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Making Stone Soup
How to Really Make Collaborative
Innovation Happen
Jeff DeGraff, University of Michigan
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Good News Bad News
Feel good comeback story Still poster child for urban blight
Rapid job growth High unemployment
30% of all US trade is with Canada Political in-fighting over access
95% of all fresh surface water in US Riparian rights and water scarcity
Viable high tech industries Lack of qualified in-State
applicants
Metropolitan areas to build on Disconnected from other areas
Among the most beautiful states in
US
Positive brand image lacking
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What is the most
innovative
organization in your
book? Why?
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1. Apple
2. Google
3. Microsoft
4. IBM
5. Toyota Motor
6. Amazon.com
7. LG Electronics
8. BYD
9. General Electric
10. Sony
11. Samsung Electronics
12. Intel
13. Ford Motor
14. Research In Motion
15. Volkswagen
16. Hewlett-Packard
17. Tata Group
18. BMW
19. Coca-Cola
20. Nintendo
21. Wal-Mart Stores
22. Hyundai Motor
23. Nokia
24. Virgin Group
25. Procter & Gamble
2010 1st Time Over ½ Not US
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0 20 40 60 80 100
New products & services for
existing customers
New proudcts & services to
expand new customers
New to world products
Cost reductions to existing
products & services
Minor changes to existing
products & services
Priorities
Priorities
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32
28
26
25
21
21
18
18
0 5 10 15 20 25 30 35
Lengthy Development Times
Lack of Coordination
Risk-Averse Culture
Limited Customer Insight
Poor Idea Selection
Inadequate Measurement Tools
Dearth of Ideas
Marketing or Communication…
Barriers to Innovation
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The most
innovative
company from
1996-2001
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What if the key to
innovation in your
organization doesn’t entail STARTING
something NEW but
STOPPING something
OLD?
What would you STOP?
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Leaders Visionary dreamers Clever
Optimistic
Enthusiastic
Quick on their feet
Expressive
Big-picture thinkers
Workplace Stimulating projects Flexible hours
Free from everyday constraints
New initiatives
Independent work streams
Diverse workforce
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Leaders
Pragmatic
Methodical
Scientific or technical
By the book
Problem solver
Objective
Persistent
Workplace
Clear roles and
responsibilities
Logical objectives
Processes
Standards and
regulations
Ordered and structured
work
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Leaders Sees potential
Builds commitment
Trustworthy Caring
Patient listeners
Participative
Respects differences Empowering
Workplace Family atmosphere
Collaborative workplace
Shared values and vision Integrates personal
goals
Informal
Teaching and coaching
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Leaders Goal and action
oriented Impatient
Assertive
Driven
Decisive Challenging
Competitive
Workplace Competitive
High pressure and impact
Fast moving and high energy
Image enhancing deal making
Quantifiable results
Winners and losers
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Values
Vision
Processes
Goals
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The seeds of our undoing are sewn at the pinnacle of
our success.
―Joseph Schumpeter
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2. Collaborate Middling Position
Perpetuate
1. Create Forward Position
Hedge
3. Control Aft Position
Optimize
2. Compete Middling Position
Perpetuate
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Crisis Outstanding
Normal
20/80 20/80 80/20
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Sources of Innovation
Communities, systems
and events
Shared Values
Culture, competency
and value propositions
Symbiotic participants
Leaders, inventors,
adaptors, connectors,
and financiers Collaborative Innovation
Events
Systems
Communities
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The aim of Innovatrium is to
be to the business practice
of innovation what the
Juilliard School is to music,
bringing together master
artists, teachers and students
in a collaborative effort to
create new ideas, skills and
practices through a “see one,
do one, teach one” approach.
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Creativity is just connecting
things. When you ask creative people how they did
something, they feel a little
guilty because they didn't
really do it, they just saw something. It seemed obvious
to them after a while. That's
because they were able to
connect experiences they've had and synthesize new things.
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The DeGraff Hypothesis: The amount of innovation a
company produces is inversely related to the number
of PowerPoint slides or elaborate process diagrams it
makes about innovation.
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www.jeffdegraff.com
www.innovatrium.org