sfa conference presentations · unless otherwise noted, all data referenced in this is from 2017...
TRANSCRIPT
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Everyday InnovationDr Hubert Henry
Director of Innovation Bord na Móna Plc.
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Building a competitive advantage through Innovation
• Dr Hubert Henry, Director of Innovation, Bord na Móna Plc.
Contents
• Introduction
• What is Innovation in small firms and in Bord na Mona
• Building a collaborative approach to innovation in BnM
• Examples of Innovation in BnM
• Concluding remarks for all Innovators
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Have an open mind and make time for innovation!!!
The General Publics Concept of Innovation !
Innovation is the harnessing of ideas for the commercial benefit of a business
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• What is Innovation in
• Small firms and in Bord na Móna?
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• Innovation is the harnessing of ideas for the commercial benefit of a
business or group
• Such ideas range from small continuous improvements to larger cost-
saving projects, right through to the development of radical new
approaches.
• Through these ideas, the primary aim of Innovation is to drive future
growth and profitability in an enterprise.
But…..
• Building a Collaborative Approach
• To Innovation
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The Innovation Cycle
4
Reinvestment
3
Exploitation
2 Implementation
1
Ideation
Identify
�Collection (Ideas mining)
�Market insights
�Prioritisation (picking the best)
� Initial investigation (the quick look)
�Business case
�Prototype development
�Prototype testing
� Financial modelling
�Procurement
� Innovation Matrix
�Portfolio Management
Identify the opportunity
Getting the balance right
Getting the return
�Marketing plan
� Sales and distribution plan
� Launch promotions
Project
delivery
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� Innovation is the harnessing of ideas for the commercial benefit of a business or group
� Such ideas range from small continuous improvements to larger cost-saving projects, right through to the development of radical new approaches.
� Through these ideas, the primary aim of Innovation is to drive future growth and profitability in an enterprise.
(i) De-centralisation
(ii) Open model (collaboration)
(iii) Innovation in the horizons
The Core Approach!
10%
20%
70%
Commitment Process
VisionPeople
The Key Requirements
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Commitment Process
VisionPeople
The Key Requirements
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• Examples of Market
• Innovation within Bord na Móna
Innovation in BnM
1948
Today
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• Concluding Remarks for all
Innovators!
I decided to do something about it!
EVERYDAY INNOVATION, is essentially an innovation
management DIY toolkit! It is available in paperback
/ PDF / ePub / Kindle
from www.SuccessStore.com or by contacting the
publishers at Oak press (00 353 86 244 1633) -
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“Borrowed
Ideas”
10%
“Eliminate
Waste”
40%
“Continuous
Improvement”
40%
COURESTY OF CRANFIELD/AXA IRELAND
”New Ideas”
10%
Origin of Innovative Ideas
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• Thank You
Innovation in RetailGillian Maxwell
DirectorTiger Retail Ireland
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Panel discussion
• Hugh Henry, Head of Innovation and R&D, Bord na Móna• Gillian Maxwell, Director, Tiger Retail Ireland• Bernie Kinsella, Managing Director, Wheels Couriers• Bob Gray, Design Director, Red&Grey
SFA Chair's address
Sue O'Neill Managing Director, Shellcove
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Ministerial address
Mary Mitchell O'Connor TD, Minister for Jobs, Enterprise and
Innovation
Ireland and the new world order
Ian Kehoe
Editor Sunday Business Post
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Ireland and the new world order
Ian KehoeEditor
Global threats, global opportunities?
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Impact on Irishbusiness
Navigating the future
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Ireland: A Model of SubstanceDanny McCoy
CEOIbec
Panel discussion
• Ian Kehoe, Editor, Sunday Business Post• Danny McCoy, CEO, Ibec• Dave Byrne, Managing Director, Dualtron Ltd
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Rewriting the rules for the digital age
Fiona KenefickManager, Human Capital Practice
Deloitte
2017 Deloitte Ireland
Human Capital Trends
Rewriting the rules for the digital age24th May 2017
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Research overview
Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age.
Deloitte’s largest and most extensive human capital survey to date
10,000+business and HR leaders
140 countries
The organisation of the future: Arriving now
Talent acquisition: Enter the cognitive
recruiter
Performance management: Play a winning hand
Digital HR: Platforms, people
and work
Diversity and inclusion: The reality gap
People analytics: Recalculating the
route
The future of work: The augmented workforce
Leadership disrupted: Pushing the boundaries
The employee experience: Culture, engagement and
beyond
Careers and learning: Real
time, all the time
2017 Deloitte Irish Human Capital Trends
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Ranking of 2017 Irish trends by importance
Talent Trends
Robotics, Cognitive Computing and AI
The augmented workforce
Digital HR
People Analytics
Diversity & Inclusion
Employee Experience
Leadership
Performance Management
Careers & Learning
Talent Acquisition
Organisation of the Future
44%
58%
63%
67%
69%
78%
81%
81%
82%
86%
87%
Percentage of total responses ranked as important/ very important
The 0rganisation of the future: Arriving Now
• Shift from hierarchy to empowered networks
• Organisations are designed for speed and agility
• Resistance to Org Design
• Collaboration in networked teams
Shifting from traditional organisational models towards multidisciplinary teams who are
empowered to make decisions, have access to the right skill sets and free to adapt to market
developments without having to navigate traditional hierarchies.
