Post on 19-Dec-2015
Creative Leadership Creative Leadership WorkshopWorkshop
Paul Sloane
The Nine Dots Puzzle
• Start on any dot• Can you draw 4
straight lines going through all the dots without taking your pen from the paper?
Agenda• Innovation Discussion• Creative Leadership• Problem Analysis• Idea Generation• Idea Evaluation• Six thinking Hats• Organising for Innovation
What is Innovation?What is Innovation?
Innovation
Incremental Radical
Product
Process
Route to Market
Marketing
Partnership
Innovation Traffic Light Indicator
Objective Green Amber Red
How many people understand the goals of our organisation?
Everyone Most Few or none
How often do we hold idea generation meetings?
More than once a month
A few times a year Rarely or never
Do we set goals for ideas, initiatives and innovation?
Yes – everyone has them
A few No - none
Do we have a positive attitude to risk management?
Risks are fine. We manage them
We try risks sometimes
No – we are risk averse
Do we look for ideas outside our organisation?
We often look outside for ideas
We sometimes look outside
We rarely look outside for ideas
Do we encourage, recognise and reward internal ideas?
Yes Somewhat No
Can anyone question or challenge anything?
People can question and they do
People sometimes challenge
The boss knows best
Do we try prototypes and pilots to test ideas?
We are always trying new things
Sometimes we try new things
We rarely try new things
How innovative are you?
• Survey scores
• What is impeding innovation?
What are the characteristics What are the characteristics of an innovative leader?of an innovative leader?
Vision
Cult
ure
Pro
cess
innovation
The Vision
• A shared sense of purpose and direction• Understood by everyone • Inspirational• Leads to goals, objectives and metrics
Be a Storyteller
Anne Mulcahy - Xerox
Elevator Pitch• For A who need B, we are a C who offers
D. Unlike other C, we E.
• A = Target Customer• B = Customer Need• C = What kind of Business are we?• D = Our Offering• E = What makes us Different?
The Culture
• Entrepreneurial• Welcomes ideas• Questions everything• Encourages lateral thinking• Empowers individuals• Manages risk
Vision
Cultur
e Process
innovation
Vision
Cultur
e Process
innovation
How do you measure up?
• Are people empowered?• Do people challenge the way things are
done?• Is risk-taking encouraged or
discouraged?• Is failure discouraged?• Is there time to try new things?
The Process• Problems are analysed• Lots of ideas are generated• Internal and external sources• Idea generation techniques• Rapid prototyping• Project Gating• Fast to market Vision
Cultur
e Process
innovation
Vision
Cultur
e Process
innovation
Innovation Cycle
EvaluateGenerate lots of ideas
ImplementAnalyse Problem
Monitor results
Poor sales of a new product
Poor product design
Inadequate promotion
Ineffective distribution
Price was too high
Failed to identify target market
Low quality
Not appealing
Too heavy
Lack of advertising
Small sales force
No buy-in from Head of Sales
Manufacturing is too costly
Wrong target clients
Competition from Far East
Product came out late
Wrong channels
Lack of market research
WHY? WHY?
Selling benefits
• Don’t sell me a ……..• Feature
• Sell me a ……..• Benefit• Benefit• Benefit• Benefit
Selling benefits example
• Don’t sell me a ……..• Coca Cola
• Sell me • Refreshment• Excitement• Thirst quenching satisfaction• A youthful,vigorous lifestyle
Brainstorming
• Quantity is good• No idea is a bad idea• Suspend judgment• Go beyond reason• Build on ideas of others• Ideas should be
• Short• Specific• Action-oriented
Brainstorm Meeting Quiz
1) How many people should there be in a brainstorm?
2) What sort of people should you invite?3) What are the two phases of a brainstorm?4) Who should facilitate the meeting?5) Should the manager be present?6) What criteria will you use to evaluate
ideas?
Evaluation Criteria
• Synectics• N• A• F
• Tesco• B• S• C
The Nominal Method• Write the challenge at the top of sheet• Write 5 different ideas to meet the challenge• Pass the sheet• Write 3 fresh ideas on the sheet• Pass again• Add a further 2 new ideas• Pass again• Select the best two ideas on the sheet you
receive
Reverse the Problem• Individuals write down ideas to make the
problem much worse• Share the ideas• Take one (it does not matter which)• Generate positive ideas from it• Take Another• Evaluate the best ideas• It is fun and it generates incremental
ideas
Two conversations....• One person make a suggestion for
customers.• 2nd person says – Yes but........• 1st person says – Yes but......• And so on
Two conversations....• One person make a suggestion for
staff.• 2nd person says – Yes and........• 1st person says – Yes and......• And so on
Six thinking hats• Traditional thinking is adversarial
• Prosecution and defence• Government and Opposition• I am right – you are wrong• Ego interferes with judgment
• Six thinking hats is parallel • Everyone evaluates from all points of
view
Six Thinking Hats
• White - Information• What do we need to know?
• Red - Feelings• How does this make me feel?
• Yellow - Optimism• What is good about the idea?
Six Thinking Hats
• Black - Caution• What is wrong with this idea?
• Green - Creativity• How can we adapt this to make it
work?• Blue - Control
• Is the process working?
Six Hats Propositions
• Malta builds the world’s largest casino to boost tourism.
• All train and bus journeys will be free to passengers and paid for by increased tax.
• Schoolchildren cannot go up a year until they pass literacy and numeracy tests.
• Turkey is admitted to the EU.
The Process• Problems are analysed• Lots of ideas are generated• Internal and external sources• Idea generation techniques• Rapid prototyping• Project Gating• Fast to market Vision
Cultur
e Process
innovation
Vision
Cultur
e Process
innovation
The Innovation Funnel
Assessment Gate
Development Gate
Test Gate
Launch
Ideas IdeasIdeasIdeas Ideas
How to Innovate1. Paint the vision, set the goal2. Analyse the problem3. Encourage ideas4. Run effective brainstorms5. Look outside6. Allocate time and money for
experimentation7. Prototype/Implement8. Manage risk/Learn from failure
Innovation best practices -1Company Sector Practice
Shell Energy Gamechanger
Bouyges Telco Astonishment report
3M Manufacture 15% time for innovation – engineers
Google Media 20% time for innovation – all staff
HP Technology Medal of Defiance
Tata Manufacture Innometer
Nokia Technology Silos, X-discipline teams
Haier Manufacture Customer Observation
Innovation best practices -2
Company Sector PracticeVodafone Telco Segment customers by
innovation
Bristol Myers Pharma Ideas Searcher
Alessi Design Greatest Failures
P&G FMCG Open Innovation – 50% target
Reckitt Benckiser
FMCG Open Innovation – Leapfrog day
Carphone W’house
Technology Attitude to risk
Toyota Manufacture
2 million ideas
Virgin Diverse Empowerment