In today's knowledge worker environment, the need to share and leverage knowledge and insight is critical to success. Here I discuss creative innovation and key elements for success.
2. Overview
ā¢Todayās brand environment is more challenging than ever
ā¢Brands are looking for ways to drive business impact faster and
more efficiently
ā¢The needs to access, integrate and activate new capabilities and
platforms are growing rapidly
ā¢The advent of social media has accelerated this demand
ā¢This presentation will lay out the foundations of creative
innovation, what it is, why it is important, key elements and
must doās for success
4. What is it ā some examples
ā¢Reynolds Wrap packet cooking
āA new use for an existing product that drove profitable
revenue and established a cultural framework for explosive
new product development
ā¢Appleās iPod
āA combination of existing elements/technologies, brought
together in a usable, beautiful way that exploded a category
(MP3 players)
Photos courtesy of: Reynolds/Alcoa, Apple
5. What is it ā some examples
ā¢Old Spice communication campaign
ā Revitalized an old brand name by shifting target customer
(male to female) and changing typical development and
approval processes to create personal customer engagement
and excitement
Photos courtesy of: Old Spice
6. What is innovation?
ā¢What is Innovation?
ā Change that creates a new dimension of
performance. Peter Drucker (Hesselbein, 2002)
7. What is innovation?
ā¢Innovation is not invention
ā Invention can be an idea, a great idea
ā Most inventions or ideas fail because they do not drive
profitability of ROI
ā Most companies focus on ideas or inventions
ā Innovation drives economic value*
ā¢In economics the change (innovation) must increase value,
customer value, or producer value**
ā¢The term innovation may refer to both radical and incremental
changes to products, processes or services. The often unspoken
goal of innovation is to solve a problem**
*Knowledge@Wharton-Sirkin
**Wikipedia
8. Why creative innovation?
ā¢Any aspect of our business requires direct or indirect
sensitivity to creativity
ā¢Knowledge, insight, skills and motivation should
embrace the driving concept of creativity
ā¢All areas must strive not just to ideate or invent, but to
innovate
9. The elements of creativity
Expertise/ Creative
knowledge thinking
skills
Creativity
Motivation
Harvard Business School
11. It starts with knowledge and insight
ā¢Creativity and innovation start with knowledge and insight*
ā More than topline knowledge, which can drive idea generation
ā Must be deep customer insight that reveals true need
*Knowledge@Wharton- Huston
12. The role of tacit knowledge
ā¢Tacit knowledge has been found to be a crucial input to the
innovation process. A societyās ability to innovate depends on its
level of tacit knowledge of how to innovate.*
ā¢Most service industries driven by ātacit interactions, activities
and tacit knowledgeā
ā By definition, tacit knowledge is knowledge that people carry
in their minds and is, therefore, difficult to access. Often,
people are not aware of the knowledge they possess or how
it can be valuable to others. Tacit knowledge is considered
more valuable because it provides context for people,
places, ideas, and experiences. Effective transfer of tacit
knowledge generally requires extensive personal contact and
trust.*
*Wikipedia
14. Improving tacit interactions
ā¢Companies boost productivity by improving the efficiency of
transformational activities (such as the extraction of raw
materials) or of transactions (for instance, the work of the clerks
in the accounts-payable function)ā¦
ā¢But the productivity of marketing managers and lawyers canāt be
raised by standardizing their work or replacing them with
machines*
ā¢Companies can analyze work done in processes and root out
wasteful activities so employees do more in less time. But
companies donāt improve tacit interactions by forcing
salespeople (or other tacit workers) to follow a uniform
procedure.*
*McKinsey
15. Improving tacit interactions
ā¢Managing for effectiveness in tacit interactions is about
fostering change, learning, collaboration, shared values
and innovation*
ā¢Consistent, high-quality tacit interactions have a
dramatic impact on innovation and economic value
*McKinsey
16. For highly tacit, better interactions = better results
High performer
Managing tacit
interactions has
dramatic
financial impact
Low performer
McKinsey
17. Improving tacit interactions
ā¢Top performers have figured out that by managing
tacit interactions more effectively, they can create
competitive advantages that rivals in their sectors find
hard to matchā¦*
*McKinsey
18. Managing tacit interactions for creative innovation
ā¢To enable and encourage an environment where tacit
interactions and knowledge sharing can flourish and
grow
ā What needs to be done?
ā What incentives are needed?
