Recommandé
LECTURE 1 - How To Be Creative Enough To Start A New Business VenturePhilTech_Business_Academy
Creativity and innovationSahil Kamdar
Entrepreneurship: Sources of New IdeasUniversity of Windsor
Innovation Tools & Processes | 2016Patrick Collings
Evolution of the Innovation FunnelInnovation Excellence
Idea generation and evaluationkavitha priya
Contenu connexe
Tendances
Where Open Innovation Meets Geo InformationJan Willem van Eck
Unleash your creativityTomislav Buljubasic
5.opportunity recognition and_the_screening_processishwar kumar
Startnowhow - Entrepreneurship as a Professionbicangels
Let there be innovation inside companiesTomislav Buljubasic
Micro-teaching: Introduction to Open InnovationSeb Sigloch
En vedette
Innovation Alliance (SHIP) training course MindMapJosé PIETRI
UBC Vienna key pointsJosé PIETRI
UB forum 2016 Donostia Pietri shipJosé PIETRI
PIIlonka Laurens
isbe 2016 sponsorshipJosé PIETRI
ship wp4 status_20160706José PIETRI
Similaire à IIME review CP
Ezaki presentations_InnovationVUTHY NG
Climate-KIC Business School Summer JourneyFrans Nauta
6 montoya commercialization process of innovation_athensMARE EuroMed
Innovator next presentationDavid Lanre Messan
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakt...Career Communications Group
Plus de José PIETRI
real employment alliance amsterdam uiin conference 20160603 01José PIETRI
LEC Szczecin 20150701_01José PIETRI
SVN - How to useJosé PIETRI
Itp pearltrees links review module 4José PIETRI
EBN Congress - Innovative Trainer - PIETRIJosé PIETRI
iOTA ROADSHOW 2013José PIETRI
IIME review CP
- 1. Welcome Innovation Workshop January 17, 2011 Berlin, Germany
- 2. 9:00 Check-in, registration, badges, coffee - networking time 9:30 Welcome, introduction 9:45 Module 1: Your Inner Innovator (NMEA - Ireland) 11:15 BREAK 11:30 Module 2: Types of Innovation (PUB - Romania) 13:00 LUNCH (on the Piazza) 14:00 Module 3: - Innovation Process Design (IFF - Germany) 15:30 BREAK 16:00 Module 4: Planning Your Success (MSC - France) 17:30 Initial feedback, close Today´s Agenda
- 3. Another view of our trip...
- 4. The story of IIME ... Unblocking Innovation
- 5. Target SMEs • Less than 5 years in business • Employing less than 10 people • Manufacturing or tradeable service • Desire to Change
- 6. Who´s here?
- 7. Innovation In Micro-Enterprises (IIME) One Day Training Programme Berlin 17th January 2011 EU Leonardo Programme
- 8. Innovation In Micro-Enterprises Unit 1 – Your Inner Innovator (“A Tour of YOU”)
- 9. Innovation In Micro-Enterprises Session 1 –A Tour of YOU • Objective 1 – identify the key influences in bringing you to where you are now • Objective 2 – what is your experience of change? • Objective 3 – what is your experience of change in your business?
- 10. “A Tour of YOU” • Exercise 1 (Icebreaker) - What Made You “You”? – Introduction (5 minutes) – Self-reflection (10 minutes) – Pair off – Presentation to your neighbour (10 minutes – 5 each) – Modelled on speed dating
- 11. What made you “you”?
- 12. What made you “you”? • Self-mapping exercise – “you” as a rose. Petals and thorns. Influences for good or for bad. What influenced you (eg: the talents of the people around you) Why? • What made you what you are today? • Pair off : talk to each other, 5 minutes each about your reflections. • Mediated by an elevator bell
- 13. What made you “you”? • “Thorns” are the painful, challenging Events/influences – choose at least two • “Petals” are the positive, encouraging events/influences - Choose at least two • Aim for 5 influences in total
- 14. What made you “you”? • Pair off : talk to each other, 5 minutes each, about your reflections. • Mediated by an “elevator bell” – sets a time limit (as per time in an elevator with someone you want to talk to before the doors open) - encourages concise presentation and allows the facilitator to move things along without being rude.
