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Realizing Innovation Potential Across Select Collaborative Silos
= NA
= ASIA
Region
Issue– Well known consumer
products organization driven depth in R&D expertise by investing heavily in a number of core capabilities. Very successful in driving incremental innovation but breakthrough products and cross-expertise group innovations had stalled.
Realizing Innovation Potential Across Select Collaborative Silos
= NA
= ASIA
Region
Solutions– Managing global connectivity:
Rotation and targeted attention to connecting key people across regions (e.g., strategically important growth hub in Asia).
– Developing select cross-expertise integration plans: Identified 42 cross-expertise points likely to yield breakthrough innovation and took steps to promote connectivity at those points.
– Replicating networks of high performing NPD teams: Profiled networks of successful teams and embedded project management and process practices to encourage relevant reaching out.
Central Connectors:1. Are central because they have a large number of connections…often
concentrated within a unit, geography, expertise domain or demographic.
2. Are important because they are key opinion leaders and impact innovation trajectories…yet can also be key susceptibilities (should they leave) and create a form of innovator’s dilemma.
Peripheral Players:1. Are peripheral because they have few network connections. Often
newcomers, experts and those managing work life balance.
2. Appropriate leverage of some (e.g., experts or new hires) ensures innovative ideas are not just brought into the organization but also become influential in the network.
and virtual meeting formats: Employ mechanisms that create awareness of expertise and vision for integration.
– Paper or electronic expertise profiles: Critical to contain professional information that creates legitimacy and personal information that creates approachability.
– Web 2.0 technologies: Wikis and other tools can take work out of the network and build awareness of expertise.
Correcting Network Overload When It Is Stalling Innovation and Execution
12
Example: 71 people identified Person A as an effective source of info and 27 responded that greater access to him is critical to improving their effectiveness.
Person A
Issue:– Hidden bottlenecks can
invisibly slow down the work of everyone (when these over-loaded people feel busy and like things are happening).
Correcting Network Overload When It Is Stalling Innovation and Execution
13
Example: 71 people identified Person A as an effective source of info and 27 responded that greater access to him is critical to improving their effectiveness.
Person A
Solutions– Structural: Re-allocation of
decision-rights, providing broader information access, delegation/addition of roles and formalized decision-flows.
– Relational: Defining and re-routing routine decisions (e.g., various personnel decisions, travel, resourcing efforts, clinical protocol and protocol design, modeling and simulation).
– Skill Development: Building alternative sources of expertise, behavioral modeling and coaching.
Network Diagram Based on Response: In either one-on-one conversations or meetings, my interactions with each person below can typically be characterized as: extremely guarded -- I am unlikely to take risks with ill-formed thoughts or ideas.
On average, people identified 4.5 others with
whom they are “extremely guarded” in
terms of sharing thoughts and ideas. The minimum and maximum times that a person was cited by others was 1-13.