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InnoQuest - Innovation Management Program DevelopConnectGrow The Entrepreneurs EDGE believes that for mid-sized companies are the engines that drive growth.

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Presentation on theme: "InnoQuest - Innovation Management Program DevelopConnectGrow The Entrepreneurs EDGE believes that for mid-sized companies are the engines that drive growth."— Presentation transcript:

1 InnoQuest - Innovation Management Program DevelopConnectGrow The Entrepreneurs EDGE believes that for mid-sized companies are the engines that drive growth and value for Northeast Ohio. Cultivating current and future leadership talent holds the key to the region’s future.

2 InnoQuest – April 23, :00 AMWelcome / Overview Short video excerpt – Gary Hamel (9 min. – Part 2) Reinventing Management for the 21 st Century Leadership and Culture Peer Discussion Rainmaker Index / Building Innovation Teams Rose Noesges, Energizer Holding Hyland Software Tealla Scrofano and Alex Sheen Discussion Groups Action Steps / of Hyland Software

3 Program Overview Goals:Share best practices Foster new connections “Raise the bar “  Help companies in managing the innovation process Feb. 7 Case for Innovation / Drivers of Innovation Nottingham-Spirk Design, Cleveland April 23Leadership and Culture Hyland Software, Westlake June 19Where and How to Innovate Austen Bioinnovation Institute in Akron (ABIA) Aug. 6Ideas to Implementation Parker Hannifin, Mayfield Heights Oct. 3Marketing and ROI TBD, GOJO, Goodyear, Eaton? Dec. 3Strategy and Planning ROI TBD, GOJO, Goodyear, Eaton?

4 Saving /Sharing Files - DropBox

5 Saving /Sharing Files

6 Typical Barriers to Growth and Innovation Lack of Incentives “The Way We Always Have Done It” Attitude Management wants near-term success Too many silos Lack of customer focus Fear of failure It’s no one’s job Innovations are small relative to the core business. Afraid of cannibalizing successful businesses. Limited tolerance for unpredictable results. No career incentive to work on innovation/growth projects. Limited or no dedicated resources to innovation * Courtesy of Columbia Business School

7 Nottingham-Spirk Design (2-7-13)

8 Rose Noesges, Energizer Holding Co.

9 Take-aways Innovation stories from Rose Noesges and John Nottingham. The need to innovate/essential; embrace change. Starting and ending innovation with the customer (client insights).  Management 2.0. Spending more time with customers to understand needs and how they use your product. Take existing knowledge of customers with a grain of salt.  Challenge beliefs. Developing culture to embrace innovation  Do not be afraid of failure or ambiguity. Need to think about current innovation process differently. Better to compete on value than on price. Look at process and supply chain for savings and innovation (not just in the product). Focus groups & brainstorming are not good places to start innovation. Don’t throw innovation ‘over the wall’ to different groups.  No ownership; will kill all ideas. Have someone “own” innovation; find the right person who questions/can deal with ambiguity.

10 Take-aways What is your action plan as a result of attending? Sharing with co-workers/teams.  Motivate or change culture. Review current innovation path/process. Build bridges more internally and externally. Request more access to customers. Inspire other directors to seek customer insights. Determine who might be the right person to “own” innovation internally.

11 What are the most important issues you face going forward? Changing culture Resources (time and $)  Funding innovation on a shoe-string budget Growing sales and servicing customer who wants everything yesterday Developing an innovation management process Building an acceptance for innovation/change within our company Moving from Management 1.0 to 2.0

12 Since our last meeting ….

13 Reinventing Management for the 21 st Century

14 Innovation Management – Three Gears Strategy What to innovate? Values Business Model Branding Drivers Process Resource Procurement ($, Energy, Time) IP Portfolio Management ROI & Assessment Culture Leadership Customs, etiquette, attitudes, expectations Talent Recruitment, Training, Development Facilities / Environment

15 What is Corporate Culture? Culture is enacted: Culture is continuously created by every member of your organization, through their day-to-day participation in the organization. It’s dynamic, shared, crowd-sourced; not static and unchanging. Culture is “how we do things here.” It provides members with (largely unspoken) rules for how they should behave to gain and maintain social ‘membership’ in the organization. Culture is manifested in a variety of ways, including: Language – shared words or labels your organization uses. Rituals – such as the summer BBQ, award ceremonies, etc. Dress code Decision making – how important organizational decisions are made and communicated Conflict resolution – how conflicts are expected to be handled- discussed or avoided? Status - who is recognized and esteemed, both formally and informally?

