CH' 3, CREATING A CULTURE OF INNOVATION - PowerPoint PPT Presentation

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CH' 3, CREATING A CULTURE OF INNOVATION

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Builds 6 cars a year. Each car is completely redesigned and rebuilt every year. Every 2 weeks car reconfigured for race track. Assemble 3500 pieces in just 4 days ... – PowerPoint PPT presentation

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Title: CH' 3, CREATING A CULTURE OF INNOVATION


1
CH. 3, CREATING A CULTURE OF INNOVATION
  • By Stephen M. Shapiro

2
  • I. COMPANY NEEDS CULTURE OF CHANGE
  • A. CULTURE BEHAVIORS LEADING TO CHANGE
  • Need culture change to bring about perpetual
    change
  • We are what we repeatedly do. (Aristotle)
  • II. CREATING A WORLD-CLASS TEAM WILLIAMSF1
  • A. EXAMPLE OF INNOVATIVE CULTURE
  • Builds 6 cars a year
  • Each car is completely redesigned and rebuilt
    every year
  • Every 2 weeks car reconfigured for race track
  • Assemble 3500 pieces in just 4 days

3
  • B. FIVE FACTORS OF INNOVATIVE CULTURE
  • 1. Leadership clear focus on winning team
  • 2. Forethought careful planning
  • 3. People culture of enthusiasm, hard work,
    dedication
  • 4. Contingency take 7-8 sets of spare parts,
    50,000 parts
  • 5. Practice pit crew restructured to find
    quickest combination
  • III. LEADING FROM THE TOP
  • A. CHANGE STARTS FROM TOP
  • Gradually bring about modifications
  • Use symbols first names,dress code
  • Stories and myths
  • Go with the flow

4
  • B. EFFECTIVE LEADERSHIP
  • Optimism, confidence, burning platform
  • Align best resources
  • Communicate the vision
  • Believe innovation drives improvement
  • Overcome adversity
  • Have necessary clout
  • IV. A PROCESS FOR INNOVATION
  • A. TOOLS TO USE
  • Process for innovation systematic approach for
    new ideas
  • Creativity is just having enough dots to
    connect. (Steve Jobs)

5
  • B. FOUR EASY STEPS TO INNOVATION
  • Envision open wide range of options
  • Enable figure out what is possible
  • Explode brainstorm to get quantity of answers
  • EmpowerTool make ideas happen by changing
    something
  • Nothing characterizes the successful
    organization so much as its willingness to
    abandon what has been long successful.
    (Theodore Levitt)
  • V. THE INNOVATION HEARTBEAT
  • A. COMPANY CULTURE INNOVATION AT HEART
  • Risk-taking must be encouraged
  • Failure not punished

6
  • B. INDIVIDUAL TALENTS
  • Hire people with diverse backgrounds
  • Give people money to work on what interests them
  • Creativity study test given to different ages
  • At age 5 98 children scored as highly
    creative
  • At age 10 30 children scored as highly
    creative
  • At age 15 12 children scored as highly
    creative
  • At age 25 2 people scored as highly creative
  • C. CHANGING THE CULTURE
  • Changes must be made throughout organization
  • Drop high-powered engine into VW Beetle
  • People have finite limits to amount of change can
    tolerate
  • Change fatigue
  • Need some quick successes to boost morale
  • 3 changes leadership, structure, organization

7
  • D. IDENTIFYING AND TRAINING THE TALENT
  • Struggle to find and retain talent
  • Look for
  • 1. Macro-thinking
  • Focus on outcomes
  • Cross-functional thinking
  • Happy working in teams
  • Lean new jobs and skills
  • 2. Entrepreneurial mind-set
  • Work well in ambiguity,flexibility, risk-taking
  • Make critical decisions
  • Must learn to value contention
  • Go beyond what is expected of them
  • 3. Making use of knowledge
  • Use knowledge instead of just have it
  • Exploit opportunities

8
  • VI. THE TRAUMAS OF CULTURAL TRANSFORMATION
  • A. THE STRUGGLE OF MANAGEMENT
  • Plan and manage operations
  • Develop customer solutions
  • Manage human capital
  • Provide supporting infrastructure
  • B. THE STRUGGLE OF EMPLOYEES
  • Employees at all levels
  • Need nimble employees
  • Some will burn out due tostress of change
  • Tension and debate unleashescreativity

9
  • VII. CONTINUOUS INNOVATION
  • A. IMPASSIONED LEADER
  • B. RIGHT PEOPLE WITH RIGHT SKILLS
  • C. PRACTICE AND PATIENCE
  • D. BOLD CHANGE FROM TOP DRIVES INNOVATION
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