© Francis Hartman Holdings Ltd. 2004 The Right eDNA for Innovation? Improving on Success Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng University of Calgary.

© Francis Hartman Holdings Ltd. 2004

The Right eDNA forInnovation?

The Right eDNA forInnovation?

Improving on Success

Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng

University of Calgary

Improving on Success

Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng

University of Calgary

© Francis Hartman Holdings Ltd. 2004

AgendaAgenda

• Do we have a problem?• What is eDNA?• Innovation, SMART and Trust• Understanding the pieces• Assessing your Enterprise• Some vague conclusions …

• Overall, a RANDOM MEANDER to get us thinking!

• Do we have a problem?• What is eDNA?• Innovation, SMART and Trust• Understanding the pieces• Assessing your Enterprise• Some vague conclusions …

• Overall, a RANDOM MEANDER to get us thinking!

© Francis Hartman Holdings Ltd. 2004

Real Issues? Real Issues?

• Innovation and R&D• New Product Development• Market Changes and Pressures• Customer Needs• Supply Chain Management• Mergers and Acquisitions• Succession Planning• …etc. …

• Innovation and R&D• New Product Development• Market Changes and Pressures• Customer Needs• Supply Chain Management• Mergers and Acquisitions• Succession Planning• …etc. …

© Francis Hartman Holdings Ltd. 2004

Drivers and IndicatorsDrivers and Indicators

• People

• Technology

• Commerce

• People

• Technology

• Commerce

• Image

• Wisdom

• Value

• Image

• Wisdom

• Value

© Francis Hartman Holdings Ltd. 2004

A Double HelixA Double Helix

• Aspirations– Passion– Beliefs– Intent

• Requirements– Market– Business– Harsh Reality

• Aspirations– Passion– Beliefs– Intent

• Requirements– Market– Business– Harsh Reality

© Francis Hartman Holdings Ltd. 2004

Innovation, SMART and TrustInnovation, SMART and Trust

• Innovation means Change

• Managing Change is a SMART Target

• SMART Management includes appropriate Trust

• Understanding workplace Trust led us to eDNA

• Innovation means Change

• Managing Change is a SMART Target

• SMART Management includes appropriate Trust

• Understanding workplace Trust led us to eDNA

© Francis Hartman Holdings Ltd. 2004

InnovationInnovation• Ingredients:

– Business– Technical– Social

• Environment– Trust– Need (Challenge, Survival…)– The right Petrie Dish (Workplace)

• Low-Hanging Fruit– Working on the edge

• Ingredients:– Business– Technical– Social

• Environment– Trust– Need (Challenge, Survival…)– The right Petrie Dish (Workplace)

• Low-Hanging Fruit– Working on the edge

© Francis Hartman Holdings Ltd. 2004

Project ClassificationProject ClassificationScale Nature 1 2 3 4 5

Size Impact on Organization

No impact on the organization

Success or failure will be noticed but will not significantly impact organization

Significant impact on the organization if project fails or succeeds. No impact on Executive

Project will affect executives depending on the outcome

Project will affect entire organization, depending on the outcome

Complexity Barriers to Communication

One group, know each other well

>1 discipline but no more than two organizations involved

>2 Cultures, many professional and technical disciplines

Several disciplines, geographically distributed, several organizations

Numerous disciplines, organizations and cultures. Different languages

Uncertainty Definition of end of Project

Clearly defined objectives and end-product

Objective clear, end product defined, approach flexible

Objectives understood, solutions and options not finalized

Objective not clear, several possible outcomes

Objective and end product unclear

Constraints Flexibility: Time, Cost and Performance

No limitations on resources, time. Flexibility in scope and quality

Some flexibility in Time OR cost to met expected Performance

Realistic schedule and budget for the performance expected by the client

Tight schedule and budget. No room for error in performance criteria (scope and quality)

Inadequate budget and/or schedule to meet exacting performance requirements

Ugliness Level of attractiveness of the project

Exciting, prestigious project, excellent image

Working on this project will likely be a positive experience

Will neither excite nor disappoint participants. Safe workplace

Challenging project and difficult work environment

Project will damage image and reputation of participants. Unhealthy work environment

21030120

© Francis Hartman Holdings Ltd. 2004

A new look at our World…A new look at our World…

TaskTask

RunnerRunner

RepeaterRepeater

RenegadeRenegade

1010

100100

10001000

© Francis Hartman Holdings Ltd. 2004

Are we SMART?Are we SMART?

