knowledge sharing innovation

8/19/2019 Knowledge Sharing Innovation

1/19

u ng nnovat ve rgan zat on

Tubagus Hanafi Soeriaatmadja, MBA, MSi

1


2/19

Sharing Objectives

By the end of this course you will Understand about:

1. Why innovation

is

essential

for

both

individual

and

.

organization: Creative Thinking, Climate and Action

2


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Why Innovation?

Leader of Business Computer at 1985. Where are they now?

3


4/19

Why Innovation?

100

years

100

years

25

years

25

years


5/19

Why Innovation?

Our

study

in

blue

chip

group

of

companies

showed:

To

have

a

frog

leap

growth,

this group needs habits of innovation with invention in one or combination of the

followin as ects: value ro osition business rocess technolo and eo le

Growth of a High IQ

Company (%):

• Innovation with

invention

Growth of a MediumIQ Company (%):

• Innovation with

ingenuity

Innovation and

“business as

usual” do notprovide an

adequate growth

Source: BINUS

analysis,

2004

‐2009

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Why Innovation?

Your Passport for Higher Job Security


7/19

u ng nnova ve

Organization

In 3 years beat Sony

& Microsoft

Grew almost 200x in

17 years

nnovat ve rgan zat on

Creative Thinking Climate Action

• The dynamics that

underlie creative thinking • The climate for

creativity in an

• Leadership:

Fostering Systemic

Creativity

• Becoming creatively

fit

as

an individualenterprise

• Personal creative

• Purposeful

Creativity

7

connections for an

enterprise

bubble • Sustaining the

Change


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Creative Thinking

Motivation

reat ve n ng

• The d namics Curiosity &

Fear

that underlie

creative thinking Non Customer: why

they

don’t

consume? How to

creatively fit as

an individual

Brea ing &

Making

Connections:

Formin

help them do work

better?

• Breaking and

making

connections for

New ideas urrent

Customer: What

make them more

ha ?

Evaluation


9/19

Creative Thinking

MotivationWhat do you want

in life?

reat ve n ng

• The d namics Curiosity &

Fear

Do you learn

things daily that

interest ou?

that underlie

creative thinkingCreative

Profile Can you accept itwhen things don’t

creatively fit as

an individual

Brea ing &

Making

Connections:

Formin Reclaiming

wor out t e way

you thought they

might?

Do ou en o new

• Breaking and

making

connections for

New ideasCreative

Healthideas both yoursand other

people’s?

EvaluationCan you see how

most new ideas

have merit?


10/19

Breaking & Making

Connection Tools

. . .

PAMA Pit

Stop

Case

2. ERRC Grid : Eliminate, Reduce, Raise, Create (see

next

a e

1010


11/19

Breaking & Making

Connection Tools

ERRC Grid:

REDUCE

Which factors

should

be

reduced well below the

’

ELIMINATE

CREATEA NEW

VALUE

CURVE

Which of the factors

that the industry takes

for granted should be

eliminated

Which factors should be

created that the

industry has never

offered?

RAISE

1111

raised well above the

industry’s standard?


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Creative Thinking

Encourage Conflict of

Ideas

reat ve n ng

• The d namics

Encourage Risk

Taking

that underlie

creative thinking Promote Diversity

creatively fit as

an individual Organize for Intrinsic

Motivation

• Breaking

and

making

connections for

Information Flows that

Support Creativity

Using More & Less

Information


13/19

Climate

Expectations &

Behavior Underpin

mate

• The climate for

creativity

in

an

Expectations &

Behaviors Reinforcing

Creativity

enterprise

• Personal creative Providing Autonomy &

bubble

Large‐Scale Climate

Change


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Climate

Expecting mate Success

• The climate for

creativity in

an

The Bubble

Passion

enterprise

• Personal creative

The Bubble

bubble

Corporate

mates apt ng

to Personal

Climates


15/19

Action

Reduced Controls

ct on

Creativity Friendly

Rewards

• Leadership:

Fostering

Systemic

New Attitude About

Efficiency & Failure

• Purposeful

Creativity

Communicating The

Value of Creative

Change

• Sustaining the

Change Resources

Guiding The

Corporation


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Action

Stage 1: Groundwork & Immersion

ct on Stage 2: Divergent Exploration

• Leadership:

Fostering

Systemic

Stage 4 : Focused

Exploration

• Purposeful

Creativity

Stage 5: Initial Articulation of a

Potential Solution

• Sustaining the

ChangeStage 6: Development &

Transformation

Stage 7 : Implementation


17/19

Action

Plan Ahead

ct on

• Leadership:

Fostering

Systemic

• Purposeful

Creativity Expect Resistance

• Sustaining the

Change

Encourage The Flow of

Information


18/19

References

1. Creativity, Inc., Jeff Mauzy, Richard Harriman, Harvard Business School

Press, 2003

2. Innovating at

the

Top,

Roland

Berger,

Soumitra Dutta,

Tobias

Raffel &

Geoffrey Samuels, INSEAD Business Press, 2009

3. Blue Ocean Strategy, W. Chan Kim, Renee Mauborgne, Harvard Business

Press, 2005

4. “PT Pamapersada Nusantara’s (PAMA) Continuous Transformation:

Sudiarso Prasetio’s Value Based Leadership”, Tubagus Hanafi

Soeriaatmadja, BINUS

Business

School

Case

Study,

2009

5. BINUS Business School Stud on Indonesia Grou of Com anies vs.

Fortune 500 Company’s Growth, 2009

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