humanovation: innovation made by and for the people
TRANSCRIPT
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Humanovationbecause innovation is
“made by and for the people”
Ali BulutISU Cologne 2013
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What is permanent is only change
No man ever steps in the same river twice, for it's not the same river and
he's not the same man. Heraklitos
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To change the world
One needs only to change
the way he perceives it
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Key sources of sustained economic growth
• Human capital 71 %• Customer relationships 66 %• Data access, data-driven insights 52 %• Products/services innovation 43 %• Brand(s) 33 % • Business model innovation 30 % • Technology 28 %• Partnership networks 25 %• R&D, intellectual property 22% • Price/revenue innovation 19 %• Assets (physical, infrastructure) 15 % • Corporate social responsibility 13 %
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Human Capital
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Was there any life before innovation?
“In a knowledge economy where small insights
can quickly shift the competitive landscape and capabilities can be bought or built;
organisations having a dynamic
innovation portfolio
will have the best chance of survival and generating growth.” IBM CEO Survey 2012
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How do we engage our people?But many organizations
are finding it difficult to engage
their people
– from their employees to their customers to their suppliers –
in the innovation process. If this is
the case,
then where do they start?
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Critical roadblocks to successful innovation
• Unsupportive culture and climate % 38• Limited funding for investment % 35• Government and other legal restrictions % 32• Workforce issues arising internally % 28• Process immaturity % 25• Economic uncertainty % 20• Inadequate enabling technologies % 18• Inflexible physical and information technology infrastructure % 16• Insufficient access to necessary information and data % 14• Workforce issues arising externally % 13
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INNOWAYTION
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Innovation is more open, collaborative, multidisciplinary
and global than ever before
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Seven key steps to building an innovative environment
Setting the stage
Taking the action
Define thecontext
EliminateFear
Encouragediversity
Connect the dots
Reachoutside
Make ideas visible
Motivate the results
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Stage one: Setting the stage for innovation
• Define the stategic context, direction and boundaries of innovation.
• Eliminate fear of failiure by creating a culture that embraces risk taking
• Value and leverage the ideas from the diversity of your employees
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Define the context• Define the purpose and targets of
innovation
• Give direction and timeframe
• Provide market orientation
• Establish boundaries of innovation
• Communicate innovation messages consistently
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Encourage risk taking
• Recognize “near misses” as well as winners
• Applause risk takers and innovators
• Learn from your mistakes
• Reduce cost of experimentation
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Cultivate diversity and let a thousand ideas blossom
• Build diverse leadership teams
• Infuse diversity into innovation teams
• Link successful innovations to diversity
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Key sources of diversity
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Stage two: Taking action• “Connect the dots” within your organization by
understanding and leveraging the informal networks
• Collaborate with external organizations, including partners, suppliers
• Make ideas visible to elevate ideas from all corners of the organization.
• Provide incentives and recognize your people’s innovativeness
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Connecting the dots
• Understand your internal social network
• Encourage and enable informal communities in your organisation
• Enable networking technology whenever necessary
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Connect with your customers and partners
• Develop external relationship
• Create a partnership management team
• Communicate with your customers directly
• Learn more rom them about their needs
• Make them a part of the solution
• Build an image of trust
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Make ideas visible• Take advantage of cross functional teams
• Encourage communities of practice
• Organize learning events to spark creativity and curiosity
• Launch large-scale brainstorming events
• Design a creative workspace
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Motivate the results
• Understand what motivates your people
• Don’t over use variable compensation
• Express your appreciation on every occasion
• Adapt and insert innovation into your key performance criteria
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