© 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
[email protected]@ucalgary.ca smartmanagement.ca