Innovation Enabling Ecology Guide

Innovation Enabling Ecology – Owners guide Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Welcome ,[object Object],[object Object],[object Object],V1.0 ,[object Object],[object Object],[object Object],[object Object],Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Use Instructions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

What is DI enabling ecology? ,[object Object],[object Object],[object Object],Time Organisational structure Tolerance To failure Diversity Physical Space Virtual Space Strategy Challenge Culture & Values Enabling Ecology Market for Ideas Recognition & Incentives KM & Buiz. Intelligence Leadership Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Time (part I) WHY: New ideas require exploration before their value can be demonstrated to others. Innovative organisations give people the freedom to use some of their time to explore ideas without having to ask permission. In many organisational surveys, "lack of time" appears as the #1 obstacle for innovation. ,[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Time (part II) Add a good practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Physical Space (part I) WHY: In an economy based on innovation, what better use can there be for space than to inspire creativity? Several innovative organisations believe that creative space – both the shared space and the private office – can significantly contribute to the organisational atmosphere of wild ideas, action, chaos, open mind, and barrier-breaking . . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Physical Space (part II) Add a good practice ,[object Object],[object Object],[object Object],[object Object],[object Object]

Processes (part I) WHY: Serendipity is a key to recurring innovation. Innovative companies must protect the possibility that surprises will occur. Serendipity, intuition, experience, scanning, and relations are sources of surprises . At the same time, without a powerful process to capture the good ideas and turn them into value, most ideas will vanish without having a fair chance to make their way through a serious evaluation, development and testing funnel. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Processes (part II) ,[object Object],[object Object],[object Object],Add a good practice ,[object Object],[object Object],[object Object],[object Object],Rough selection Initial evaluation “ Innovation Cell” “ Business Cell” Carry through- Prove the business idea New Business

Focus on the future (part I) WHY: In a turbulent environment, there is continuous tension between the day-to-day challenges, tasks and problems and the need to focus on the future. In organisations that excel in innovation, the top priority issue is the future. In other companies, most management and employee attention is directed to incremental improvements of existing products, fire fighting and short-term objectives . ,[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Focus on the future (part II) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Add a good practice Foresight mission statement

Diversity (part I) WHY: Similar people will generate similar ideas. Some innovative organisations deliberately increase diversity in the work force. Diverse experiences, cultural backgrounds, professions, academic background, ages, and personalities contribute to the creation of fruitful dialogue s based on multiple perspectives. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Diversity (part II) ,[object Object],[object Object],[object Object],Add a good practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tip: How to Attract a Diverse Workforce (tips from Freddie Mac)

Leadership (part I) WHY: The appropriate leadership can actively out-of-box-thinking, protect, sponsor and ultimately fund disruptive ideas, and create the organisational climate in which innovation flourishes. This is not a trivial task, as it required managers to leave the “comfort zone” of business-as-usual. ,[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Leadership (part II) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Add a good practice Read this book

Embracing risk, tolerating failures (I) WHY: Innovative organisations promote risk taking . Innovation requires learning of new things, experimentation, and pushing the boundaries of the unknown. The leaders of such organisations invite and reward (clever) risk taking, and do not punish mistakes. Failures are taken as golden learning opportunities. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Read this: www.winstonbrill.com/bril001/html/article_index/articles/51-100/article55_body.html Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

[object Object],[object Object],[object Object],[object Object],[object Object],Add a good practice Embracing risk, tolerating failures (II) ,[object Object],[object Object],[object Object],[object Object],[object Object],In a British University, a final exam question on Business was: “Define what risk is". The shortest answer ever at one word was : "This." The student handed the essay in and got 100%.

Add a good practice Embracing risk, tolerating failures (II) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Incentives, Recognition, Rewarding (I) WHY: Creative people are self-motivated. However, all innovation researchers, leaders and practitioners agree that rewarding innovation can contribute to its success. There is an open dispute about the appropriate mechanism to reward innovation. In some organisations, there are significant direct financial incentives related to the financial expected contribution of the innovation. Others believe that the softer ways are preferred: public recognition, attention from management, and symbolic signs of recognition. ,[object Object],[object Object],[object Object],[object Object],[object Object],GOOD PRACTICES: Go to next slide. Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Incentives, Recognition, Rewarding (II) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Add a good practice Another opinion: " If You Want to Kill Innovation, Reward It !“ Alfie Kohn What does it mean to my organisation?