20. We need to move from this
Digital
Technology
Product
Research
Dev
Knowledge/insight
Account
Sales
Creative
PR/Media
Working off the same knowledge points
But With A Siloād, Diffuse Effort
21. To this
Digital
Technology
Product
Research
Dev
Knowledge
Insight
Account
Sales
Creative
PR/Media
Powerful innovation driven by disciplined collaboration
23. Collaboration - a key behavior for innovation
ā¢A key enabler of tacit interactions is Collaboration
ā the recursive interaction of knowledge and mutual learning
ā between two or more people working together
ā toward a common goal, typically creative in nature
(Wikipedia)
Cooperation Coordination Collaboration *
Lower Intensity Higher Intensity
Short term, Informal relationships Longer term effort around a project Durable and pervasive relationships
Shared information only Some planning and division of roles Common structure and commitment to
common goals
Separate goals, resources, and Some shared resources, rewards, and All partners contribute resources and
structures risk shared rewards and leadership
*AFRL
24. Collaboration - a key behavior for innovation
ā¢There are four working types of collaborations*:
āProgressive collaboration
ā¢ Communities of practice, knowledge-sharing sites, inter-
organizational networks
āSelf-Organizing collaboration
ā¢ Facebook, Twitter, LinkedIn, Yahoo groups
āRemedial collaboration
ā¢ Innovation or problem-solving teams, task forces, informal
workarounds
āOppositional collaboration
ā¢ Electronic caucuses, rumor mills, external associations
*Accenture
25. Collaboration - a key behavior for innovation
ā¢And each brings different value*:
āProgressive collaboration
ā¢ Produces value indirectly, largely by adding depth to the
understanding of a process or an activity that directly creates value
āSelf-Organizing collaboration
ā¢ Helps people discover the common interests that often serve as the
precursor to value creating activity
āRemedial collaboration
ā¢ Helps achieve value when a system is incapable of monitoring and
correcting itself
āOppositional collaboration
ā¢ Usually destroys value or dissipates it
*Accenture
26. Collaboration - a key behavior for innovation
ā¢Enabling and encouraging a Collaborative Work environment has
many benefits:
ā Creates tacit interactions
ā Improves tacit knowledge transfer
ā Broadens capabilities and expertise
ā Helps overcome locked-in ways of approaching problems
ā Encourages team participation
ā Improves morale and a sense of belonging
ā Utilizes human capital more effectively
ā Creates an innovative work environment and culture
28. Formalizing collaboration
ā¢Creating an insight driven, collaborative culture
ā Successful collaboration is based on three key principals ā
inclusion, motivators/incentives, alignment
ā¢ You canāt collaborate if you donāt include
ā¢ Create incentives supporting the right motivators
ā¢ Alignment in/of decision making is crucial
29. Include the right people
ā¢Diversify by responsibility and personality at different points in
the process
āEncourages flexibility and imagination, discourages
Groupthink
āInclude to make better decisions, provide better quality
implementation, speed implementation of decision making
ā¢Experiment with the numbers
āIn research of Broadway musicals, seven is an optimal
number for musical creation*
āDifferent situations will require different resources
* Brian Uzzi, Northwestern Universityās Kellogg School of Management (Edward Boches , 10 rules for modern collaboration )
30. Create incentives to encourage collaboration
ā¢Most organizations use the ācarrot and stickā reward system
only to find it ineffective*
ā¢Knowledge workers are driven by higher order motivational
needs*:
āPurpose
ā¢ Driven by a common cause or greater unifying purpose
āMastery
ā¢ Desire for continual learning and improvement
āSelf-sufficiency/autonomy
ā¢ Ability to perform at a high level and take responsibility for oneās
actions
*Daniel Pink: Drive, The surprising truth about what motivates us
31. Establish effective decision making
ā¢Increased collaboration requires disciplined decision making
ā¢Must establish criteria:
āWhat is the decision to be made
ā¢ Frame and split into sub-decisions if necessary
āWho will play what roles
ā¢ RASCI, RAPID, etc.
āHow will decisions be made
ā¢ Voting, Directive, Consultative, Alignment
āWhen must the decision be made
ā¢ Consider execution and resource implementation as well
33. Driving creative innovation
Deep insight
Implement or Identify
challenge or
Prototype/test problem
Collaboration
to improve
tacit
interactions
Development
Alignment
skills/tools
towards
SCAMPER,
common goal
brainstorm,
or purpose
etc.
Establish
parameters for
decision
making
34. Implications for brands
ā¢Team members must know the business reasons for
collaboration - improve the frequency and quality of tacit
interactions to drive innovation and economic value for clients
and company
ā¢Consider investments that foster insight gathering, collaboration
and tacit interactions
ā Information gathering and sharing tools/platforms,
including social platforms
ā Employee training for improved collaboration and
engagement
ā Behavior and outcome based benchmarks and measures for
success
35. Thanks
Please feel free to share or contact me
ā¢ Steve Massi
ā¢ stevemassi@verizon.net
ā¢ linkedin.com/in/stevemassi
ā¢ twitter.com/stevemassi
ā¢ stevemassi.posterous.com