- 18. What made you “you”? Represent your story as a series of “petals” (positive influences) and “thorns” (challenges).....
- 22. Your Inner Innovator (“Getting To Go”)
- 23. “Getting To Go” • Present your business story – the origins of the business, what motivated you, what was the stimulus, what steps you took from idea to start-up – go back to your mindset when you started out • Describe the steps taken in 5 images or words – 15 minutes • Then pair off. Each of you has 5 minutes to present your story to your partner 10 minutes in total • You should listen to your partner and note what struck you. • Each of you will then report back on your impressions of your partner (2 minutes per person - 20 minutes in total) Elevator bell
- 26. In one adjective Conor said: Joe = Flexibility
- 27. Getting To Go...... • Step one: You - Your decision to start-up - what steps did you take? • Step two: Your partner - Identify what was interesting, remarkable and surprising? What was risky? • What adjective best describes this person? What have you learnt from this person?
- 28. Feedback by Facilitator (Jose)... • Key words • Overall impression of what were innovative traits
- 30. Around the wheel of innovation Module 2 – Types of innovation IIME Leonardo January 17th 2011 Berlin
- 31. Content Meaning of innovation Think innovative –exercise Types of innovation Definitions Examples Applications Principles for creating innovative team
- 36. You're in a high street coffee shop. Imagine this scene through the eyes of a technologist from 100 years ago. Think innovative – exercise 100 years old coffee shop
- 37. Think innovative – exercise Actual coffee shop Actual coffee shop
- 38. Business innovation involves a wide spectrum of original concepts, including development of: new ways of doing business, new business models, business application of technology and communications, new management techniques, environmental efficiency, new forms of stakeholder participation, telecommunication, transport and finance. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Business innovation
- 39. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation In some cases the innovation rests not in the technology or product or service, but in the business model itself. Business innovation
- 40. • “An organisational innovation is the implementation of a new organisational method in the firm’s business practices, workplace organisation or external relations.” “ The implementation of a new organisational method in the firm’s business practices.” “… The implementation of a new organisational method in the firm’s… workplace organisation” “… The implementation of a new organisational method in the firm’s… external relations” Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Organizational innovation
- 41. • Strategy innovation is about challenging existing industry methods of creating customer value in order to meet newly emerging customer needs, add additional value and create new markets and new customer groups for the sponsoring company. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Strategy innovation
- 42. • Why strategy innovation? Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation You should respond by adopting a new approach to strategy, one that combines: … Strategy innovation speed, openness, flexibility, forward-focused thinking.
- 43. • In China, some doctors are paid monthly when their patients are healthy. If you are sick, it‘s their fault, so you don‘t have to pay that month. It‘s their goal to get you healthy and keep you healthy so they can get paid. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Examples Strategy innovation
- 44. • “A marketing innovation is the implementation of a new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing.” OECD – The OSLO Manual Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation http://www.feelings.ro/multimedia/cafe Marketing innovation
- 45. 1 •What do you think about this ? 2 •What do you think about the profit of this idea? 3 •In your opinion is it simple to implement this? Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Marketing innovation Toilet paper example
- 46. • A product innovation is the introduction of a good or a service that is new or significantly improved with respect to its characteristics or intended uses. http://www.davison.com/creators/category/product-innovation/ Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Product innovation
- 47. New products Improved products New services Improved services Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Product innovation – examples
- 48. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Product innovation Exercise: Propose some idea to improve this product :
- 49. 1 •What do you think about this ? 2 •What do you think about the profit of this idea? 3 •In your opinion is it simple to implement this? 4 •What else could be improved to this? 5 •What disadvantage (s) would be? Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Product innovation Exercise:
- 50. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation • “A process innovation is the implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software”. Process innovation
- 51. • Technological innovation: implemented technologically new products and processes and significant technological improvements in products and processes. Explosive technology Implosive technology Technological innovations Product technological innovation Technology innovation The product or process should be new from the point of view of the firm that introduced it. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Technology innovation
- 54. Ten Principles for creating the highest performance teams and team innovation. • Establish the reasons and objectives of forming a team. • Recruit the best team players. • Establish clear, participatory, effective and elevating team goals and plans. • Articulate and communicate team task functions and relationship functions. • Develop healthy and productive group and meeting norms. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation
- 55. • Manage team behaviours and conflicts. • Cultivate and unleash Group Creativity and Innovation. • Update and manoeuvre team communication. • Create a Team Assessment Inventory. • Create an environment wherein the team members enjoy their work. Marketing innovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation Ten Principles for creating the highest performance teams and team innovation.
