Designing Your Organization for Innovation

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 ∙ sqeinfo@sqe.com ∙ 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
Teams

Copyright © 2012 Big Visible Solutions

Designing Your Organization
for Innovation
for Innovation
Agile Development & Better
Software West 2013
‐ jelvidge@bigvisible.com

© 2012 BigVisible Solutions

Go Anywhere


Start Anywhere

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http://www.flickr.com/photos/stuckincustoms/5814

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Warning

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.

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Sustaining

• Evolves existing markets with
better value
• Customers expect it
• Incremental changes within
existing constraints

• Changes or creates entire
markets
• Customers aren’t calling for it
(starts with early adopter focus)
• Requires thinking that is free of
existing constraints

Company

• Incremental changes in
• Revolutionary changes in
processes or technology
processes or technology
• Doesn’t disrupt the status quo
Doesn t disrupt the status quo
• Requires changes in culture
Requires changes in culture
• Must support product/customer
and/or people’s roles
innovation
• Must support product/customer
innovation

Disruptive

Company

Product/Customer

Markets

Markets

Innovation: Where Do You Want to Play?

Internal/Technology

based on… Clayton Christensen’s “The Innovators Dilemma”.

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Orienting organizational change is accomplished by exercising the notion of
ecosystem design through…

Types of Transformations

Subtractive Transformation

Additive Transformation



The Recipe

1. Create a Vision for Innovation
2. Find Impediments to Achieving that Vision
3. Remove Impediments


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STEP 1 – The Vision

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Exercise – How Do We Want to Be?


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Some Good Vision Elements

Ideas are Encouraged
There is an Audience for Ideas
We Act on Ideas
Failure is Supported
pp
People are Thinking Out of the Box


Vision ‐ Thinking Outside of the Box
The Imagination of a 5‐Year Old?


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Vision – Thinking Like a 5‐Year Old

from… George Land’s TEDxTucson talk “The Failure of Success.”

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Constrained Thinking – Impediment to Vision

Hey, I’m
out here!


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Example – Functional Fixedness

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also from… http://blogs.hbr.org/anthony/2009/06/google_grows_up.html

focusing cons
straint

limiting constraint

limiting constraint

straint
focusing cons

Mildly Constrained Thinking

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STEP 2 ‐ Finding Impediments



Finding Impediments… Examine Motivation

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


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Examine Spectrum of Innovative Capabilities
Leadership & management styles/beliefs
• >Catalytic Leadership
• >Purpose
Structures,
Structures processes and systems
(collective beliefs, perspectives, habits)
• >Environment Design
Product Management/Strategy
• >Lean Startup, Ideation
• >Business Model Development
Product Development/Delivery
• >Innovation Day, Innovation Games
y,
• >Agile and Lean Delivery
Product Execution
• >Time, Autonomy
• >Innovative Games (e.g. Silly Cow)


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© 2010 BigVisible Solutions, Inc.. All Rights Reserved

Examine: Organizational Elements

Leadership
Styles

Organization
Structures

Organization
Culture


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The organizational
structures, rules and
policies which facilitate
how work gets done and
how results get produced.


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Collectively held beliefs,
values and assumptions
which determine how
people think and how they
behave.


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How leaders and managers
lead, inspire, direct and
motivate others.

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Analysis Techniques
5 Whys
Current Reality Trees
Double Loop Learning


Ref. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/

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Analysis Technique: Double Loop Learning


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Ref. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/

Exercise – What Prevents Us From Achieving the
Vision?


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STEP 3 ‐ Removing Impediments


Action Technique: Designing Environments
‘Environments’ are:
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
• The kinds of agreements we have within and between groups and
departments
• Dominant styles of management and leadership within the environment
•
•
•
•
•


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Action Technique: Designing Environments

‘Designing’ is:
• Setting up situations and circumstances that promote and invite more
innovative behaviors and actions
• Introducing structures, practices, and processes which empower and enable
people to find new and improved ways to work together
• Seeking out and inspiring those who are passionate and who are willing to
put their passion to work to further a greater cause
• Engaging others in a vision for a future which inspires them to step forward
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

Designing for Innovation

Innovation
Enablement

Systemic Inquiry:

How might our thinking and
leadership styles be impeding
the capacity for effective
innovative delivery, product
development?

Nobody acts
on ideas

What org. structures, rules, or policies,
which once may have been needed,
have now become bottlenecks to
effective innovative delivery?

Team
Org’l
Environment


Design Move

What assumptions, collectively
held beliefs, or perceptions of our
values are blocking our ability to
work in new ways?

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Exercise ‐ Let’s Try Removing Impediments to
Innovation!

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Final Note
• These ideas don’t require full organizational buy‐in
• You can implement them within your organizational
context!


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Questions?


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Designing Your Organization for Innovation

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