How to capture the innovative potential of your organisation.

innovation-PB.A.S.

“They always say time changes things, but you

actually have to change them yourself.”

Andy Warhol

“There are no old roads to new directions.”Boston Consulting Group

“What we’ve done to encourage innovation is

make it ordinary.”

(C. Wynett, Procter & Gamble)."There's a way to do it better—find it.”

Thomas A. Edison

"The things we fear most in organizations—

fluctuations, disturbances, imbalances—are

the primary sources of creativity.”

Margaret J. Wheatley

"Everyone who has ever taken a shower has had an idea. It's the person who gets out of the shower, dries off, and does something about it that makes a difference.“Nolan Bushnell

innovation-PB.A.S.

”I haven´t failed – I have just found

10 000 ways that doesn’t work”

Thomas A. Edison

Rubrik I Management Magazine 2005“Headline in a swedish management magazine”

innovation-PB.A.S.

…or rather:

Organisational creativitycalls for a new kind of

“organisational thinking”

innovation-PB.A.S.

Are you captured in the assumption that

innovation is the result of

coincidencies and serendipity which emanates from single entrepreneurs who feels locked up in

an organisational context or…innovation-P

B.A.S.

… Do You consider yourself as being able to

create an organisation where innovative power is the result of many employees drive to develop your business and your company and

where the organisational structure has the

ability to embrace and integrate this

willingness to innovate?innovation-P

B.A.S.

Then we can provide an important tool to

help You make this come true

Innovation P B.A.S.

innovation-PB.A.S.

What kind of a tool is this?

• Innovation P B.A.S. Is a web based instrument that measures an organisation from 7 different perspectives

• Innovation P B.A.S. gives you a “state of the art” description of your organisation’s present innovative potential

• Innovation P B.A.S. gives you information about what areas that has to be developed to increase the innovative potential

innovation-PB.A.S.

…and how can you use it?

• Gives a snapshot of the factors in the organisation that supports the innovative potential (diagnosis).

• Gives a snapshot of the factors that is a hindrance to the innovative potential

• Defines the organisational areas that has to develop to increase the innovative potential

innovation-PB.A.S.

• Gives an opportunity to compare different parts of the organisation (internal benchmarking)

• Gives an opportunity to compare your company with other companies (external benchmarking)

• Gives an opportunity to evaluate how your change- and devlopment efforts are being intgrated into the organisation (evaluation)

…and how can you use it?

innovation-PB.A.S.

What then does Innovation P B.A.S. measure?

According to a scientific study (doctoral thesis) at the Chalmers Tekniska Högskola there seems to be 7 different dimensions in an organisation that determines the innovative potential

It means that by influencing those dimensions it is possible to increase the possibility that new ideas, processes and products and services will develop within the organisation.

The 7 variables are

• Information sharing• Organising• Extrinsic motivation• Intrinsic motivation• Leadership• Creative climate• Learning Culture Extrinsic Motivation

Kreativt klimat

Learning Culture

Ledning

Organisering

Information Sharing

Intrinsic Motivation

0.00 1.00 2.00 3.00 4.00 5.00 6.00

3.86

4.01

4.08

4.17

4.64

4.67

5.23

The seven dimensions

But most important…

The innovative window

Stabilisers Destabilisers

At last, what determines the innovative potential?

In every organisation there are two opposing forces influencing each other, we call them stabilisers and destabilisers. The forces that stabilises are all those that creates structure, efficiency, predictability and order.The forces that destabilises are those that supports spontaneity, improvisation, quriosity, urge to experiment etc.

So what does that mean?

We claim that there is a window in the interface between those forces where the innovative

potential is at its peak. • Too much stability leads to rigidity and

stagnation, while

• Too much of “destability” leads to chaos and uncertainty

Like this!

The innovative window

Stabilisers Destabilisers

Dest

abilis

erin

g

Stabilisering

(C)Hög destabilseringLåg stabilisering

Kreativt klimat men brist på styrning

(D)Hög destabilseringHög stabilisering

Hög organisatorisk kreativitet &produktivitet

(A)Låg destabilseringLåg stabilisering

Brist på nytänkande och styrning

(B)Låg destabilseringHög stabilisering

Låg beredskap till radikal förändringmed välfungerande styrning

Dest

abilis

erin

g

Stabilisering

(C)Hög destabilseringLåg stabilisering

Kreativt klimat men brist på styrning

(D)Hög destabilseringHög stabilisering

Hög organisatorisk kreativitet &produktivitet

(A)Låg destabilseringLåg stabilisering

Brist på nytänkande och styrning

(B)Låg destabilseringHög stabilisering

Låg beredskap till radikal förändringmed välfungerande styrning

Dest

abilis

erin

g

Stabilisering

(C)Hög destabilseringLåg stabilisering

Kreativt klimat men brist på styrning

(D)Hög destabilseringHög stabilisering

Hög organisatorisk kreativitet &produktivitet

(A)Låg destabilseringLåg stabilisering

Brist på nytänkande och styrning

(B)Låg destabilseringHög stabilisering

Låg beredskap till radikal förändringmed välfungerande styrning

…and this is what it can look like

Then what is it that we are providing to you?

• A report where an analysis of the unique situation of your particular company/organisation is described

• A description of both the strong sides of your organisation as well as the development need of the organisation broken down into the seven dimensions in your organisation.

• A possibility to separate the result to separate parts of your organisation.

And this is what it might look like:The highest rated dimension in the survey is “Intrinsic motivation” and the lowest is “extrinsic motivation”. Intrinsic motivation means that the drivers among employees in the work situation mainly stems from a sense of doing something meaningful and being able to see their own role in relation to the whole value chain. These drivers are mainly founded in an inner personal perspective in contrast to “Extrinsic drivers” that are anchored in the outer world. From an innovative perspective it is beneficial that they are rated in this order. The inner drivers are to a much higher degree promoting innovative thinking and doing. That external drivers (“Extrinsic motivation”), such as status and prestigious symbols and titles play a subordinate role is of no big surprise. This is often occurring in organisations where brainpower is in focus. Second rated is “Information sharing”. It means that information and knowledge is floating relatively free in the organisation and that information is considered being owned not only by the individual but also by the group or organisation as a whole. It also takes accessibility of information into account, how easy it is to find the information needed and to what degree it is accessible “just in time”. From an innovative perspective this is a dimension that should be rated highly, as it is here.ETC…

Or like this:Conclusion: There are in the organisation many aspects that support an innovative potential, like the high score on “Intrinsic motivation” and “Information sharing”. It seems however that the organisation cannot fully utilise the potential this creates. The reason for this is probably that the “Organising” structure seems a bit too firm, too stable. No matter what the task requires, the people around the assignment should be performing according “to the book”, whether this is relevant or not. In a wider sense you can say that it is also suboptimising the intellectual capital that definitely is immanent in the company. This “Stabilising” role of the organising aspect seems to create a culture where innovation, creativity and playfulness have a very subordinated role. This compared to a high tempo where efficiency is always number one priority and learning from experience rarely takes place. ETC…