16 Stages of Change Long Short High Time Difficulty Low Knowledge Attitude Behavior Team Organization CultureValuesBeliefs & Practices Planning is everything … Plans are nothing No plan survives first contact with the enemy Eisenhower Corps Business Management principles of the US marine corps

17 Measurement Processes Power Bases Metrics Behaviors Cultural Change and Acceptance Degree of Change Unawareness Decision Not to Implement Aborted after Initial Implementation Aborted After Extensive Implementation Preparation Acceptance Commitment Positive Perception Awareness Installation Understanding Adoption Internalization Institutionalization Confusion Negative Perception Syntax – Words in the context of the subject Synergy – how I use in a sentence Pragmatism – Clarify the meaning & take action

18 “Culture Eats Strategy For Breakfast.” -- Peter Drucker

19 “Culture Eats Strategy For Breakfast.” -- Peter Drucker No matter how far reaching a leader’s vision or how brilliant the strategy, neither will be realized if not supported by an organization’s culture.

20 Self Assessment of Innovation Culture

21 What are your top reasons why companies fail to successfully execute their strategies? Lack of money or funding Inappropriate skills on the leadership team to execute Too great a focus on functional/departmental goals Lack of regular follow-up throughout the year Poor or inappropriate strategy Weak or wrong metrics around the strategy Too many new strategic initiatives on top of business as usual Poor understanding /communication of strategy Poor employee engagement in the strategy Lack of a formal strategy execution business process Little organizational "buy-in" Unclear accountability as to who owns what in the strategy Corporate culture not appropriate for the strategy.  Culture acts as a barrier

22 Culture Questions What kinds of values are currently shown in the culture of your organization? What kinds of values need to be shown in the culture of your organization in the future in order to be most effective? What kinds of values are members of your organization actually rewarded for showing in behavior now? What kinds of values do you expect your significant clients or customers would rate your organization as showing toward them?

23 Typical Barriers to Growth and Innovation

24 10 Culture Building Principles 1)Communicate your dream and operationalize it. 2)Be clear about what you stand for, inside and outside your company. 3)Design your organization for what it needs to win. 4)Get your team right. 5)Champion innovation of all kinds. 6)Set your standards very high. 7)Train all the time. 8)Do a few symbolic things to create excitement about what is important. 9)Think like a winner, act like a winner. 10)Live your desired legacy.

25 Goals for Today Leadership and Teams

26 Stages of Change Long Short High Time Difficulty Low Knowledge Attitude Behavior Team Organization CultureValuesBeliefs & Practices Planning is everything … Plans are nothing No plan survives first contact with the enemy Eisenhower Corps Business Management principles of the US marine corps

27 Myers-Briggs Assessment SCALES ARE… Gathering Information Processing Information Judging Information Time to make decisions

28 The Four Preferences Extraversion or Introversion Sensing or Intuition Thinking or Feeling Judgment or Perception Source: Looking At Type: A Description of the Preferences Reported by The Myers-Briggs Type Indicator by Earle C. Page There is no right / wrong or preferred type ! Gathering Information Processing Information Judging Information Time to make decisions

29 Myers Briggs Type Indicator 1. the MBTI describes rather than prescribes; 2. it pinpoints preferences and strengths; 3. it puts all preferences on equal standing; 4. it provides a framework to understand human behavior; and 5. refrains from making judgments.