Lessons from the Front LineWhat’s happening?
• Despite its importance, only 32% of Irish organisations perceive
themselves as ready to deal with this trend
• Examine new collaboration tools i.e. Slack, Trello, Facebook ‘workplace’
and Skype.
• Use Organisational Network Analysis (ONA) - ‘who is talking to whom’.
• Embrace the speed of change
• Make talent mobility a core value
• Form an organizational performance group
• Adopt continuous, feedback based performance management
• Case of ‘overwhelmed’ employee
8%are highly agile today
66%Say agility is very important yet…
Only
87%Very important or important
Organising for speed, agility, adaptability
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The 0rganisation of the future: Arriving Now
• A phased approach encompassing the below four steps will unlock the
flexibility required to deal with today’s rapid change
Unlocking the flexible organisation in four steps
Having a clear
mandate and
vision
Information
sharing
Remaining
close to core
business
Duplication of
activities
Ensuring that
pace is
maintained
Incomplete
deployment of
agile teams
Create Conditions for Flexible Design
Protect the Core & Disrupt at the
Edge
Adopt a Collaborative
Systems Mindset
Unleash the Networked Teams
What needs more work? What works well?
87%Very important or important
Talent Acquisition: Enter the cognitive recruiter
Lessons from the Front LineWhat’s happening?
• Leverage new technologies
• Build a digital employment brand
• Create a compelling candidate experience
• Broaden and expand sourcing channels
• Integrate sourcing
86%Very important or important
Technology
front and
centre
Availability of Talent
Employer
Brand and
EVP
Leading organisations are embracing social networking, analytics and new cognitive tools
to find people in new ways
Case Study
Case Study
79% of Irish organisations do not use robotics,
cognitive computing, or AI for recruitment activities
54% of organisations’ applicants are not aware of the
employers’ social media brand on sites such as Glassdoor
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Careers and learning: Real time, all the time 83%Very important or important
Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New
Culture of Learning: Cultivating the Imagination for a World of Constant Change
The changing nature of the career
Length of career Average tenure in a job
60 to 70 years 4.5 years 5 years
Organizations need to deliver learning that is always on and always available over a range of mobile platforms
59%will be restricting their career models
71% have internal mobility models but…
…41% are not well used
Case Study
The employee experience:Culture, engagement, and beyond
of respondents have an employee experience that does not help in
attracting and retaining top talent
of leaders felt that they were ready/very ready to deal with employee experience
33%
34%
of organisations never measure employee engagement
21%
of organisations do not have an
integrated employee experience strategy
31%
78%Very important or important
Irish HC Trends data 2017
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The employee experienceSimply Irresistible Organisation Model
Old rules New rules
Employee experience defined by annual engagement surveys
Employee experience defined as a holistic view of life at work, requiring constant feedback, action, and
monitoring
Culture is a topic on the company website and perhaps on the wall, but not measured or defined
through behavior
Company uses tools and behaviors to measure, align, and improve culture during change, M&A, and other
major initiatives
Companies have a series of HR leaders across recruiting, learning, rewards, engagement, and other
HR services
Companies have someone responsible for the complete employee experience, focused on employee
journeys, experiences, engagement, and culture
Compensation, benefits, and rewards are managed with a focus on benchmarking and fairness
Compensation, benefits, rewards, and recognition designed to make people’s life better and balance
financial and nonfinancial benefits
Wellness and health programs focused on safety and managing insurance costs
Companies have an integrated program for employee wellbeing focused on the employee, her family, and
her entire experience at life and work
Rewards designed to cover salary, overtime, bonus, benefits, and stock options
Rewards also include nonfinancial rewards: meals, leaves, vacation policy, fitness, and wellness
programs
Employee self-service is viewed as a technology platform that makes it easy to complete HR
transactions and reports
The employee experience platform is designed, mobile, and includes digital apps, prescriptive
solutions based on employee journeys, and ongoing communications that support and inspire employees
The employee experienceNew rules
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Other Key Takeaways
Talent Acquisition
Organisation of the future
• With the constant change in jobs and skills, finding the right people the right way has become paramount
• Invest in new technologies and create a positive digital employer brand
• Companies are moving from traditional hierarchical models to more agile teams
• Examine new collaboration tools to increase agility within your organisation
• Create an environment and the systems that allow employees to constantly learn and relearn
• Allow for developmental and rotational assignments and actively manage your employee brand
Careers & Learning
Welcome to the 4th
Revolution!
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Rewrite the rules
Fiona KenefickHuman Capital, [email protected]+353 877881895
www.deloitte.com/hctrends
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu
Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and
independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche
Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal
structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations
of public accounting.
Copyright © 2017 Deloitte Development LLC. All rights reserved
Building a Highly Productive Team
Ciara ConlonProductivity Coach
EQuita Group
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Ciara Conlon EQuita Consulting @EquitaConsult @ciaraconlon
Building a Highly Productive Team
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PURPOSE
GOALS
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TEAM ROLES
STRUCTURES
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BOUNDARIES
Thank You!
Ciara Conlon
@EquitaConsult
@ciaraconlon
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Panel discussion
• Fiona Kenefick, Manager, Human Capital Practice, Deloitte
• Ciara Conlon, The Productivity Coach, EQuita Group• Michael Dawson, Group CEO, One4all
Keynote address
Niamh BriggsInternational Rugby Player
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Thank you