ieee-usa annual meeting peggy g. hutcheson, ph.d. every engineer an innovator

IEEE-USA ANNUAL MEETING

Peggy G. Hutcheson, Ph.D.www.odysseygroupinc.com

EVERY ENGINEER AN EVERY ENGINEER AN INNOVATORINNOVATOR

ObjectivesObjectives

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.

Data GatheringData 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

TopicsTopics

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?

Creativity & Creativity & InnovationInnovation

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.

What is Innovation?What is Innovation?

The l o n gl 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

Sustainable InnovationSustainable Innovation

SustainableSustainableInnovationInnovationTIMETIME

CCHHAANNGGEE

Breakthrough Breakthrough changechange

Incremental Incremental changechange

The Impact of InnovationThe 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

The Impact of InnovationThe 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

The Impact of InnovationThe Impact of InnovationTop-Line

Innovations Mid-Line

Innovations Knowledge

Innovations Leadership Innovation

s

Breakthrough Change

Radically new products/ services & marketing

Re-engineer-ing

work processes

Knowledge creation

(totally new concepts)

Incremental Change

“Improved” products/ services & marketing

Process improvemen

t (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”

The Impact of InnovationThe Impact of InnovationTop-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

When have When have you faced a you faced a challenging challenging situation at situation at work… one work… one that didn’t that didn’t

have an have an obvious obvious

solution?solution?

The Starting Point…The Starting Point…

Each person has the capacity to be innovative. The main issue is not “Am 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

English BaronsEnglish 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.

1213 - 1215

Albert EinsteinAlbert Einstein

HOW was Albert Einstein HOW was Albert Einstein innovative?innovative?

“Imagination is more important than knowledge.”

“If we knew what we were doingit wouldn’t be called research would it?”

-Albert Einstein

Thomas Alva EdisonThomas Alva Edison

With 1,093 patents to his credit, how was Thomas Edison innovative?

“I’ll have a light bulb in 6 weeks!” -Thomas Edison, age 31

Countless filaments (includingGold, fishing line, and even hairsplucked from the beards of un-suspecting visitors) and a year later he achieved his goal.

Levi StraussLevi Strauss

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

Which Approach Do You Which Approach Do You Identify With?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

Four Approaches to Four Approaches to InnovationInnovation

• Visioning: envision an ideal future

• Exploring: discover the new & novel

• Experimenting: combine and test

• Modifying: refine and optimize Edison

EinsteinStrauss

Barons

The Innovation Styles The Innovation Styles ModelModel

• 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

Strategies for InnovationStrategies 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

TheThe Visioning Visioning StyleStyle

• 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.”

TheThe Visioning Visioning StyleStyle

• 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 don’t fit into the vision

By being unrealistic about the level of change involved

Visioning QuestionsVisioning 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?

TheThe Exploring Exploring StyleStyle

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 what’s possible.”

TheThe Exploring Exploring StyleStyle

• How does this style support innovation? By questioning the accepted ways of seeing things By seeking the new and novel, to discover what’s

possible

• How might this style hinder innovation? By taking risks where you “leap before you look” By frequently changing perspectives and opinions

Exploring QuestionsExploring 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?

TheThe Experimenting Experimenting StyleStyle

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.”

TheThe Experimenting Experimenting StyleStyle

• 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

Experimenting QuestionsExperimenting 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?

TheThe Modifying Modifying StyleStyle

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.”

TheThe Modifying Modifying StyleStyle

• 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

Modifying QuestionsModifying Questions

• What questions does this style ask to stimulate ideas?

What can we do to refine and optimize what we’ve done?

What would simplify and improve this?

Innovative Thinking Strategies Innovative Thinking Strategies & Change& Change

Exploring and Visioning take the lead for breakthrough change. Modifying and Experimenting take the lead for incremental change.

SustainableSustainableInnovationInnovationTIMETIME

CCHHAANNGGEE

Exploring + VisioningExperimentingModifying

Modifying + ExperimentingVisioningExploring

Your ChallengeYour Challenge

Innovation in YOUR JobInnovation 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 person’s job?

.

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.

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.

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.

Structure

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

Advisory Board

• Ralph WyndrumInnovation Institute CEO & 2006 IEEE-USA President

• Norm AugustineRetired Chair and CEO, Lockheed Martin

• Joseph Bordogna, Alfred Fitler Moore Professor of Engineering, University of Pennsylvania

• Richard GowenIEEE Centennial President and IEEE Foundation President

• Kathleen KingscottDirector Worldwide Innovation Policy, IBM Corporation

• Charles VestPresident Emeritus, MIT

Basic Services &

BenefitsInnovation Forums Two day workshops held regionally with sponsorship of IEEE’s 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 ClearinghouseA 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.

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.

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.

Next StepsNext 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.

Check out the innovation e-books available at www.ieeeusa.org/communications/ebooks/.

Idea SwapIdea 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.

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

approaches to your challenges.

ClosingClosing