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IEEE-USA ANNUAL MEETING Peggy G. Hutcheson, Ph.D. www.odysseygroupinc.com EVERY ENGINEER AN INNOVATOR.

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Presentation on theme: "IEEE-USA ANNUAL MEETING Peggy G. Hutcheson, Ph.D. www.odysseygroupinc.com EVERY ENGINEER AN INNOVATOR."— Presentation transcript:

1 IEEE-USA ANNUAL MEETING Peggy G. Hutcheson, Ph.D. EVERY ENGINEER AN INNOVATOR

2 Objectives This session is designed to allow you to: Explore different approaches to innovation. Learn four questions to stimulate innovative thinking. Apply innovation styles to develop new approaches to your innovation challenges.

3 Data Gathering The Process: In your assigned groups, you will have: 1 minute to prepare 3 minutes to collect data (on your assigned topic) 2 minutes to prepare a report 1 minute to report your findings

4 Topics Group 1 - What is a challenge you face that calls for innovation? Group 2 - What gets in the way of innovation? Group 3 - What is one thing you hope to gain from this session?

5 Creativity & Innovation The short answer… Creativity is generating original, novel ideas… Innovation is putting those ideas to work and getting results Innovation is creativity with a job to do. (John Emmerling) Innovation is the conversion of knowledge and ideas into a benefit. Innovation is the process that transforms ideas into commercial value. Innovation is anything that provides a new perceived benefit.

6 What is Innovation? l o n g The l o n g answer… Innovation is: – the application of knowledge – to develop and implement – breakthroughs and incremental improvements – for new products-services, work processes, knowledge, and management-leadership methods – to gain greater revenues, time-cost efficiency, intellectual capital, and leader-workforce inspiration and focus – in alignment with personal and company values

7 Sustainable Innovation TIME CHANGECHANGECHANGECHANGE Breakthrough change Incremental change

8 The Impact of Innovation Top-Line Innovations Mid-Line Innovations Knowledge Innovations Leadership Innovations Breakthrough Change Radically new products/ services & marketing Incremental Change Improved products/ services & marketing Bottom- Line Impact Greater revenues and business growth

9 The Impact of Innovation Top-Line Innovations Mid-Line Innovations Knowledge Innovations Leadership Innovations Breakthrough Change Radically new products/ services & marketing Re-engineering work processes Incremental Change Improved products/ services & marketing Process improvement (kaizen and total quality) Bottom- Line Impact Greater revenues and business growth Greater productivity, reduced time and costs

10 The Impact of Innovation Top-Line Innovations Mid-Line Innovations Knowledge Innovations Leadership Innovations Breakthrough Change Radically new products/ services & marketing Re-engineer- ing work processes Knowledge creation (totally new concepts) Incremental Change Improved products/ services & marketing Process improvement (kaizen and total quality) Knowledge management (sharing best practices) Bottom- Line Impact Greater revenues and business growth Greater productivity, reduced time and costs Increased value of intellectual capital

11 The Impact of Innovation Top-Line Innovations Mid-Line Innovations Knowledge Innovations Leadership Innovations Breakthrough Change Radically new products/ services & marketing Re-engineer- ing work processes Knowledge creation (totally new concepts) Transforming the business model and culture Incremental Change Improved products/ services & marketing Process improvement (kaizen and total quality) Knowledge management (sharing best practices) Organization development & systems enhancements Bottom- Line Impact Greater revenues and business growth Greater productivity, reduced time and costs Increased value of intellectual capital Inspired, focused workforce & leadership

12 When have you faced a challenging situation at work… one that didnt have an obvious solution?

13 The Starting Point… Each person has the capacity to be innovative. The main issue is notAm I innovative? but HOW am I innovative? We may have equal potential for being innovative, yet take different approaches to innovative thinking We use a mixture of four different approaches (…strategies, styles) Each style represents a different strategy for innovating – a different way of thinking – not a type of person

14 English Barons 1213 a group of English barons banded together with a common vision - to limit the absolute power of the king and promise justice to all free men throughout the kingdom

15 Albert Einstein HOW was Albert Einstein innovative? Imagination is more important than knowledge. If we knew what we were doing it wouldnt be called research would it? -Albert Einstein

16 Thomas Alva Edison With 1,093 patents to his credit, how was Thomas Edison innovative? Ill have a light bulb in 6 weeks! - Thomas Edison, age 31 Countless filaments (including Gold, fishing line, and even hairs plucked from the beards of un- suspecting visitors) and a year later he achieved his goal.

17 Levi Strauss Hmmm…these miners are wearing out their wool trousers very quickly.

18 Which Approach Do You Identify With? Go to the corner of the room with the name that most closely fits your style: English Barons Albert Einstein Thomas Edison Levi Strauss

19 Four Approaches to Innovation Visioning: envision an ideal future Exploring: discover the new & novel Experimenting: combine and test Modifying: refine and optimize Edison Einstein Strauss Barons

20 The Innovation Styles Model What stimulates your innovative thinking? Facts, details, analysis - or - Intuition and insights How do you approach the innovation process? Focused, well-planned, outcome-oriented - or - Broad, perceptive, learning-oriented

21 Strategies for Innovation Every person has the capacity to be innovative. Yet we each approach innovation and change with our own mixture of four distinct strategies of innovative thinking – four Innovation Styles: Visioning: envision an ideal future Exploring: discover the new & novel Experimenting: combine and test Modifying: refine and optimize

22 The Visioning Style Those who have Visioning profiles like to imagine an ideal future and let long-term goals be their guide – they envision and idealize. Let's develop a clear sense of purpose and vision to meet this challenge.