100 80 120 160 200 Budget

E.A.C.

Team A Team B

I.T.Y.S

© Francis Hartman Holdings Ltd. 2004

The SMART StoryThe SMART Story

• 50+ Corporate Sponsors• Some 30 “Trials”• Over 800 projects used SMART• A Book published by PMI• A spin-off company• BUT …

• 50+ Corporate Sponsors• Some 30 “Trials”• Over 800 projects used SMART• A Book published by PMI• A spin-off company• BUT …

© Francis Hartman Holdings Ltd. 2004

Putting it together. . .

Open Communication

Ownership

Risk-taking

Creativity

Fun

Tribalism

Trust

© Francis Hartman Holdings Ltd. 2004

Colours of TrustColours of Trust

TrustTrust

RelationshipsRelationships

© Francis Hartman Holdings Ltd. 2004

Colours of TrustColours of Trust

Intuitive Competence IntegrityUnconscious Evidence based Experiential(Two Parts!) (Stable) (Volatile)

Intuitive Competence IntegrityUnconscious Evidence based Experiential(Two Parts!) (Stable) (Volatile)

© Francis Hartman Holdings Ltd. 2004

InspirationLead

Manage

Administer

Do

Wisdom

Knowledge

Information

Data

Judgment

Competence

Skills

Competen

ceTrust

Competen

ceTrust

Integrity

TrustIntegrity

Trust

Intuituve

TrustIntuituve

Trust

A new look at our World…A new look at our World…

© Francis Hartman Holdings Ltd. 2004

The Good, the Bad and the Ugly The Good, the Bad and the Ugly

Accounting Accounting

Law Law

MarketingMarketing

Social Work Social Work

Art Art

Engineering Engineering

Medicine Medicine

Hardware Hardware

Education Education

Research Research

Better Cures,Surgical Implants,Diagnostics,Imaging,Communication.

© Francis Hartman Holdings Ltd. 2004

The Good, the Bad and the Ugly The Good, the Bad and the Ugly

Accounting Accounting

Law Law

MarketingMarketing

Social Work Social Work

Art Art

Engineering Engineering

Medicine Medicine

Hardware Hardware

Education Education

Research Research

Forensic Investigation,E-commerce,EDI,E-government

© Francis Hartman Holdings Ltd. 2004

The Good, the Bad and the Ugly The Good, the Bad and the Ugly

Accounting Accounting

Law Law

MarketingMarketing

Social Work Social Work

Art Art

Engineering Engineering

Medicine Medicine

Hardware Hardware

Education Education

Research Research

New Products,Process Improvement,Design/Build,ASPs,Outsourcing.

© Francis Hartman Holdings Ltd. 2004

The Good, the Bad and the Ugly The Good, the Bad and the Ugly

Accounting Accounting

Law Law

MarketingMarketing

Social Work Social Work

Art Art

EngineeringEngineering

Medicine Medicine

Hardware Hardware

Education Education

Research Research

Better Results For All ?

Chemical,Civil,Electrical,Geomatics,Manufacturing,Mechanical…

© Francis Hartman Holdings Ltd. 2004

So, what can we learn?So, what can we learn?

• Innovation needs the right– Culture– Drivers– Space

• We need to mix and match– Environment (Place, Attitude, etc)– Talent (Expertise, Resource Pool, etc)– Incentive (Competition, Needs, Money, etc)

• ALL of the above need to be addressed.

• Innovation needs the right– Culture– Drivers– Space

• We need to mix and match– Environment (Place, Attitude, etc)– Talent (Expertise, Resource Pool, etc)– Incentive (Competition, Needs, Money, etc)

• ALL of the above need to be addressed.

© Francis Hartman Holdings Ltd. 2004

ConclusionsConclusions

• Understand your own organization• Understand your Customers• Work with your Suppliers• Build Relationships• Access the best available skills

• …and then manage the Innovation Process for Success.

• Understand your own organization• Understand your Customers• Work with your Suppliers• Build Relationships• Access the best available skills

• …and then manage the Innovation Process for Success.

© Francis Hartman Holdings Ltd. 2004

fhartman@mobile.rogers.comfhartman@ucalgary.ca smartmanagement.ca