- 56. • Thank you! –Think new! • Be innovative! • Discussion
- 58. LEONARDO IIME PARTNERSHIP MEETING, BERLIN “INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION” 17.01. – 18.01.2011 The fraunhofer iff approach to innovation process design Jacqueline Görke, Jörg von Garrel
- 59. Innovation Process Concept • Preparation and visioning • High level target setting • Framework to Process House • Benchmarks Develop Vision and Framework Validate Current Situation Redesign Innovation Process Define Implementation Steps 1 2 3 4 Implemen- tation • Process map • Process metrics • Issue analysis • Benefits from cross-usage • Roadmap status quo • Process redesign • Framework project management • Framework for platform / modularity • Define pilot project • Prerequisites • Implementation planning • Treatment of “old products” • Pilot implementations • Shaping out details • Monitoring Innovation Process Concept (phases are overlapping)
- 60. Proposed approach – Phase 1 In the first phase the team develops the overall vision and framework Develop Vision and Framework Validate Current Situation Redesign Innovation Process Define Implementation Steps 1 2 3 4 Given project framework Communication structure is defined and functional High level targets are agreed High level vision for each work process is defined Work processes are identified
- 61. Proposed approach – Phase 2 In the second phase the team validates the current innovation process Develop Vision and Framework Validate Current Situation Redesign Innovation Process Define Implementation Steps 1 2 3 4 Input/Output and major tasks of each work process are identified For work process Develop Product current process is mapped (milestone concept incl.) Current metrics are evaluated for all work processes Issue Analysis is finished
- 62. Proposed approach – Phase 3 In the third phase team develops the future concept for innovation Develop Vision and Framework Validate Current Situation Redesign Innovation Process Define Implementation Steps 1 2 3 4 Clear strategy for the future innovation process is defined Framework for platform/modularity Each work process is defined in detail: Process map / gate concept tasks, responsibilities, decision competence Input/Output relations in and between sub processes Performance metrics, basic rules Project and quality management
- 63. Proposed approach – Phase 4 In the first phase team develops the overall vision and framework Develop Vision and Framework Validate Current Situation Redesign Innovation Process Define Implementation Steps 1 2 3 4 Pilot projects are defined Necessary prerequisites are defined Implementation is defined Subprojects Project Teams / Resources Time Schedule / Milestones
- 64. LEONARDO IIME PARTNERSHIP MEETING, BERLIN “INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION” 17.01. – 18.01.2011 Structuring your innovation Jacqueline Görke, Jörg von Garrel
- 65. • It‘s not about • THE Innovation Process™
- 66. • It‘s about • Understanding, imagination and action. • …because
- 67. • „It is not always true, that it‘s getting better, when things change. • But if it should get better, something has to change.“ • • Georg Christoph Lichtenberg (1742-1799)
- 69. …provides a lot of different theories about „standardized innovation processes“ … Rahmenbedingungen des Innovationsmanagements Rahmenbedingungen des Innovationsmanagements
- 71. …shows that… – …there‘s no one size fits all approach. – …innovations cannot be designed divorced from reality. – …successful innovations need creative and analytical skills. – …innovation processes should be kept simple.