23 The Visioning Style How does this style support innovation? By seeing the big picture and giving long- term direction By supplying bold, far-reaching, imaginative ideas How might this style hinder innovation? By resisting options that dont fit into the vision By being unrealistic about the level of change involved

24 Visioning Questions What questions does this style ask to stimulate ideas? What is the ideal long-term solution? What do we really wish we could achieve?

25 The Exploring Style Those who have Exploring profiles like to question assumptions and discover new and novel possibilities without the need for a long-term goal or a specific process – they challenge and discover. Let's explore in new directions and see whats possible.

26 The Exploring Style How does this style support innovation? By questioning the accepted ways of seeing things By seeking the new and novel, to discover whats possible How might this style hinder innovation? By taking risks where you leap before you look By frequently changing perspectives and opinions

27 Exploring Questions What questions does this style ask to stimulate ideas? How can we turn conventional wisdom upside down? What would be radically new and different?

28 The Experimenting Style Those who have Experimenting profiles like to test out various combinations of new ideas and solutions, and learn from the results – they like to combine and test. Let's take existing elements and combine them in new ways.

29 The Experimenting Style How does this style support innovation? By combining the ideas of many people in unique ways By testing out ideas to take risks in stages How might this style hinder innovation? By losing perspective on what really matters By over-emphasizing testing/research over action

30 Experimenting Questions What questions does this style ask to stimulate ideas? What can we combine to put together a new solution? What are practical ways to make progress?

31 The Modifying Style Those who have Modifying profiles like to expand and improve on what has already been done – they refine and optimize. Let's build on what we already have and make improvements where necessary.

32 The Modifying Style How does this style support innovation? By building on what has already been accomplished By focusing on relevant, short-term success How might this style hinder innovation? By being tied to the status quo By not questioning assumptions

33 Modifying Questions What questions does this style ask to stimulate ideas? What can we do to refine and optimize what weve done? What would simplify and improve this?

34 Innovative Thinking Strategies & Change Exploring and Visioning take the lead for breakthrough change. Modifying and Experimenting take the lead for incremental change. Sustainable Innovation TIME CHANGECHANGECHANGECHANGE Exploring + Visioning Experimenting Modifying Modifying + Experimenting Visioning Exploring

35 Your Challenge

36 Innovation in YOUR Job What insights did you gain about being innovative in your work? What is the role that creativity and innovation plays in your own work? How is innovation a part of every persons job?

37 .

38 The Core Mission IEEE-USA Innovation Institute will: – offer programs designed to advance the preparation of leaders responsible for the innovation of new products and services by sharing the experiences of successful innovators in a coordinated program of interaction, mentoring and networking.

39 Goals Enhance the ability of engineers and computer scientists to respond to opportunities to integrate new and existing technologies with the potential for new customer driven markets. Develop the ability of technologically oriented managers to refine operations in research, development, or production environments to enhance invention and innovation. Provide the opportunity for educators to both develop and share innovative approaches to achieving the goals of the institute. Access the wealth of experience in successful innovations available though the members of the IEEE. Financially self-sustaining after start-up period.

40 Goals Provide the opportunity for educators to both develop and share innovative approaches to achieving the goals of the institute. Access the wealth of experience in successful innovations available though the members of the IEEE. Financially self-sustaining after start-up period.

41 Structure Institute CEO Advisory Board Steering Committee Faculty IEEE-USA Program Manager

42 Advisory Board Ralph Wyndrum Innovation Institute CEO & 2006 IEEE-USA President Norm Augustine Retired Chair and CEO, Lockheed Martin Joseph Bordogna, Alfred Fitler Moore Professor of Engineering, University of Pennsylvania Richard Gowen IEEE Centennial President and IEEE Foundation President Kathleen Kingscott Director Worldwide Innovation Policy, IBM Corporation Charles Vest President Emeritus, MIT

43 Basic Services & Benefits Innovation Forums Two day workshops held regionally with sponsorship of IEEEs U.S. sections, chapters or societies. Repeat on annual cycle. Innovation Network Subscriber-based virtual community which provides access to innovation practices, resources, and mentors. Innovation Clearinghouse A library of innovation resources including: case studies, Forum videos, articles, and resources delivered through the Network. Innovation Conference Annual national meeting with focus on exceptional innovation examples, national innovation policy, and preparation/orientation of new faculty.

44 The Innovation Network An online community with tools for on-going discussion, live chats, and moderated topical forums. Registration for an Innovation Forum makes participant a Member of the Innovation Network for one year, with renewal option. Faculty would use the community to interact with mentees and provide mentorship.

45 The Innovation Network Community would provide a repository for information resources, including case studies and treatments. Video from Forums could be integrated/reviewed in the Network community.

46 Next Steps Next Steps Learn more about Innovation and using the Innovation Styles Inventory in a one-day workshop Learn more about the IEEE-USA Innovation Institute and its tools and resources from - www. Innovation-institute.org.www. Innovation-institute.org. Check out the innovation e-books available at

47 Idea Swap What new insights did you gain from this session that you can use next week? …Next month? – List your ideas, one per index card, about how you could apply something you learned today. Pick one idea that you think others might benefit from and share it.

48 Explore different approaches to innovation. Learn four questions to stimulate innovative thinking. Apply innovation styles information to develop new approaches to your challenges. Closing


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