Suton, Robert I (2002), “Weird Ideas that Work – 11.5 practices for Promoting, Managing and Sustaining Innovation” , Simon & Schuster Inc., New York 1. Hire “slow learners” (of the organizational code) 1.5 Hire people who make you uncomfortable, even those you dislike 2. Hire people you (probably) don’t need 3. Use job interviews to get ideas, not to screen candidates 4. Encourage people to ignore and defy their superiors and peers 5. Find some happy people, and get them to fight 6. Rewards success and failures, punish inaction 7. Decide to do something that will probably fail, then convince yourself and everyone else that success is certain 8. Think of some ridiculous or impractical things to do, then plan to do them 9. Avoid, distract and bore customers, critics and anyone who just wants to talk about money 10. Don’t try to learn anything form people who seem to have solved the problems you face 11. Forget the past, especially your company’s successes 11.5 weird ideas: Practices for promoting, managing, sustaining innovation Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Enabling Ecology and other tools – 1 Linking Ecology and Idea Pipeline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Learn more –part I Recommended internet sites www.InnovationEcology.com http://www.workfrontiers.com http://members.ozemail.com.au/~caveman/Creative/index2.html http://www.whatif.co.uk/home.php http://www.intrapreneur.com/ Recommend your favorite innovation site Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Learn more – part II Recommended publications Ahmed, Pervaiz K. (1998), " Culture and Climate of Innovation ", European Journal of Innovation Management, Vol. 1, no. 1, Amabile, Tersa M, Hadley, Constance N. and Kramer, Steven J. (2002), “Creativity under the Gun”, HBR, August 2002. Brown, John Seely and Duguid, Paul (2001), "Creativity vs. Structure: a Useful tension" , Sloan Management Review, Vol 42, Issue 4. Browning , Guy (2002), "Ten ways to create an innovation culture" ; Management Today, London; Feb 2002; pg. 20, Buderi, Robert (2000), "Engines of Tomorrow ", Simon & Schuster, New York Christens, Clayton M., (1997), “The Innovator’s Dillema: Whne New Technologies Cause Great Firms to Fail”, HBS, Boston Cope, Mick (1998), "The Corporate Inventor: How to foster Individual creativity and surface new ideas ", Knowledge Management Review, Issue 4, 1998 Damaskopolus, Takis (2002 ), "From Knowledge to Innovation Ecology" , White paper Dvir, Ron, Pasher Edna and Roth, Norman (2002), “From Knowledge to Value: Unfolding the Innovation Cube” , Edna Pasher and Assoc, Tel Aviv Farson, Richard and Keyes, Ralph (2002), “The Failure-Tolerant Leader”, HBR, August 2002 (special issue on Innovation) HBR Editor (2002), “Inspiring Innovation – How do you boost an organisation’s creative potential”? Harvard Business Review, August 2002 (special issue on Innovation) Hale, Guy A. (1996), " Managing for Innovation" , R&D Innovator, Vol. 5. No. 10 Hamel, Gary (2000), " Leading the Revolution ", Harvard Business School Press Kanter, Rosabeth Moss, Kao, John and Wiersema Fred (1997), "Innovation" , HarperCollins, New York Kelley, Tom (200), " The Art of Innovation" , Currency Doubleday, New York Lakin, Steve (2001), " BT's Approach to Ideas Management ", Knowledge management Review, Vol 4, Issue 1. Lieber, Ron (2001), "Creative Space ", FastComapny, January 2001 Moulder, James (2000), "Software for Creative Thinking" , in http:// forum.learningspace.com.au Naimen, Linda (1998), "Fostering Innovation in an IT World" . Canadian Information Processing Society Journal, May 1998 Pinchot, Gifford, PellMAN, Ron (1999), "Intrapreneuring in Action" , Berrett Kehler, San Francisco (pp 105-143) Por, George (2001) , "Introduction to Knowledge Ecology ", www.knowledgecology.com Roos, Johan, Roos, Goran, Dragonetti, Nicola, Edvinsson, Leif (1998), " Intellectual Capital: Navigating the new business landscape ", New York University press, New York (p 121) Ruggles, Ruddy and Ross, Little (1997), "Knowledge Management and Innovation: An Initial Exploration ", Working paper, Ernst & Young Salter, Chuck (2000), "Office of the Future ", FastCompany, April 2000 Suton, Robert I (2002), “Weird Ideas that Work – 11.5 practices for Promoting, Managing and Sustaining Innovation” , Simon & Schuster Inc., New York Ward, Arian (1999), "Work Ecology -- The Next Step in the Evolution of the High Performance Enterprise ", www.wrokfroniters.com/cybrary.html Ward, Victoria (1999): "Victoria Ward asks:" Can the design of physical space influence collaboration?" , Knowledge Management Review, Issue 10 Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

From Insights into Action! You understand now what is “Enabling Innovation Ecology”, you have explored its constructs, you assessed that situation of your company/department/ yourself. What next? Now is time for ACTION . If you believe that some of those constructs can really make a different, do something about them. Launch a truly enabling ecology. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice Welcome Time space Physical space Virtual space Organisation space Market space Human diversity User guide Knowledge space Leadership Recognition Culture & values Tolerance to Failure 11.5 weird idea… Challenge Strategy Focus on the future Process vs. Chaos Skills Learn more Introduction Impact other tools The 16 constructs Action! Add good practice

Add a good practice Do you know of a good Innovation-Ecology practice which you discovered in your own organisation, or perhaps saw in another company? Please share it with us, so we can add it to the knowledge-base. Submit Your name:_____________________________ Ecology Construct: ___________________________ Good-practice location: _______________________________________________ Contact person (optional): _____________________________________________ Description:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ How this might be implemented in our company?:__________________________________________________________________________________________________________________________________________________________________________________________ Thank you!

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