Presentation on theme: "Innovation, an EFQM perspective Hervé legenvre"— Presentation transcript:
Innovation, an EFQM perspective Hervé legenvre
My background Trained at the university of technology of Compiegne in technology transfer management Worked with product development teams - Renault Head of major account and Knowledge development – EFQM Phd on history of inventors – Paris sud economic department
EFQM: Our structure Over 700 EFQM Member Organisations across every sector and size – both public and private EFQM Governance Board CEOs from Members EFQM CEO & Management Team Major Accounts & Knowledge Development Membership Services and Operations European Awards & Recognition Schemes Pact Leadership events Communities of Practice Training Publication Benchmarking Conferences Committed to Excellence Recognized for Excellence EFQM Excellence Award Assessor network EFQM, the driving force to Sustainable Excellence
EFQM vision Active membership Leadership group as role model Redefining the forefront of excellence Strong relationship with EEC More visible and upgraded recognition THE VISION 1000 ambitious and active members A new and visible Pact across different industries Leadership event and cases – Connecting with Executives The enabling network to implement Lisbon Strategy One integrated EFQM Excellence Award and recognition scheme BACK TO BASICS AS A FOUNDATION
Some key ideas I will share with you Uncertainty is the source of all innovation We live in a very uncertain world Innovation is not just luck Leading innovation Innovation strategy Developing people for innovation Innovation process Measuring innovation
Innovation Why should we care?
Uncertainties ahead Death Energy New competitors Climate changes Human enhancement Aging population
Innovation Is it about luck?
One view on innovation The lucky one
One view on innovation Penguin effect More hype than real innovation
What is Innovation? Characteristics of Innovative Organisations (I) Source: BDU 2004 Innovation support by conscious exemplifying and encouraging Innovation as a top priority Systematic detecting of market and technology trends Innovation as part of the organisation strategy Innovation budget Innovative organisations Less innovative organisations Not innovative organisations in %
What is Innovation? Characteristics of Innovative Organisations (II) in % Innovation is driven by the knowledge level of employees Innovation is driven by ideas of people Innovations comes from a pushing position Innovation is a reaction to market requirements Innovative organisations Less innovative organisations Not innovative organisations Source: BDU 2004
Innovation supports a Strategy Cost-Leadership Technology leadership Customer solutions Reach target cost faster! Best performance ! Customer intimate!
innovation How can we make it happen?
The EFQM Framework for Innovation Characteristics Complementarily between Excellence and innovation European flagship for innovation Strengthen the innovation capability and results of the organisation while taking into account different stakeholder perspectives Value Creation through innovation Assessment specialized in innovation
An alternative view on innovation Leadership People Partnerships & Resources Partnerships & Resources Policy & Strategy Policy & Strategy People Results People Results Society Results Society Results Customer Results Customer Results Processes Key Performance Results Key Performance Results The EFQM framework for innovation
Enabling innovation As a leader, how do you encourage innovation? As a leader, how do you encourage innovation? How do you make your people more innovative? How do you make your people more innovative? How do you involve suppliers, use information and ensure appropriate funding for innovation? How do you involve suppliers, use information and ensure appropriate funding for innovation? How do you plan for innovation? How do you plan for innovation? How do you make sure that in the end Innovation delivers results? How do you make sure that in the end Innovation delivers results? And, of course how do you measure success?
