unlocking innovation in your organization
DESCRIPTION
According to a recent study, more than 60 percent of CEOs cite the need to discover innovative ways of managing their organization’s structure, finances, people, and strategies as their top priority. In order to compete in the 21st century, organizations must rethink how they function—they must adapt or die. Derek Neighbors shows you how to meld chaos, creativity, and collaboration within your organization to unlock innovation. Learn how to balance fun and excellence to achieve results while redefining your organization's culture. Many models try to explain what complex systems might look like or how to determine what kind of culture an organization may need. Walk away with real-life stories of how teams, organizations, and even cities are transforming themselves for the future. Apply what you learn to your own product, team, and organization as Derek helps you learn how to evolve for the future.TRANSCRIPT
BT9 Session 6/6/2013 3:45 PM
"Unlocking Innovation in Your Organization"
Presented by:
Derek Neighbors Integrum Technologies, LLC
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Derek Neighbors Integrum Technologies
Derek Neighbors is a serial entrepreneur who assists people to bring their ideas to reality. He is a partner at Integrum Technologies, a management consulting services firm, that helps companies build high performing teams and transform organizations to compete in the new economy. In 2008, Derek co-founded Gangplank (gangplankhq.com), a collaborative workspace to help encourage local creatives to explore innovative ideas and create what they are passionate about. His work at Gangplank challenges cities to retool their culture for a re-imagined tomorrow. Derek teaches entrepreneurship at the Walter Cronkite School of Journalism at Arizona State University.
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InnovationInnovationadapt or die
@dneighbors
complexity increasing
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Information Doubling
people more connected
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globalization
what else?
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creativity desired
IBM CEO Study
Over 1,500 CEO’s ranked creativity as the number one leadership attribute to drive
itprosperity.
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failure
speed
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adapt or die
frameworks, methodologies, models
AgileScrumScrumKanbanLean
Core ProtocolsSystems ThinkingHuman Systems DynamicsCynefin
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what else?
our experiment
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our observations
Fun
Excellence
what does innovation look like?
B tBeauty
TruthTruth
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Megaloprepeia
Magnificence is a philosophical, aesthetic and socio-economic notion that regards greatness of actions, courage, excellence, honor, generosity and splendor of lifestyles and noble purposesand noble purposes.
magnificence
Individuals can be good.
Teams/Groups can be great.
Ci ili ti b ifi tCivilizations can be magnificent.
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how do we get there?
team
Trust
Self-Organization
Cross Functional
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old hat
We can do this.
Vision
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Vision
Purpose
culture
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cultura animi - culture of the soul
Magnum Facere
GNU Manifesto -> Free Software■The freedom to run the program, for any purpose (freedom
0).
■The freedom to study how the program works, and change it so it does your computing as you wish (freedom 1). Access to the source code is a precondition for this.
■The freedom to redistribute copies so you can help your neighbor (freedom 2).g ( )
■The freedom to distribute copies of your modified versions to others (freedom 3). By doing this you can give the whole community a chance to benefit from your changes. Access to the source code is a precondition for this.
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debian social contract
Debian will remain 100% free.
We will give back to the free software community.
We will not hide problems.
Our priorities are our users and free software.
Works that do not meet our free software standards.
Agile manifesto
Individuals and interactions over processes and toolsIndividuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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value
Collaborationover
C i iCompetition
value
Communityover
A dAgendas
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value
Participationover
Ob iObservation
value
Doingover
S iSaying
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value
Friendshipover
F liFormality
value
Boldnessover
AAssurance
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value
Learningover
E iExpertise
value
Peopleover
P li iPersonalities
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value
#BeDangerous
values
We value courage.
Be transparent with our team and clients. Have the strength to say what they need to hear, not what they
t t h b t b t th l ’ f db kwant to hear, but be open to other people’s feedback and opinions.
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values
We value dreams.
Dream big. Empower others to achieve their goals, i i th i t ti l d h th ldmaximize their potential, and change the world.
values
We value love.
