The Tolouse Lecture On Innovation Beta 8 22.01.10
description
Transcript of The Tolouse Lecture On Innovation Beta 8 22.01.10
Getting your teamon the starting-blocks of
innovation
F. E. Pozzolini for Terres Neuves
MENU
Challenge & Mission
You must take charge of creating and putting together a
fast response, left & right, team of do-or-die players
that are capable at the same time of operating as well as anticipating the future
(the so-called ambidextrous characters)
TIMING OF ITINERARY
0900 – 0930
Who am I – The thinking behind this conference
0930 – 1015
Overall assessment - the photo of your company
Are you today open to Innovation ?
1015 – 1045
Food for your thoughts & open table
1045
Break of fresh air !!!!
1100 – 1230
The right people in charge
Tips for a team building
1400 – 1430
The right people in charge
Open table
1430 – 1500
Team building
Open table
1500
second Break of fresh air !!!!
1515 onwards
How to be immersed in INNOVATION by Management by walking around
Developing a culture that fosters creativity & innovation
Last hour until 1730
Lesson of the day
Quick look back
Repeat and Question session
Your assessment and evaluation of the Lesson of the day
ITINERARY
Who am I
The thinking behind this conference
1. Overall assessment - The photo of your company
2. Are you today open to Innovation ?
3. The right people in charge
4. Tips for a team building
5. How to be immersed in INNOVATION by Management by walking around
6. Developing a culture that fosters creativity & innovation
Italian by birth, Scottish mother, brought up in a multilingual and multicultural environment speaking French and thinking international.
15 years in the USA, 18 years in France, the rest somehow/where in Italy.
Second Fiddle and Co-Creator of businesses, innovative or in the spearhead of innovation from Food Business in the US to Career Counseling in Italy.
In his fifth life I decided to put my experience to work for international Business Schools via Advancia and Negocia where for the past three years I have lectured & taught, in English, Business Intelligence, the Pleasure of Negotiation and Personal Development to Bachelor Three and Master One and Two students
Further I accompany Chinese Students in the hunt for French internships and during their internship. As of November 2010 also Brazilians.
I am exploring areas and lectures in the field of Innovation, Building the future, Generation clashes, Generational anxiety.
I am going to lecture next year at the Central University of Economics of Beijing .
60 y.o., married, two kids and son.
"A laser, is a solution seeking a problem”
1964 quote from a NYTimes article on
Theodore H. Maiman the man who built the first operational laser
Overture
Allegro moderato
Mr. Rock & Roll – Amy MacDonaldfrom the album
This is life
How much does it cost?
Who benefits?
Who pays?
When can you deliver it?
What are we talking about?
Symphony of I-N-N-O-V-A-T-IO-N
First Movement
Andantino
Innovation never
disappearsbecausecuriosity neverdies
Culture & Education
Culture fosters curiosity
Education structures & channels
curiosity
When culture is latent and education is monopolized in its access and crystallized by a caste Nomenklaturacuriosity wanes away
The only innovation is marked by the cooptation of classes of Apparaticks
& their self-reproduction as part of the Nomenklatura
The only innovation
Latent culture +
Nomenklatura oriented education =
stifling curiosity =
Zero or little innovation
Intermezzo
Second Movement
Andante con brio
Absolute need for
Curiosity & Empirics
Absolute need, through empirics, of curiosity
surfaces
where there isa starving hunger
for ideas andeconomic improvement of self
where the undetected of today and the unexpected of tomorrow are motors of venture and adventure that will create wealth and in the process defy Nomenklatura and challenge the Apparatick
Key Words
curiosity
starving hunger for ideas and economic improvement of self
undetected of today
unexpected of tomorrow
Where the dream becomes reality is where there is a fertile environment
Intermezzo
Third Movement
Fuga
Venture Capital &
Management of Risk
human, environmental &
financial
the sense & appreciation of risk based on needs and desires
Human Capital
The “hungry” of the world that are structured in their claim of sharing the richness as spelled out by Adam Smith & Marx & Keynes, the prophets of HOPE
Environmental
Where Academia and Industry work hand-in-hand un-afraid of the vulgarity of the word profit and un-tamed in their desire and want to advance Science & Technology for the well being of themselves, their organizations,
their scholarly institutions
Financial
Where Capital flows
Where risk is assessed on the basis of three simple questions
How much will it cost?Who will benefit?
When can you deliver it?
Intermezzo
Fourth Movement
con Fuoco
Unlocking Innovation
UnabatedAmbitiousSolitary
Relentless
Pursuit of a
Dream coupled with
RemorslessRuthless
S-E-L-F-I-S-H-N-E-S-S
(as in sense of self )
&
L-U-C-K
(sense of self-predestination)
Keeping in mind that
those who
D-A-R-E
WIN
“Les grosses boîtes finissent par produire d’abord de la hiérarchie”
quote from the article
Bâtisseur de rêves – a portrait of Elon Musk
Le Monde , Mardi 30 Mars 2010
SELF-REPRODUCTION OF
NOMENKLATURA =
COOPTATION OF APPARATICK =
BLOOD RELATIONS=
MENTAL DEFICIT OF IMAGINATION=
END OF DREAM = NO INNOVATION
ASSESSMENT/THE CK LIST
The Photo of your company
Where is your company in terms of innovation trends ?
Are your company’s products/services/technologies on the upward slope or in the mature phase in the S – curve ?
Do new technologies threaten/undermine your business?
Are your company’s ops effective, fast and efficient ?
Are mayor cost improvements possible, including your costs ?
Step ONE
Are you today open to Innovation?
Think in terms of Pareto. Idea and project have a mix of risk and return dimensions.
Think 20/80.