Criteria of the EFQM Framework for Innovation Leadership (Overview) Excellent leaders cultivate an innovation culture. They are personally involved in developing and enhancing a clear set of directives for successful innovation used by everyone in the organisation. They interact with stakeholders on innovation. They consider the following points: Promoting innovation Personal involvement Engaging with stakeholders for innovation
Criteria of the EFQM Framework for Innovation Leadership (Engaging with stakeholders) Engaging with customers and other stakeholders as a source of innovation –The divisions technical directors are responsible for communicating their customers needs to the technologists throughout 3M. Its a 3M axiom that products belong to the division, but technologies belong to the company. (3M) Source: Coyne 1997
Criteria of the EFQM Framework for Innovation Policy and Strategy Excellent Organisations continuously scan for innovation opportunities. They develop innovation policies and strategies that are integrated within the organisation overall strategy before being communicated, deployed, reviewed and updated. They consider the following points: Scanning for innovation Deciding on innovation priorities Managing innovation as part of overall management system
Criteria of the EFQM Framework for Innovation Policy and Strategy (Scanning for Innovation) Collecting innovation ideas from employees: IBM (InnovationJam) –Brainstorming with people (including employees families and customers) in 104 countries in an internet workshop – new ideas –Up to 100 million dollar funding is committed to develop the best ideas of the jam process
Criteria of the EFQM Framework for Innovation Policy and Strategy (Deciding on Innovation Priorities) Defining the organisations appetite for innovation –BMW: Leading innovation –Dell: "We're not the company that's going to convince you that one architecture is better than the other. But we are the company that's going to deliver the most popular ones at the best value." –Sony: Leader in many market niches Defining the organisations appetite for innovation –We identify customer problems, anticipate their unarticulated needs, and come up with innovative solutions. We are not a commodity marketer. (3M) Aligning the innovation strategy with the lifecycle of existing products and services –Splitting itself into two companies to avoid catching only blockbuster ideas but also enter small, emerging markets (high tech industries e.g. pharmacy, IT)
Criteria of the EFQM Framework for Innovation People Excellent Organisations empower and educate people by creating a context that allows innovation to happen. They consider the following points: Empowering people for innovation Educating for innovation Creating an innovation friendly context
Criteria of the EFQM Framework for Innovation People (Empowering People for Innovation) Providing entrepreneurial challenges –Our researchers often come up with their own new product notions, which they shop around the company. In effect, our researchers need to be entrepreneurs as well as innovators. They play a direct role in bringing technology from the lab to the marketplace. (General Electric) Rewarding and recognising people and teams for innovative ideas –Implementation of annual innovation awards (different industries)
Criteria of the EFQM Framework for Innovation People (Innovation Friendly Environment) Ensuring people have the resources and space to explore innovative opportunities –15 percent rule: Allows all technical personnel to dedicate as much as 15 percent of their time to working on projects of their own choosing. (3M) Creating a workspace that supports creativity and communication through co-location and connections –Building companywide communities of practice to share knowledge and experience (Hilti AG)
Criteria of the EFQM Framework for Innovation Partnerships and Resources To innovate, excellent organisations continuously build on their network of partners. They manage finance, technology and knowledge accordingly. They consider the following points: Partnering for innovation Funding innovation Managing technology and knowledge for innovation
Criteria of the EFQM Framework for Innovation Partnerships and Resources (Partnering for Innovation) Building an innovative partnership network –Scoring the world for the top scientists to develop new refrigerants. Networking with them to save time, energy and manpower. (DuPont)
Criteria of the EFQM Framework for Innovation Processes Excellent organisations develop and enhance relevant organisations structure, processes, methods and tools to successfully manage innovation projects and activities that focus on customer current and future needs. They consider the following points: Developing appropriate structures Managing / enhancing the innovation process Managing innovation projects / programmes
Criteria of the EFQM Framework for Innovation Processes (Developing appropriate structures) Using small entrepreneurial cross-functional teams to quickly scope ideas and opportunities –Setting task forces to explore the potential of discoveries. (Different industries) Establishing separate structures or ventures to enable radical innovation –Establishing a process that actively manages spin-offs to foster innovation that doesnt fit into the overall innovation strategy (different industries)
Criteria of the EFQM Framework for Innovation Processes (Managing the Innovation Process) Using a structured stage-gate logic to steer and manage the innovation process –Stage gate process with a mixture of examination / critique of senior scientists / research managers and benchmark data from other projects. (Pfizer) Eliminating innovation bottlenecks and optimising time to market –Integrating testing groups into innovation teams at the very early stages of development to reduce sources of errors (e.g. software development)
Criteria of the EFQM Framework for Innovation Processes (Managing Innovation Projects – Innovating Together with Lead Users; 3M) The lead user process Phase 1: Laying the foundation –Identifying markets –Identifying key stakeholders within the company Phase 2: Determining the trends –Talking to experts to find out where the trend leads to Phase 3: Identifying lead users –Identify users at the leading edge of the target and related markets –Gathering information to identify especially promising innovations / ideas that may lead to breakthrough products –Begin to shape preliminary product ideas / assess the business potential Phase 4: Developing the breakthroughs –Move preliminary concepts toward completion –Hosting workshops with marketing / technical people and the lead user team –Develop recommendations and present them to senior managers –At least one member of the lead user team should stay involved in further steps of development Source: Von Hippel, Thomke, Sonnack 1999
Criteria of the EFQM Framework for Innovation Results Customer Results People Results Society Results Key Performance Results Excellent organisations comprehensively measure and achieve outstanding results. They consider the following points:
The EFQM Framework for Innovation How the frameworks can be used An idea box and a set of guidelines to fuel the organisation with improvement opportunities A way to demonstrate that it is possible to have an integrated management framework (bringing things under one roof) A framework for assessment as part of an improvement project on innovation management… A regular assessment framework integrated or not with the EFQM excellence assessment