Care for people enough to help them see their potential. Confront conflict head on, and commit to resolving itConfront conflict head on, and commit to resolving it
and strengthening your relationship.
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values
We value family.
Treat each person on our team as a family member. Trust them, confide in them, and support them withoutTrust them, confide in them, and support them without
fail.
values
We value excellence.
Demand the best from each other and our clients. N ttl f di itNever settle for mediocrity.
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core commitments1. I commit to engage when present.◦ To know and disclose
1. what I want,2. what I think, and3. what I feel.
◦ To always seek effective help.◦ To decline to offer and refuse to accept incoherent emotional transmissions.◦ When I have or hear a better idea than the currently prevailing idea, I will immediately either
1. propose it for decisive acceptance or rejection, and/or2. explicitly seek its improvement.
◦ I will personally support the best idea1. regardless of its source,2. however much I hope an even better idea may later arise, and3. when I have no superior alternative idea.
1. I will seek to perceive more than I seek to be perceived.2. I will use teams, especially when undertaking difficult tasks.3. I will speak always and only when I believe it will improve the general results/effort ratio.4. I will offer and accept only rational, results-oriented behavior and communication.p y ,5. I will disengage from less productive situations◦ When I cannot keep these commitments,◦ When it is more important that I engage elsewhere.1. I will do now what must be done eventually and can effectively be done now.2. I will seek to move forward toward a particular goal, by biasing my behavior toward action.3. I will use the Core Protocols (or better) when applicable.◦ I will offer and accept timely and proper use of the Protocol Check protocol without prejudice.1. I will neither harm—nor tolerate the harming of—anyone for his or her fidelity to these
commitments.2. I will never do anything dumb on purpose.
what does it look like in your organization
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leadership/buildership
ten principles of buildership
The boss drives group members; the leader coachesthem. Th b ild l f hThe builder learns from them.
From Umair Haque
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ten principles of buildership
The boss depends upon authority; the leader on goodwill. Th b ild d d dThe builder depends on good.
From Umair Haque
ten principles of buildership
The boss inspires fear; the leader inspires enthusiasm. The builder is inspired - by changing the worldchanging the world.
From Umair Haque
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ten principles of buildership
The boss inspires “I”; the leader says “we”. The builder says “all” - people, communities and societycommunities and society.
From Umair Haque
ten principles of buildership
The boss assigns the task; the leader sets the pace. The builder makes sure sees the outcomethe outcome.
From Umair Haque
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ten principles of buildership
The boss says “Get there onThe boss says, Get there on time”; the leader says “get there ahead of time”. The builder makes sure “getting there” matters.
From Umair Haque
ten principles of buildership
The boss fix the blame for theThe boss fix the blame for the breakdown; the leader fixes the breakdown. The builder prevents the pbreakdown.
From Umair Haque
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ten principles of buildership
The boss knows how; the leader shows how. The builder shows why.y
From Umair Haque
ten principles of buildership
The boss makes work aThe boss makes work a drudgery; the leader makes work a game. The builder organizes love, not g ,work.
From Umair Haque
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ten principles of buildership
The boss says “Go”; the leader says “Let’s go”. The builder says “Come”.y
From Umair Haque
Fluency
Seek Fluency Not ProficiencyProficiency
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physical space / community
Serendipity
diversity
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DO YOU SEE THE FUTURE?
CreativityCollaborationInnovation
#1 take away
Innovation isn’t about creating wealth It’sInnovation isn t about creating wealth. It s about being exceedingly human.
When we are able to be vulnerable we unlock the greatest potential in each other to be creative. Sharing that experience and openly collaborating unleashes thethat experience and openly collaborating unleashes the ability to innovate.
Do you want to be an innovator or a revolutionary?
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how to apply this to your world
Stop waiting.
Start doing.
Be Authentic.
Be the change you want to see in the world. - Ghandi