Is it possible to systematically increase your business' innovative potential

1. How to capture the innovative
potential of your organisation.
innovation-P
B.A.S.

2. “There are no old roads to new directions.”
Boston Consulting Group
"Everyone who has ever taken a shower
has had an idea. It's the person who gets
out of the shower, dries off, and does
something about it that makes a
difference.“
Nolan Bushnell
innovation-P
B.A.S.

3. Rubrik I Management Magazine 2005
“Headline in a swedish management
magazine”
innovation-P
B.A.S.

4. …or rather:
Organisational creativity
calls for a new kind of
“organisational thinking”
innovation-P
B.A.S.

5. Are you captured in the assumption that
innovation is the result of
coincidencies and serendipity
which emanates from single
entrepreneurs who feels locked up in
an organisational context or…
innovation-P
B.A.S.

6. … Do You consider yourself as being able to
create an organisation where innovative
poweris the result of many employees drive
to develop your business and your company and
where the organisational structure has the
ability to embrace and integrate this
willingness to innovate?
innovation-P
B.A.S.

7. Then we can provide an important tool to
help You make this come true
Innovation P B.A.S.
innovation-P
B.A.S.

8. What kind of a tool is this?
• Innovation P B.A.S. Is a web based instrument
that measures an organisation from 7
different perspectives
• Innovation P B.A.S. gives you a “state of the
art” description of your organisation’s present
innovative potential
• Innovation P B.A.S. gives you information
about what areas that has to be developed to
increase the innovative potential
innovation-P
B.A.S.

9. …and how can you use it?
• Gives a snapshot of the factors in the
organisation that supports the innovative
potential (diagnosis).
• Gives a snapshot of the factors that is a
hindrance to the innovative potential
• Defines the organisational areas that has to
develop to increase the innovative potential
innovation-P
B.A.S.

10. • Gives an opportunity to compare different
parts of the organisation (internal
benchmarking)
• Gives an opportunity to compare your
company with other companies (external
benchmarking)
• Gives an opportunity to evaluate how your
change- and devlopment efforts are being
intgrated into the organisation (evaluation)
…and how can you use it?
innovation-P
B.A.S.

11. What then does Innovation P B.A.S.
measure?
According to a scientific study (doctoral thesis)
at the Chalmers Tekniska Högskola there seems
to be 7 different dimensions in an organisation
that determines the innovative potential
It means that by influencing those dimensions it
is possible to increase the possibility that new
ideas, processes and products and services will
develop within the organisation.

12. The 7 variables are
• Information sharing
• Organising
• Extrinsic motivation
• Intrinsic motivation
• Leadership
• Creative climate
• Learning Culture
3.86
4.01
4.08
4.17
4.64
4.67
5.23
0.00 1.00 2.00 3.00 4.00 5.00 6.00
Extrinsic Motivation
Kreativt klimat
Learning Culture
Ledning
Organisering
Information Sharing
Intrinsic Motivation
The seven dimensions

13. But most important…
The innovative window
Stabilisers Destabilisers

14. At last, what determines the
innovative potential?
In every organisation there are two opposing
forces influencing each other, we call them
stabilisers and destabilisers.
The forces that stabilises are all those that
creates structure, efficiency, predictability and
order.
The forces that destabilises are those that
supports
spontaneity, improvisation, quriosity, urge to
experiment etc.

15. So what does that mean?
We claim that there is a window in the interface
between those forces where the innovative
potential is at its peak.
• Too much stability leads to rigidity and
stagnation, while
• Too much of “destability” leads to chaos and
uncertainty

16. Like this!
The innovative window
Stabilisers Destabilisers

17. Destabilisering
Stabilisering
(C)
Hög destabilsering
Låg stabilisering
Kreativt klimat men brist på styrning
(D)
Hög destabilsering
Hög stabilisering
Hög organisatorisk kreativitet &
produktivitet
(A)
Låg destabilsering
Låg stabilisering
Brist på nytänkande och styrning
(B)
Låg destabilsering
Hög stabilisering
Låg beredskap till radikal förändring
med välfungerande styrning
Destabilisering
Stabilisering
(C)
Hög destabilsering
Låg stabilisering
Kreativt klimat men brist på styrning
(D)
Hög destabilsering
Hög stabilisering
Hög organisatorisk kreativitet &
produktivitet
(A)
Låg destabilsering
Låg stabilisering
Brist på nytänkande och styrning
(B)
Låg destabilsering
Hög stabilisering
Låg beredskap till radikal förändring
med välfungerande styrning
Destabilisering
Stabilisering
(C)
Hög destabilsering
Låg stabilisering
Kreativt klimat men brist på styrning
(D)
Hög destabilsering
Hög stabilisering
Hög organisatorisk kreativitet &
produktivitet
(A)
Låg destabilsering
Låg stabilisering
Brist på nytänkande och styrning
(B)
Låg destabilsering
Hög stabilisering
Låg beredskap till radikal förändring
med välfungerande styrning
…and this is what it can look like

18. Then what is it that we are providing
to you?
• A report where an analysis of the unique
situation of your particular
company/organisation is described
• A description of both the strong sides of your
organisation as well as the development need
of the organisation broken down into the
seven dimensions in your organisation.
• A possibility to separate the result to separate
parts of your organisation.

19. And this is what it might look like:
The highest rated dimension in the survey is “Intrinsic motivation” and the lowest is
“extrinsic motivation”. Intrinsic motivation means that the drivers among employees in
the work situation mainly stems from a sense of doing something meaningful and
being able to see their own role in relation to the whole value chain. These drivers are
mainly founded in an inner personal perspective in contrast to “Extrinsic drivers” that
are anchored in the outer world. From an innovative perspective it is beneficial that
they are rated in this order. The inner drivers are to a much higher degree promoting
innovative thinking and doing. That external drivers (“Extrinsic motivation”), such as
status and prestigious symbols and titles play a subordinate role is of no big surprise.
This is often occurring in organisations where brainpower is in focus.
Second rated is “Information sharing”. It means that information and knowledge is
floating relatively free in the organisation and that information is considered being
owned not only by the individual but also by the group or organisation as a whole. It
also takes accessibility of information into account, how easy it is to find the
information needed and to what degree it is accessible “just in time”. From an
innovative perspective this is a dimension that should be rated highly, as it is here.
ETC…

20. Or like this:
Conclusion:
There are in the organisation many aspects that support an innovative
potential, like the high score on “Intrinsic motivation” and “Information
sharing”. It seems however that the organisation cannot fully utilise the
potential this creates. The reason for this is probably that the “Organising”
structure seems a bit too firm, too stable. No matter what the task
requires, the people around the assignment should be performing according
“to the book”, whether this is relevant or not. In a wider sense you can say
that it is also suboptimising the intellectual capital that definitely is immanent
in the company. This “Stabilising” role of the organising aspect seems to
create a culture where innovation, creativity and playfulness have a very
subordinated role. This compared to a high tempo where efficiency is always
number one priority and learning from experience rarely takes place.
ETC…