How coaching and knowledge sharing accelerate innovation + video links
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Transcript of How coaching and knowledge sharing accelerate innovation + video links
How Coaching & Knowledge Sharing
Accelerate Innovation Execution
at Philips Healthcare, MRI
FEI EMEA ’13, March 6, 2013 - Rob de Graaf
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Industry
Consulting
Where consulting
gets hands-on
Content
• Philips & Innovation
• Great Front End
• Now get it to market!
• On the Job Coaching
• Knowledge Sharing
• Fulfilling Accelerate Goals
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Group
Innovation
Design
IP&S
Research
Incubators
Royal Philips Electronics
Innovation Services
Healthcare External
Customers
Consumer
Lifestyle
Lighting
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Resources to Accelerate Innovation
Philips
Innovation
Services
Industry
Consulting
Sustainability,
Safety &
Health
Quality &
Reliability
Equipment
Development
Prototyping &
Small Series
Product & Process
Development Industrialization
Concept
Creation Support
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Front End Results
Up to 40% more SNR
As much as 30%
throughput improvement
Easy expansion of clinical
capabilities through
channel independence
architecture
Imaging space
Largest homogenous FOV
for a 70cm system
Significant reduction of tasks
Patient adaptive RF
shimming– now even in
real-time applications
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Now get it to market!
• Large R&D project needed
– 200 people involved in 3 continents
– Many expert(ise)s needed
• New technology for system and magnet
• High time pressure
– Multiple markets want the large bore
– Competition is already out there
• Expertise locked up in veterans
• Employee Engagement is low
• Daily Escalations
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
So how do we manage this?
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
With On the Job Coaching!
• Coaching by peers
• At personal level
– Beter insight in when getting stuck
– Able to get others out, with simple and effective interventions
• At team level
– Functioning monitored from the start
– Refusal of accepting unfinished jobs
• At organizational level
– Putting yourself in the shoes of management
– What can I do to help, and what do I need to do it?
De-escalation
Issues are dealt with On the Job
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Cyclical performance improvement
OTJ Coaching
Participation
Personal
Results
Organizational
Results
Enthusiasm
& Commitment
New Business
Practices
Business
Results
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Design of the program
1
0
Workshop 2
Subject
Day 1 (4 hours)
Day 2 (8 hours)
Day 3 (8 hours)
Personal Drives with Insights Assess Assess Assess
Review of Personal Coaching Skills Assess Assess Assess
Peer Group Coaching Results Focus
Feedback in Organizational Setting Focus Assess
Group Dilemmas & Paradoxes Focus Assess
Crossing Boundaries Focus Assess
Virtual Collaboration Focus
Social Network Analysis Focus
Organizational Issue Analysis Focus
Workshop 1
Subject
Day 1 (4 hours)
Day 2 (8 hours)
Day 3 (8 hours)
Personal Drives with Insights Focus Assess Assess
High Quality Inquiry & Advocacy Focus Deepen
GROW-model for Coaching Focus Assess
Feedback Focus Deepen
Left Hand Column Focus Assess
Circles of Concern & Influence Focus
Priorities Focus
Ladder of Inference & Mental Models Focus
Thinking Systemically & Fixes that Backfire
Focus
Peer Group Coaching Introduction
Peer Group Coaching
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
After running 11 programs
• People are talking the same language
– They know the difference between feedback and review
– Interventions are being recognized and appreciated
• Project work is different
– Planning is tight, but people are now motivated to make it
– Also those not involved in the big project support
• Organizational issues can openly be discussed
– Top Down & Bottom Up
• The innovation culture is back
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
But coaching alone will not do the job
We also need Mentors
• Flow of knowledge is also needed
• Far too many single experts
– Bottleneck for R&D projects
– Limits number of projects in the pipeline
– Road map affected
• Start of the Mentoring program
– Actively pursue Knowledge Sharing
– Prepare for pensioning baby boomers
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
From Mentoring to Knowledge Drive
• Mentoring
– Coupling single expert and designated engineer
– Loose process
– Transfer of mainly tacit knowledge
– One way street
• Knowledge Drive
– Logical combinations of people (roadmap driven)
– Process with sprints for dedicated attention
– Transfer of tacit and explicit knowledge (documented)
– Two way street
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Knowledge Drive Process: Sprints
INPUT:
Knowledge Elements (KE) definition and
charter
Create sharing plan
Define KE’s
Detail Planning
1st KE sprint.
Review by Group Leader
Execution knowledge transfer
Create draft KE document
Internal review of the KE document + improvement
Iterate over defined KE’s and sprints
Go back to Detail Planning
Review final KE documents
OUTPUT:
Final KE documents on knowledge portal
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
After 2 years of Knowledge Sharing
• Knowledge (holder) accessable for all
– Experts first refer to doc/wiki/…
• Knoweldge is being distributed and used
– People know where to find it (explicit)
– Who to talk to (tacit)
• Experts no longer single
– Network built to maintain knowledge
– Leaving expert interviews
• Roadmap can be revamped
1
6
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Innovation Accelerated
• Eager to Win
– Ingenia on the market according to plan
– Number of orders above expectations
– New technologies converted into business
• Take Ownership
– Help others get unstuck rather than blaming
– Share knowledge rather than hoarding
• Team Up to Excel
– Understanding improves
– Collaboration between disciplines
– Collaboration between locations
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013
Just a matter of prioritizing
FEI EMEA 2013 March 6, 2013 © Royal Philips Electronics, 2013