30 Extraversion Extraversion Initiating Initiating Expressive Expressive Gregarious Gregarious Active Active Enthusiastic Enthusiastic Sociable Sociable People People Introversion Introversion Receiving Receiving Contained Contained Intimate Intimate Reflective Reflective Quiet Quiet Inward Inward Depth Depth EI Source of Energy E I These Characteristics Often Develop From E And I Preferences—Some Of Them May Be True Of You SOME KEY WORDS

31 SensingSensing ConcreteConcrete RealisticRealistic PracticalPractical ExperientialExperiential TraditionalTraditional DetailsDetails PresentPresent FactsFacts SequentialSequential RepetitionRepetition LiteralLiteral IntuitionIntuition AbstractAbstract ImaginativeImaginative ConceptualConceptual TheoreticalTheoretical OriginalOriginal PatternsPatterns FutureFuture InnovationsInnovations AnticipationAnticipation InspirationInspiration ChangeChange SN S N These Characteristics Often Develop From S And N Preferences—Some Of Them May Be True Of You

32 ThinkingThinking LogicalLogical ReasonableReasonable QuestioningQuestioning CriticalCritical ToughTough JusticeJustice ImpersonalImpersonal PrecisePrecise PrinciplesPrinciples FeelingFeeling EmpatheticEmpathetic CompassionateCompassionate AccommodatingAccommodating AcceptingAccepting TenderTender HarmonyHarmony AppreciateAppreciate PersuasivePersuasive ValuesValues T F T F These Characteristics Often Develop From T And F Preferences—Some Of Them May Be True Of You SOME KEY WORDS

33 JudgmentJudgment SystematicSystematic PlanfulPlanful Early StartingEarly Starting ScheduledScheduled MethodicalMethodical OrganizedOrganized ControlControl DecisiveDecisive DeliberateDeliberate PerceptionPerception CasualCasual Open EndedOpen Ended Pressure PromptedPressure Prompted SpontaneousSpontaneous EmergentEmergent FlexibleFlexible ExperienceExperience CuriousCurious OptionsOptions JP J P These Characteristics Often Develop From J And P Preferences—Some Of Them May Be True Of You SOME KEY WORDS

34 THE SIXTEEN TYPES Each Of These Sixteen Types Is Gifted And Valuable ISTJISFJ INFJINTJ ISTPISFP INFPINTP ESTPESFP ENFPENTP ESTJ ESFJ ENFJ ENTJ 11.6% 5.1% 4.3% 8.7% 13.8% 8.8% 8.5% 12.3% 1.5% 4.4% 8.1% 2.4% 2.1% 3.3% 3.2% 1.8% By the use of inferential statistics, an estimate of the distribution found in the US population has been gathered.

35 THE SIXTEEN TYPES Each Of These Sixteen Types Is Gifted And Valuable ISTJISFJ INFJINTJ ISTPISFP INFPINTP ESTPESFP ENFPENTP ESTJ ESFJ ENFJ ENTJ 11.6% 5.1% 4.3% 8.7% 13.8% 8.8% 8.5% 12.3% 1.5% 4.4% 8.1% 2.4% 2.1% 3.3% 3.2% 1.8% By the use of inferential statistics, an estimate of the distribution found in the US population has been gathered. For 20 in this group 10% (2)5% (1) 0% (0) 5% (1) 0% (0) 5% (1) 25% (5) 15% (3) 10% (2) 0% (0) 5% (1)

36 MB Creativity Index: (3*S/N)+J/P-E/I-(0.5*T/F) Range: (400 to -150) Einstein end / Innovative Edison end / Adaptive

37 Rainmaker Index (Range: -100 to 100)  S/N – T/F Adapter “Fuzzy” front end Managing both sides

38 Rose Noesges, Energizer Holding Co.

39 Joe Yanoska, American Greetings Interactive

40 How Great Leaders Inspire Action

41 Stages of Change Long Short High Time Difficulty Low Knowledge Attitude Behavior Team Organization CultureValuesBeliefs & Practices Planning is everything … Plans are nothing No plan survives first contact with the enemy Eisenhower Corps Business Management principles of the US marine corps

42 EDGE Fellows Summer Intern Program

43 The Ideas 45 business ideas studied From NE Ohio established businesses, start-ups, and organizations. 30% of projects generate new revenue for NEO.

44 InnoQuest - Innovation Management Program DevelopConnectGrow Next Meeting: Wednesday, June 19 th Topic: “Where and How to Innovate” Austen Bioinnovation Institute in Akron


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