The Banff Centre Leadership Development Innovation

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The Banff Centre Leadership DevelopmentInnovatio
n The New Strategic Capabilities

• Andre N. Mamprin

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PRESENTATION OVERVIEW
1. Making the Case for Innovation 2. The Anatomy
of Innovation Linking Knowledge to
Innovation 3. Dispelling the Myths of Innovation
Linking Creativity to Innovation
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PART 1 MAKING THE CASE FOR INNOVATION A WINDOW
INTO A RAPIDLY EMERGING WORLD
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Great spirits have always encountered violent
opposition from mediocre minds...

• Albert Einstein
• MINDSCAPE

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Exponential Replication of Knowledge
Hundreds of thousands of years to go from hand
held ax to ax with handle. c. 1000 Leif Ericson
sails to Greenland. c. 1300 Italy gets paper
(previously took 80 sheep to make a 200 page
parchment
manuscript)
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Individuals Skills Needed for Innovation
Thinking The Capacity to Generate Ideas
Thinking
Managing
Managing The processes and planning
skills needed to sustain projects and the
Enterprise
Doing
Doing The disposition to play a role in
creating value by taking products and services to
market
Source Conference Board of Canada3d Annual
Report on Innovation
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PART 2 THE ANATOMY OF INNOVATION
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What is Innovation?
Innovation is the conversion of an idea into a
new product or service which adds value at an
appropriate time - Steve Brodie
Creativity is thinking up new things
Innovation is doing new things - Theodore Levitt
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The creation, evolution, integration
application of new ideas into marketable
goods services.
Creating Commercial Value from Knowledge
A3
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PriceWaterhouseCoopers Global Survey on
Innovation (2002)
Bottom 20
Top 20
Significant Difference
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LINKING KNOWLEDGE TO INNOVATION
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Stages of Understanding Organizational
Intelligence

(Innovation) requires, foresight, creates
meaning, judgement, action
Insight
Human, tacit, transfer
requires learning, experience Context
Knowledge
Context Threshold
Information
Codifiable, explicit
Easily transferable
Data
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Linking Knowledge to Innovation
Organizationallearning
Organizationalunlearning
Clients, Communities,Networks
Organizationalinnovation
Organizationalsharing of knowledge
Organizationalcreation of knowledge
TURNING KNOWLEDGE INTO ACTION
Source Steven Denning - The World Bank
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LEADING CONTINUOUS INNOVATION
From Charles Handy
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Organizing for Different Value Propositions
1st Productas the Asset
2nd Projectas the Asset
3rd Enterpriseas the Asset
4th Customeras the Asset
5th Knowledgeas the Asset
CoreStrategy

• Functionin Isolation

• Link toBusiness

• Technology/BusinessIntegration

• IntegrationWith CustomerRD

• CollaborativeInnovationSystem

ChangeFactors

• UnpredictableSerendipity

• Inter-dependence

• SystematicManagement

• AcceleratedDiscontinuousGlobal Change

• KaleidoscopicDynamics

Performance

• Function asOverhead

• Cost-Sharing

• BalancingRisk/Reward

• ProductivityParadox

• IntellectualCapacity/Impact

Structure

• HierarchicalFunctionally-Driven

• Matrix

• DistributedCoordination

• Multi-DimensionalCommunities ofPractice

• SymbioticNetworks

People

• We/TheyCompetition

• ProactiveCooperation

• StructuredCollaboration

• Focus onValues andCapability

• Self-ManagingKnowledgeWorkers

Process

• MinimalCommunication

• Project-to-Project Basis

• PurposefulRD/Portfolio

• Feedback Loopsand informationpersistence

• Cross-BoundaryLearning andKnowledge Flow

Technology

• Embryonic

• Data-Based

• Information-Based

• IT as aCompetitiveWeapon

• IntelligentKnowledgeProcessors

Customer Retention
Customer Satisfaction
Customer Success
From Debra Amidon ENTOVATION International
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Emerging Wave of 5th Generation Organizations
Knowledge as the Asset
Customer as the Asset
Enterprise as the Asset
Project as the Asset
Product as the Asset
From Charles Handy Debra Amidon
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10 DIMENSIONS
OF INNOVATION LEADERSHIP ASSESSMENT
VALUES
1. HOW WELL DO WE LIVE OUR VALUES?
INNOVATION
VALUES
10. DO WE APPLY OUR
2. DO WE FOSTER A CLIMATE OF OPENESS?

KNOWLEDGE FORWARD
TO

?
NEW INNOVATIONS
KNOWLEDGE SHARING
3. DO WE FOSTER KNOWLEDGE SHARING?
INNOVATION
9. DO WE CREATE VALUE FROM
OUR KNOWLEDGE NETWORKS?
KNOWLEDGE SHARING
4. IS THERE A FORMAL PROCESS TO
PROCESS PRACTICE
TRANSFER KNOWLEDGE AT CFM?
8. DO WE ENCOURAGE NEW WAYS
TO IMPROVE OUR SYSTEMS PROCESSES?
PROCESSES PRACTICE
CAPACITY BUILDING
7. DO OUR CURRENT SYSTEMMS PROCESSES
5. DOES LEARNING SUPPORT DEVELOPMENT
BRING US CLOSER TO OUR CUSTOMERS?
OF YOUR COMPETENCIES?
CAPACITY BUILDING
6. ARE WE GOOD AT PROVIDING CONTEXT?
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PART 3 DISPELLING THE MYTHS OF INNOVATION
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PRODUCT-THE OUTCOME OF INNOVATION
FACTS - SUCCESSFUL INNOVATORS
Dont limit the possibilities, but make informed
choices about where to innovate by imagining a
different world Know how to combine novelty with
usefulness anywhere in the business Focus on the
future anticipate Value innovation enough to
find measures to assist in continuous
improvement
PROCESS
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CREATING THE CULTURE FOR INNOVATION
CHANGING THE WAY WE WORK - (THE NEW WORK)
Collaboration
RISK TOLERANCE FOR MISTAKES
INNOVATION
TRUST
Time Trust Competence Territory
DIRECT CORRELATION
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LINKING CREATIVITY AND INNOVATION
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Thank You