- 72. Practical example - BASF – Do it as simple as possible, but make sure that actions are taken. – Implement clear roles and responsibilities. – Rather give guidelines than rules, because one size doensn‘t fit all. – Focussed project work, creativity, efficiency and culture are core elements of innovation processes. Quelle: http://www.refa-chemie.de/media/56.pdf
- 73. Practical example - SIEMENS – Innovations follow the customers and thus the market. – Research is a neccessary, but not the only requirement for innovation. Successfull innovation needs implementation on the market. – (Innovation) networks are the catalysts for innovation. – Economical value results from successfull innovation. Quelle: http://www.siemens.com/innovation/pool/de/2009/innovation_at_siemens _27_04_2009_d.pdf
- 74. Practical example - Google – Defining a foundation that sets innovation objectives and mobilizes your efforts. – Developing a stream of original ideas tied to real business objectives. – Creating a streamlined and flexible approach to shepherd innovative ideas to market. – Building a thriving work environment that drives innovation across your organization. Quelle: http://www.docstoc.com/docs/26763113/Innovation-Case-Study-Google a strategy idea s climat e proces s ideas climat e proces s strategy process idea s climat e strategy climate idea s strategy proces s
- 75. Practical example - Google Five ways of achieving innovation: – Open office hours – Free thinking time – The ideas list – Big brainstorms – Acquire good ideas Quelle: http://www.google.de/intl/de/corporate/tenthings.html Smart people + creative environment + outlet for ideas = innovation
- 76. Big enterprises say, successful innovation needs: – intensive collaborations with customers and research institutions, – taking technological AND economical aspects into account, – inclusion of technology trends and innovations from all markets, – development of new markets beside the core business, – close networking of firms and researchers along the value added chain, – use of external sources,
- 77. Big enterprises say, components of innovation are: – CREATIVITY • discovering a new idea – STRATEGY • determining the usefullness of an idea – IMPLEMENTATION • putting the new idea into action – PROFITABILITY • maximizing the added value from the implementation of the new idea
- 78. Small and medium-sized enterprises say, successful innovation is hindered by: – Innovativeness, – innovation strategy, – innovation techniques, – corporate management, – controlling, – quality management, – knowledge on demands and markets, – marketing, – project management. Quelle: http://alchemi.co.uk/images/InnovationCartoon-dontlink.jpg
- 79. Small and medium-sized enterprises say, successful innovation is missing: CREATIVITY discovering a new idea STRATEGY determining the usefullness of an idea IMPLEMENTATION putting the new idea into action PROFITABILITY maximizing the added value from the implementation of the new idea
- 80. In a nutshell: – Innovation management can‘t be standardized and has to be carried out individually. – Innovation can take place at all stages of the planning process. – Innovation can be applied to the daily activities of all departments. – Innovation can be applied everywhere in the organization - to existing products, services, programs, or processes. – Innovation involves strategic skills to develop ideas to bring added value to the organization and to win acceptance for implementing new ideas.
- 81. Finding your innovation process
- 82. What drives innovativeness? – Management: • pushes innovation by setting goals, • applies a proper strategie, • helps overcoming internal and external barrieres, • allocates financial ressources – Innovation goal: • defines the type of innovation the organization currently wants, • balance of creativity and order, to reach effective and efficient results
- 83. What drives innovativeness? – Innovations climate: • defines active roles of the employees involved, • balances radical ideas with traditions, • nourishes ideas and initiatives, • reflects the emloyee‘s identification with the innovation goal of the company – Innovation marketing: • early implementation of external ideas, • orientation on trends of the market and on customers needs
- 85. Workshop program Time Objective Content Aids Who 20 – 30 min. Exchange of experience Discussing questions, e.g.: What positive/negative experiences did you have when implementing your innovations/innovation process? What could have been done to improve the project? bulletin board, metaplan paper, pushpins, carts, markers flip chart Group work: Two groups, working parallel on both topics . 2 x 10 min. Presentation and discussion of the results Presentation of results: Negative and positive experiences, potential options, deficits 1 bulletin board, metaplan paper, pushpins, carts, markers 1 flip chart All participants
- 86. Group work: Exchange of experiences Split the workshop group in 2. Discuss in your group the questions listed on the bulletin board. You will have 20 - 30 minutes. • Example questions: –What (positive/negative) experiences did you have when implementing your innovations/innovation process? –What works/worked well? What could be established as a standard? –Where are/were deficits? What could have been better? What was not conducive? –What could have been done to improve the project? –How could the successes be transferred to the next project or other future projects?
- 87. Group 1 & 2: Presentation and discussion of results • Steps 1.One member of group 1 and one member of group 2 presents the respective group’s results. 2.Discussion of the results, focusing of differences. 3.Brief presentation of example of good practice. Each group will have 10 minutes.
