becoming more innovative & creative june 2012
DESCRIPTION
Half day open training event deTRANSCRIPT
Becoming more innovative & creative
by Toronto Training and HR
June 2012
Contents
3-4 Introduction to Toronto Training and HR
5-10 Feelings of participation8-10 Customer-focused innovation11-12 Key elements of innovation13-15 Boosting creativity in the workplace16-17 Critical innovation skills18-19 An agent of innovation20-22 Creativity in unexpected places23-24 Optimal balance for innovation25-26 Bad habits that reduce creativity27-28 Barriers to public sector innovation29-32 The innovation process33-34 Three generations of innovation labs35-36 Reverse innovation37-38 Frugal engineering39-40 The golden ratio of innovation
investment 41-42 Change and innovation43-44 Fostering innovation45-47 Levels of ambition48-49 Drill 50-55 Case studies56-57 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Feelings of participation
Page 6
Feelings of participation 1 of 5
QUESTIONS TO ASKDo you listen to your people?Do you hold regular meetings with your people to update them on developments, give them an opportunity to express their opinions and discuss the issues?Do you make it easy for them to visit you?When feasible, do you consult with your own people before making decisions affecting them?
Page 7
Feelings of participation 2 of 5
QUESTIONS TO ASKDo you give them opportunities to do their jobs-or at least parts of them-in their own way, as long as results are satisfactory?Do you know each person’s strengths and areas of expertise then take maximum advantage of them?Do you help them reason through a solution to a problem or a course of action on their own, rather than dictate it yourself?
Page 8
Feelings of participation 3 of 5
QUESTIONS TO ASKDo your people view you as a resource, someone they can turn to for guidance?Have you made it clear you trust your people to do their work in a superior manner?Do your ever ask them what obstacles are interfering with increased effectiveness and efficiency (e.g. the need for additional training, different equipment, more assistance)? And do you do something about it?
Page 9
Feelings of participation 4 of 5
GENERATING IDEASKeep pads of paper and pencils within easy reachBe observantDevelop a strong curiosity about things, places and peopleIncrease the number of idea sources at your disposal by widening your friendships, expanding your reading and studying subjects outside your field
Page 10
Feelings of participation 5 of 5
CONSIDER EACH PERSON INDIVIDUALLYHow can I translate departmental goals into individual goals?How much does each employee value these rewards?How available do the rewards appear to be?What can each employee do to help achieve the goals of the team, department or office?
Page 11
Key elements of innovation
Page 12
Key elements of innovation
IdentifyClarifyQuestion
Page 13
Boosting creativity in the workplace
Page 14
Boosting creativity in the workplace 1 of 2
Financial reward/incentiveRecognition/status for my achievementsBetter designed work environmentHaving systems & processes in place to suggest changes and develop new working practicesMore teamwork/collaboration with othersFewer distractions at workAbility to manage own time
Page 15
Boosting creativity in the workplace 2 of 2
Improvements in the technology available at workHaving specific time allocated to think of ways to improve the current employerAbility to set own goals and objectivesAbility to work remotely or from a location of own choosingScope to use some of the techniques that are used outside of work or in social life e.g. social media
Page 16
Critical innovation skills
Page 17
Critical innovation skills
Discovery skillsExecution skillsLeadership skills
Page 18
An agent of innovation
Page 19
An agent of innovation
Becoming an agent of innovationBeing an agent of innovationRemaining an agent of innovation
Page 20
Creativity in unexpected places
Page 21
Creativity in unexpected places 1 of 2
RULESThink in reversePosition coaches in sport…and in businessOxymoron? Using structure to enhance creativityWhen a skunk crosses the stageWhole-part-whole learningWhen an inmate escape is a good thingMaking creativity routineFinding the secret ingredient to success
Page 22
Creativity in unexpected places 2 of 2
FORMING AND FACILITATINGNo competing organizationsHigh output, low egos onlyRelentless learnersHave a facilitator
Page 23
Optimal balance for creativity
Page 24
Optimal balance for creativity
A combinationCreativesConformistsDetail-oriented people
Page 25
Bad habits that reduce creativity
Page 26
Bad habits that reduce creativity
ProcrastinationLack of planningIndecisionKnee jerk reflexes
Page 27
Barriers to public sector innovation
Page 28
Barriers to public sector innovation
Paying a price for politicsAnti-innovation DNAFear of divergenceWhere’s the citizen?An orchestra without a conductorLeading into a vacuum and the 80/20 ruleThe scaling problem
Page 29
The innovation process
Page 30
The innovation process 1 of 3
FOUR STAGESGeneratingConceptualizingOptimizingImplementing
Page 31
The innovation process 2 of 3
EIGHT STEPSProblem findingFact findingProblem definitionIdea findingEvaluation and selectionPlanningGaining acceptanceAction
Page 32
The innovation process 3 of 3
SUCCESS FACTORSInvolvementWorking on the right problemsRemoving roadblocks to implementationQuantitative measurementIndependent implementation facilitationSimplification
Page 33
Three generations of innovation labs
Page 34
Three generations of innovation labs
What is an innovation lab?
Creative platformInnovation unitChange partner
Page 35
Reverse innovation
Page 36
Reverse innovation
Definition
NEEDS GAPSPerformance gapInfrastructure gapSustainability gapRegulatory gapPreferences gap
Page 37
Frugal engineering
Page 38
Frugal engineering
KEY PRINCIPLESRobustnessPortabilityDefeaturingLeapfrog technologyMega scale productionService ecosystems
Page 39
The golden ratio of innovation investment
Page 40
The golden ratio of innovation investment
70-20-10
IndustryCompetitive positionStage of development
Page 41
Change and innovation
Page 42
Areas of Focus
Levels of Change
Business Model
Innovation
Product/
Service Innovation
Sales/
MarketingInnovation
Process Innovation
1. Doing things right
2. Doing the right things
3. Improve doing the right things
4. Doing away with things
5. Doing things other people are doing
6. Doing new things (never done)
7. Doing what can’t be done
Page 43
Fostering innovation
Page 44
Fostering innovation
Challenge what is possibleDo not rest on your laurelsThe importance of good leadershipExecution is keyThe small stuff is innovation too
Page 45
Levels of ambition
Page 46
Levels of ambition 1 of 2
Enhancements to core offeringsPursuit of adjacent opportunitiesVentures into transformational territory
Page 47
Levels of ambition 2 of 2
MANAGING TRANSFORMATIONAL INITIATIVESTalent IntegrationFundingPipeline managementMetrics
Page 48
Drill
Page 49
Drill
Page 50
Case study A
Page 51
Case study A
Page 52
Case study B
Page 53
Case study B
Page 54
Case study C
Page 55
Case study C
Page 56
Conclusion and questions
Page 57
Conclusion
SummaryVideosQuestions