDSU Creativity + Innovation

Challenge with model: Most businesses cant self-innovate at the rate needed for growth.Discovery: Innovation was coming from small-mid size businesses, individuals wanting to license their technology.Open Innovation: How did this impact P&G? They studied outside sources of innovation, found 1.5 M people who were qualified to help.22

Connect and DevelopHow could Open Innovation impact your group projects?Not Invented HereProudly Found ElsewhereInnovation Department now 7,500 P&G employees + 1.5 non-employees.Connect and Develop Innovation Model

Kevin Popovi, SDSU Creativity + Innovation

Open Innovation could help identify complimentary ideas, concepts, technology, process, people.Discussion: What is Connect and Develop Innovation Model: Understanding consumers needs, we could identify promising ideas and apply our own R&D, manufacturing, marketing, purchasing:Better, faster, cheaper.23

Connect and DevelopConnect and Develop Innovation ModelUnderstanding consumers needs, we could identify promising ideas and apply our own R&D, manufacturing, marketing, purchasing.Better, faster, cheaper.What were the results?CEO #1 Concern: Sustained and steady top-line growth. Kevin Popovi, SDSU Creativity + Innovation

Open Innovation could help identify complimentary ideas, concepts, technology, process, people.Discussion: What is Connect and Develop Innovation Model: Understanding consumers needs, we could identify promising ideas and apply our own R&D, manufacturing, marketing, purchasing:Better, faster, cheaper.Results: R&D Productivity Up 60%, Costs of innovation has fallen.Until companies change they will not find the numbers they need.24

Kevin Popovi, SDSU Creativity + InnovationChance favors the prepared mind.The Osaka Connection

Class Quiz: Connect and Develop" P&G's New Model of InnovationDiscussion: Connect and Develop" P&G's New Model of Innovation25

Connect and DevelopDiscover 2001: Japan-based tech entrepreneur with P&G discovers product in Osaka grocery store. Evaluates performance and finds it fits home care product and market criteria.Evaluate 2002: Tech entrepreneur sends samples to R&D for performance evaluation, posts product description and and evaluation for market potential to internal network.Launch 2003: Basotect is packaged as-is as Mr. Clean Magic Eraser. Kevin Popovi, SDSU Creativity + Innovation

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Kevin Popovi, SDSU Creativity + Innovation

Open Innovation could help identify complimentary ideas, concepts, technology, process, peo