- 88. Thank you for listening.
- 90. Planning Your Success How to get there from here... Innovation In Micro-Enterprises Session 4:
- 92. The Secret of LIFE ... and Innovation!
- 93. Like life, innovating is a journey Structuring the Innovation Process Around the Wheel of Innovation The tour of YOU YOUR Action Plan
- 94. WHERE are you going?
- 96. HOW to get there? • Individual Action Plans – Individual • YOU ... Personal, unique, tailored – Action • What will be DONE ... with the goal in mind – Plan • What, When, Who ... Success criteria?
- 97. You have done this before... ... or you‘d be out of business!
- 98. Our approach... Some TEMPLATES and TOOLS + a MODEL + your INPUT = YOUR PLAN FOR SUCCESSFUL INNOVATION
- 99. Let‘s go to the tool... ... and you‘ll get the hang of it.
- 100. CmapTools Creating Concepts and Propositions
- 101. A model of action planning
- 102. Business innovatio n Process innovatio n Product innovatio n Marketing innovatio n Organizatio nal innovation Strategy innovatio n Technolo gy innovatio n Think back over the different innovation types
- 103. Choose your top innovation type
- 105. ... rank the remaining 5 types
- 107. Write down your thoughts...
- 108. ... share with a partner. (And us)
- 109. Jump the GAP!
- 110. An innovative way to remember...
- 111. To Do Lists: iime.tadalist.com
- 112. Getting Ready To Plan Actions 1. Choose, in your opinion, the best innovation type to pursue for your enterprise 2. Rank the remaining 5 innovation types – 10 minutes 3. Individually write down the “why, when, who, how, where and what” related to your #1 innovation type 4. Then pair off. 1. Each of you has 5 minutes to present your story to your partner (10 minutes in total) 2. You should listen to your partner and note what struck you 5. Each of you will then report back on your impressions of your partner (2 minutes per person - 20 minutes in total) 6. Start thinking through the actions that will be necessary to progress. Write them down.
- 114. This is your future ... invest time in your future.
- 115. Thank you and… … we wish you great success with your innovations!
- 117. Most action plans consist of the following elements • a statement of what must be achieved (the outputs or result areas) • a spelling out of the steps that have to be followed to reach this objective • some kind of time schedule for when each step must take place and how long it is likely to take (when) • a clarification of who will be responsible for making sure that each step is successfully completed (who) • a clarification of the inputs/resources that are needed.
- 118. Action Planning Process 1. Clarify the result areas on which you will be working 2. List steps necessary to achieve each result area 3. Sequence the steps in a logical order 4. Assign responsibility for each activity 5. Summarize the outputs 6. Summarize the resources needed 7. Summarize the likely costs 8. Put it all together in a workplan schedule
- 119. RESULTS ... Looking ahead!
Notes de l'éditeur
- What business innovation involves: the marketing departement, the production, the process, the organization, strategy and last but not least technology.
- Picture an everyday scene. You're in a high street coffee shop. All around you people are having coffee:* some are chatting with friends; others are using their mobile phone;* few individuals seem to be working – consulting their laptop computers, scribbling notes;* in a corner of the coffee shop where an internet cafe has been set up, at one table a couple of teenagers are laughing at a message in a chat room, * while at another table an old chap searches the Web for something.Now imagine this scene through the eyes of a technologist from 100 years ago. * Putting aside his disappointment at not seeing any flying cars or people wearing silver spacesuits, some aspects of the scene will be familiar. * People are still drinking coffee and talking as they did in 1906, although the range of coffees, the variety of accents and languages, and the mix of races and sexes might be surprising.
- * Putting aside his disappointment at not seeing any flying cars or people wearing silver spacesuits, some aspects of the scene will be familiar. * People are still drinking coffee and talking as they did in 1906, although the range of coffees, the variety of accents and languages, and the mix of races and sexes might be surprising.
- Value proposition is a description of the customer problem, the solution that addresses the problem, and the value of this solution from the customer's perspective.Market Segmentation- Successful marketers qualify their current and prospective customers. By doing so, they can better target their value propositions to different customer groups, which results in higher sales.Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customersCompetitive Strategy- To be successful today, your company must become competitor-oriented. You must pursue the right competitive strategy – avoid strengths of your competitors and look for week points in their positions and then launch marketing attacks against those weak points.
