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im21: innovation/measurement/21st century

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Presentation on theme: "im21: innovation/measurement/21st century"— Presentation transcript:

1 im21: innovation/measurement/21st century
Creativity ≠ Innovation How Organizations Can Really Make Innovation Happen Barbara Kivowitz Senior Partner im21: innovation/measurement/21st century

2 Innovation & Financial
Performance Performance in % Points Innovation “The greater the amount of innovation, the greater the market and financial performance” Soo, Devinney, Midgley & Deering (2002)

3 What have innovative companies done?
3M – corporate goal of achieving 30% of sales from newer products. "3M 15% Rule" allows employees to spend 15% of their time on projects of their own choosing Google – holds 8 brainstorming sessions a year with 100 engineers. All engineers can dedicate 20% of their time to pet projects Toyota – OObeya = big, open office. Brings together people from all parts of the company every month to discuss design, costs, mistakes, bottlenecks. Has saved Toyota millions of dollars P&G - shifted from R&D as the innovation pipeline to C&D, "Connect and Develop.” P&G acquires 50% of its innovations outside the company, resulted in 3 successful new products in the first 6 months Whirlpool - group of employees serve as innovation consultants to assess best ideas and strategies to market. Employees submit ideas via a corporate-wide virtual bulleting board. A third of senior leader pay is tied to innovation. Whirlpool had record results in 2005 GE – GE WorkOut – 60% of projects initiated in this creativity program become successful products

4 Customers don’t buy innovations
They buy solutions to problems Remember the Segway

5 Defining Our Terms Creativity Innovation
Creativity is thinking up new things. Innovation is doing new things.

6 CREATIVITY Generation of new & unusual ideas Divergent thinking Quantity driven process

7 4 Rules of Idea Generation
Withholding judgment Freewheeling Generating a quantity of ideas Hitchhiking

8 Brainwriting: Quick & Quiet

9 Exercise How many uses can you come up with for:

10 Barriers to Creative Thinking
Creativity is the ability to modify self-imposed constraints. Functional fixedness Previous experience Excessive faith Intolerance of ambiguity Paradigms Emotion and Assumptions

11 The Astronaut Pen (urban legend #1)
During the space race in the 1960’s NASA was faced with a major problem. The astronauts needed a pen that would work in zero gravity. NASA spent $1.5 million developing the “Astronaut Pen.” It enjoyed minor commercial success back on Earth. The Russians were faced with the same problem. They used a pencil.

12 Let’s Do Some Math 1000 40 30 20 10


14 Let’s Do Some Math 1000 40 30 20 10 4100

15 A radio conversation with the US Chief of Naval Operations (urban legend #2)
NAVY: Please divert your course 15 degrees to the North to avoid a collision CIVILIAN: Recommend you divert YOUR course 15 degrees to the south to avoid a collision NAVY: This is the captain of a US Navy ship. I say again, divert YOUR course CIVILIAN: No, I say again, you divert YOUR course NAVY: THIS IS THE AIRCRAFT CARRIER ENTERPRISE. WE ARE A LARGE WARSHIP OF THE US NAVY. DIVERT YOUR COURSE NOW! CIVILIAN: This is a lighthouse. Your call.

16 Exercise: How do you spell your name How else could you spell it?

17 SALE Solution After Last Example

18 The process of turning ideas into money
INNOVATION: The process of turning ideas into money Implementation of great ideas Convergent thinking Quality driven process Implementation of great ideas Convergent thinking Quality driven process



21 Can you help TiVo? Problems:
TV networks & advertisers hate TiVo’s ad skipping functionality TiVo loses advertising revenue Customers miss ads that could actually be useful

22 “Of all the core functions of most companies, innovation has the most competitive value —and is managed with the least discipline.” Booz Allen Hamilton

23 Creative Problem Solving Process
Data Reframe Complete Solution Set Idea Clusters Project Plan Risk Analysis CLARIFY IDEATE DEVELOP IMPLEMENT Pinpoint the problem to solve Come up with new ideas Refine ideas into strong solutions Put the plan into action Stakeholder Plan Mess

24 THE MESS: How can we make our space look better?

25 Clarify What data do we need in order to fully understand our problem?
Tool: 5W’s & an H Who What Where When Why How How might we reframe our original problem statement to make it more solvable, profitable, or innovative?

26 REFRAME: How can we make our space look better?
How can we create a “green” space? In what ways might we construct our space to promote productivity? In what ways might we construct our space to promote creativity? How can we foster knowledge sharing through the use of open space design? How can we eliminate the need for space?

27 Ideate Go for quantity & explore a wide range of ideas
Tools: Brainwriting SALE Converge and chose the ideas that have the greatest potential

28 Develop Strengthen the ideas from multiple angles – customer experience, features, marketing, sales, etc. Tool: PPCO – Pluses Potentials Concerns Overcomes

29 Implement: Project Types
Paint by Numbers know WHAT to do know HOW to do it Yes No Quest Fog Movie Eddie Obeng, All Change: Project Manager's Secret Handbook

30 CPS Fundamental Concepts
Assumptions Everyone is creative in some way Creative skills can be learned Thinking Divergent: Expansive - creating options Convergent: Analytic - making choices Components Exploring the challenge Generating ideas Planning for action Essentials An open-minded environment Diversity Objectives New ideas and useful, profitable solutions A different way of thinking about problems and challenges Roles Problem Owner Facilitator

31 Remember: When doing creative problem solving --
Notice interesting problems Defer judgment Question assumptions Seek diversity Look at ideas affirmatively


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