If innovation is not part of your team or organizational DNA, your company risks falling behind its competitors, losing market share, and demoralizing your best talent. And yet, you cannot create an innovative organization by simply saying “Be innovative” or adding it to the company values statement. Innovation requires a solid understanding of what motivates people and a deep examination of organizational structure, culture, and leadership styles—such as top-down project control or directive leadership—that may be barriers to innovation. Jim Elvidge explores a path to changing such an environment by improving team empowerment and creating an environment where it is safe to fail. Leaders championing this approach of “environment design” present people with a wider range of learning experiences, resulting in increased responsiveness to change, unleashed creativity, and greater job satisfaction. Learn how to use thinking and analysis tools—including double-loop learning and current reality trees—to find and remove your impediments to innovation.
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Transcript
BW9 Session 6/5/2013 3:45 PM
"Designing Your Organization for Innovation"
Presented by:
Jim Elvidge BigVisible Solutions
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Jim Elvidge BigVisible Solutions
Jim Elvidge has had more than thirty years of fun in the web, new media, eCommerce, financial, communications, and entertainment industries. He began his career as a digital signal processing specialist and holds four patents in that area. Jim co-founded RadioAMP in 1999, the first private-label web radio company. As VP of technical operations at Vicorp Interactive Systems and VP of customer engineering at Watercove Networks, he led large software development and professional services teams in delivering complex communications systems to customers worldwide. Today, as a principal consultant at BigVisible Solutions, Jim helps companies become more lean, innovative, and agile in all aspects of their business.
4/22/2013
Managing and Leading Agile
TeamsDesigning Your Organization for InnovationTeams for InnovationAgile Development & Better Software West 2013‐ [email protected]
from… Leslie Kwoh. "You Call That Innovation? Companies Love to Say They Innovate, but the Term Has Begun to Lose Meaning." The Wall Street Journal (Weds., May 23, 2012): B1 & B8.
Innovation: Where Do You Want to Play?Product/Customer
• Evolves existing markets with better value
• Changes or creates entire markets
MarketsM
arkets
DisruptiveSustaining
• Customers expect it• Incremental changes within
existing constraints
markets• Customers aren’t calling for it
(starts with early adopter focus)• Requires thinking that is free of
existing constraints
• Incremental changes in processes or technology
• Doesn’t disrupt the status quo
• Revolutionary changes in processes or technology
From Dan Pink’s “Drive – The Surprising Truth about what Motivates Us” http://www.youtube.com/watch?v=u6XAPnuFjJc and research by MIT Research and The Federal Reserve Bank
• The structures, practices and processes by which we organize things• The tools and technologies we use to get work done• The way we arrange ourselves physically• Collectively held beliefs and values• The mental models and perspectives which determine how we see the world
Engaging others in a vision for a future which inspires them to step forward, but in the particular walk of life they are naturally already involved in. Then, create a supportive environment for them to make those steps.
• Inspiring leaders at all levels and across all areas of the organization to step forward and self‐organize toward the betterment of their environment