- You should respond by adopting a new approach to strategy – one that combines
- New products include the first MP3 players on the market (Figure 1), cardiovascular stents, the digital camera, mobile/cell phone with a built-in digital camera and the first microwave oven Improved products include kinetic watches, new models of mobile/cell phones, flat screen TV and high definition TV.New services include 24 hour banking, online insurance brokerages, first dating services and music download services.Improved services include broadband internet, free minutes from telephone service providers and online banking – addition of bill pay facilities
- explosive technology, in other words technology, which expands domains, (eg. Space research, deep-sea exploratioimplosive technology, in other words technology which enriches domains (eg. microelectronics, composite materials, chemical analysis) n, genetic manipulation)
- 1. Establish the reasons and objectives of forming a team. Create a concise team vision and mission statement that is crisp and well understood. 2. Recruit the best team players who will be the most adept at achieving the said team objectives, vision and mission. Find employees both from within the organization through your own network of friends, peers and managers, and externally through the best recruiters available.3. Establish clear, participatory, effective and elevating team goals and plans, preferably using SMART system. Ensure that the team’s plans and future direction are clear and supported, the team is kept informed of the ongoing progress, quality standards and effectiveness set, and there is complete commitment from team members towards achieving these objectives.4. Articulate and communicate team task functions and relationship functions, and help the team understand the differences through examples. Organize and lead the team so that the team coordinates the efforts and cooperates well. Create a high degree of trust and confidence among the team members, ensure that the team members participate fully and communicate openly making sure that everyone is always included, encourage different viewpoints and foster diversity in thought and members, and build camaraderie, closeness and friendship within the team.5. Develop healthy and productive group and meeting norms, grow team cohesiveness by building collaboration, and manage social loafing consequences. Make decisions by consensus after seeking opinions from each team member, help the team towards making its own good decisions, resolve problems and find solutions through mutual effort and open communications, and evaluate team behaviors and perceptions openly.
- 6. Proactively manage team behaviors and conflicts that could either encourage or harm member relations, and regulate situations where individual needs are not satisfied. The emphasis is on “proactively” managing conflicts. A high performing team will have conflicts, openly and often. Conflicts are a healthy sign of a team cooperating and communicating ideas frequently. The manager should create sound conflict resolutions techniques wherein the conflicts are addressed in a timely manner, and conflicts remain rooted in problems and issues, and not about members.7. Cultivate and unleash Group Creativity and Innovation. A leader becomes indispensable and important to the organization when they can develop creativity throughout the organization--in their team, and in the processes the leader uses to tap and leverage that widespread creativity. What processes drive Group Creativity and Innovation? The team leader leverages Group Creativity techniques including Basic Brainstorming, Nominal Group Technique (NGT), and NGT-Storming. A creative team leader will always ask a lot of questions, never judges, encourages free-wheeling, goes for quantity (of ideas), and promotes piggybacking during the group creativity meetings. Finally, a witty quote about change, and stepping into the team member’s offices and asking a simple question: “any creative ideas today?” will always encourage creativity and innovation among the team.8. Analyze, update and maneuver team communication according to the twelve categories comprising Bales’ Interaction Analysis. Bales’ Interaction Analysis allows the manager to review the team’s member communications in four categories: Positive reactions, Attempted answers, Questions and Negative reactions. By analyzing this once every few months, the leader can not only get insight on how the team communicates, but also provide individual members feedback. If the overall communications are moving towards increasing Questions and Negative reactions, the leader can take appropriate steps to enhance the communication flow.9. Create a Team Assessment Inventory on the team’s general productivity and climate, team goals, processes and procedures, and member relationships every three months to analyze and calibrate the team performance. This is very important if the team is going to be working together on projects for the long term. Also, this would provide the manager a self-assessment on how well the term is performing.10. Have fun!! Create an environment wherein the team members enjoy their work, and the team morale remains high. The leader needs to exude excitement, and inject that passion so that the team members also work with high degree of energy and excitement. Every month or once every few months, the leader should take time to enjoy the achievements, and plan fun activities with the team.