Apply portfolio thinking
Build a two dimensional matrix of your project(s) portfolio
Tech
nic
al C
halle
ng
eU
ncerta
inty / O
pp
ortu
nity
Cash
Cow
Bread &
Butter
Daring Glarin
g2015
High
Low
Mature New Innovative
Diesel
Market Characteristics Technical Characteristics
Based on this assessment and mapping of your project portfolio
what does it tell you?
If most projects and resources are located in the lower left quadrant you are, at this stage, risk adverse and are doing little to address future opportunities, new technologies, new markets
If most projects and resources are located in the upper right quadrant you are very aggressive and open to Innovation/Creativity
QUESTIONS
How are you going to build a suitable reward/risk balance for your organization?
How can you articulate/map this balance?
Step TWO
changeopportunities
sift, vet and choose projects look far
setbacks are bumps egotistical and hungry
presenting & selling their projectcan sell dreamsfire-up a team
organizational politics participative management
not yes mennot your friends
Enablers of the dream are those that can identify/spot/detect the creator of innovation
but who are not themselves strictu sensus innovators
Put the right people in chargeA mix of dreamers, doers, go-getters
QUESTION
Do you have any of these characters around you in your team / organization?
TIPS for a team buildingrecommendations & suggestions
ONEDo not share your thinking with friends
(they may pollute your
thinking)and
yes men
TWOFind
unvarnished advice as you
consider investing in
INNOVATION
THREE Surround yourself with people that have complementary skills and
different approaches to analysing issues and making
decisions
FOURListen to their suggestions, points of
view, arguments, even if you disagree.
Consider them as Sparring Partners.Let them hit you hard, challenge
you!
FIVE
Do not let your EGO get in the way!Know when to cut your losses!
Recognize when you are pouring resources down the drain
HAVE THE STRENGHT & CHARACTER TO BAIL OUT WHEN
YOU DO
LAST & NOT LEAST
Always double ck your assumptionsWhat looks certain is not
What looks promising may not beBeware of the yes men
They can be the Innovation KILLERS
Step THREE
Management-by-walking-around of Innovation
Being immersed in innovation as an active participant in the process that runs from idea generation to market
(bottom-up / top-down / bottom-up process)
QUESTIONS
How much of your time will you spend on the innovation front?
Will you leave early decision making to low level staff who may not understand/do not share the big picture of your business and your vision?
Have you become insulated from the technological issues shaping your business?
Is your involvement in the process so late in the process itself that your only interest is whether a project will clear financial hurdles?
Step FOUR
Develop a culture that fosters creativity &
innovation
Process and Development
QUESTIONS
Is your current success making you a bit too self-satisfied and complacent?
Are you outwardly focused/oriented?
Does your organization stimulate risk-takers?
Creative people and new ideas are welcome in your organization?
Are you and your organization excessively bureaucratized in how you handle new ideas?
How will you reward acts of creativity?
You, as a leader, are respected, credible,
effective and… changeable as the
point man and the fall guy
Staff is ready to challange the status
quo and feels personally motivated
to get involved in change
Your team is project
management oriented
& non hierarchical
Staff is accustomed to
collaborative work and
values it
YOU WILL HAVE CHANGE IN
ORGANIZATIONAL CULTURE !!!!
TIPS
for structuring & fostering Organizational Culture in your team
Step FIVE
Be open to new ideas maintaining an active
critical sense.
Play at all times Devil’s Advocate
TO DO LIST
Place on the shoulders of the idea generator the responsibility for reducing uncertainties
Demonstrate interest in new ideas
……even when they challenge the Company’s current products & way of operating
Maintain simultaneously a healthy, open minded, skepticism.
Suggest course of action but reserve judgment until uncertainties are reduced
Use a stage gate (ck-points and waypoints) system and approach, to test the validity of ideas and projects
Step SIX
Discover the future within which innovation willtake place
Establish Strategic Direction Allocate Space
Allow & Allot TimeFoster the Idea
TWO QUESTIONS in ONE
Do creative people on your staff understand
where the company is headed and heading?
or need just to deliver the idea and notnecessarily understand where the
companyis headed?
ONE & ONLY ANSWER
WELCOME
COMMUNICATE PASSION with
DRIVE & FIRE IN YOUR EYES !
HIRE THE RIGHT DREAMERS
ALIGN RESOURCES WITH STRATEGY
WELCOME
Set the strategy-related boundaries within which new ideas for improving customer intelligence & knowledge (CKM), process, supply chain, etc…. are welcome!
By doing this your company’s creative energies will naturally focus themselves in areas with the greatest payoff potential (not ROI)!!!
COMMUNICATE PASSION with
DRIVE & FIRE IN YOUR EYES!
HIRE THE RIGHT DREAMERS
Use every hiring opportunity to populate the organization with people whose special training, culture (yes culture), experience, know how, knowledge are aligned with the strategic direction of the company and not only so…
ALIGN RESOURCES WITH STRATEGY (Least & Max – Low /Max cap)
People are opportunists. They follow the money.
If they see that certain ideas, may be not all, that fall within the set/stated boundaries are getting funded they will channel their creative energies in that direction.
You must insure resources. It’s all in one word.
RESOURCES, RESOURCES, RESOURCES
It takes Money to make Money
Step SEVEN
Put a hard nose puncher in charge as you number TWO
“The impossible we do today, the possible tomorrow”
Step EIGHT
Nurture the dream and the dreamers
Thank you noteAn enormous thank you in recognition of the contribution that it brought to
thispresentation to
Managing Creativity and InnovationPractical Strategies to Encourage CreativityHarvard Business Essentials© Harvard Business School - 2003
without which I would never have been able to create and set up the lecture
Recommended reading also
Fabriquer le futur 1 and 2L’imaginaire au service de l’innovationMusso – Ponthou – Seulliet© Pearson Education France 2005 et2007