Innovation Blueprints: Building Sustainable

Transcription

ENGINEERS IRELAND
CPD BEST-PRACTICE ROADSHOW
in association with Johnson & Johnson Campus Ireland
‘Innovation Blueprints: Building
Sustainable Innovation Cultures’
Friday, June 12th, 2015
WELCOME & AGENDA
Mr. Kieran McSherry
Engineering Director
Vistakon
DR. ANN LEDWITH
Director Continuing & Professional Education
University of Limerick
THEME: Identifying Ideas for Radical Innovation
Searching for & Selecting Radical
Innovation Projects
Dr Ann Ledwith, Enterprise Research
Centre, University of Limerick
June 2015
Transformational
Degree of innovation
Revolution
“Innovation”
(The business,
but not as usual)
Radical
Quality
Incremental
Quality
(the
business
(the business
as usual)
usual)
as
Deliverables (Products, Services, Market positioning)Business model
Processes
Dimension of innovation
Jumping S-Curves
• Exploit
– Use currently available information to improve
present returns
• Exploration
– Seek new information about alternative
technologies and markets to improve future
returns
• Inattentional Blindness
Innovation
The Innovation Search Space
Deep
(radical)
Shallow
(incremental)
Bounded
Exploration
Exploit
Narrow
(existing frame)
Unbounded
Exploration
Reframe
Broad
(new frame)
Environmental Complexity
Adapted from Tidd and Bessant 2009, 271
‘Its not big
enough for
us’
‘Its not a
business’
‘Great
minds
think alike’
‘(existing)
customers
won’t/don’t
want it’
‘Not
invented
here’
‘Its not our
business’
‘Invented
here’
‘We’re not
cannibals’
‘It ain’t
broke so
why fix it’
‘We’re
doing OK
as we are’
‘Let’s set
up a pilot’
‘We’ve never
done it
before’
The Lamppost Problem
The Messenger Problem
The Rewiring Problem
The Balancing Problem
Search Strategies
1. Sending out scouts
2. Exploring multiple futures
3. Using the web
4. Working with active users
5. Deep diving
6. Probe and learn
7. Mobilise the mainstream
8. Corporate venturing
9. Corporate entrepreneuring and
intrapreneuring
10.Use brokers and bridges
11.Deliberate diversity
12.Idea generators
Bessant and von Stamm, 2007
Overall Sample
Usage by key sample segments
NonInnovators innovators
n=52
n=55
Usage
n=107
Importance
n=107
Large
n=52
SME
n=55
53%
75%
60%
46%
69%
41%
50%
49%
46%
73%
72%
77%
57%
67%
55%
42%
31%
37%
69%
54%
56%
35%
45%
35%
Deliberate diversity
29%
61%
42%
15%
40%
22%
Exploring multiple
futures
24%
59%
39%
8%
44%
4%
Corporate venturing
25%
50%
38%
11%
38%
13%
Idea generators
Using the web
Mobilize the
mainstream
22%
17%
64%
52%
28%
17%
17%
17%
25%
19%
22%
16%
17%
60%
23%
17%
21%
12%
Brokers and bridges
14%
53%
23%
6%
21%
7%
Corporate
intrapreneuring
13%
46%
21%
5%
27%
0%
Strategy
Working with active
users
Probe and learn
Deep diving
Sending out scouts
Key Findings
• Commonly used strategies:
– Work with active users, Probe & Learn, and Deep Diving
• Biggest difference between Large firms and SMEs in
exploratory strategies:
– Deliberate Diversity, Exploring Multiple Futures and
Brokers & Bridges
• Difference between Innovators and Non-Innovators:
– Probe & Learn, Deliberate Diversity, Exploring Multiple
Futures and Brokers & Bridges
Barriers
• Organisational Culture
– ‘The way we do things’
– Corporate immune system
• Resources
– Management vs. availability
• Knowledge
– Absorptive capacity
Selection Strategies
1. Building alternative visions
2. Prototyping to build bridges in the
selection process
3. Using probe-and-learn methods
4. Using alternative evaluation and
measurement criteria
5. Mobilizing sponsorship and
championship
6. Using alternative decision-making
pathways
7. Deploying alternative funding
structures
8. Using alternative—
dedicated/devolved/decentralize
d—implementation structures
9. Mobilizing entrepreneurship
inside and outside the firm
Bessant et al. 2010
Selecting Ideas
• Culture Challenging
– Interpretation of market trends
– Ideas that are foreign are rejected
• ‘We are a product firm’
• Risk Reducing
– Radical innovation is very high risk
– Strategies to reduce risk help in introducing very
new ideas
Select Survey
Total
SME
Large
Medical devices
Financial and other
services
Software
Pharmaceutical
Electronics
Other manufacturing
20
13
7
8
13
5
15
5
NonInnovator
5
8
15
17
11
18
11
6
4
6
4
11
7
12
9
7
7
6
6
10
4
12
Total
Innovator
Non innovator
94
49
45
42
17
25
52
32
20
49
-
45
-
Industry
Innovator
Overall Sample
Strategy
Building alternative
visions
Prototyping as a way of
building bridges
Probe and learn methods
Using alternative
evaluation and
measurement criteria
Mobilising sponsorship
and championship
Using alternative
decision-making
Deploying alternative
funding structures
Using alternative
implementation
structures
Mobilising
entrepreneurship
Usage by key sample segments
NonInnovators innovators
n=49
n=45
Usage
n=94
Importance
n=94
Large
n=52
SME
n=42
71%
84%
77%
64%
86%
56%
59%
53%
76%
62%
60%
56%
57%
50%
65%
63%
51%
42%
45%
60%
50%
38%
57%
31%
60%
81%
65%
52%
71%
47%
26%
56%
25%
26%
33%
18%
34%
55%
44%
21%
53%
13%
24%
46%
31%
17%
33%
16%
39%
82%
35%
45%
51%
27%
Key Findings
• Commonly used strategies:
– Building alternative visions, Mobilising sponsorship and
championship, Prototyping as a way of building bridges
and Probe and learn methods
• Biggest difference between Large firms and SMEs in
exploratory strategies:
– Deploying alternative funding structures and Using
alternative implementation structures
• Difference between Innovators and Non-Innovators:
– Deploying alternative funding structures
References
•
Nicholas, N., Ledwith, A., and Bessant, J., 2015. ‘Selecting Early-Stage Ideas for
Radical Innovation’, Research Technology Management, July-August, pp. 1-8
•
Nicholas, N., Ledwith, A., and Bessant, J., 2013. ‘Reframing the Search Space for
Radical Innovation’, Research Technology Management, March-May, pp. 27-35
•
Bessant, J., Möslein, K., Neyer, A. N., and Piller, F., and Von Stamm, B. 2010.
Radical innovation: Making the right bets. Executive Briefing. Advanced Institute of
Management Research, London.
http://www.aimresearch.org/uploads/File/Publications/Executive%20Briefings%2
02/Radical_Innovation_Making_the_right_bets.pdf
•
Bessant, J., and Von Stamm, B., 2007. Twelve search strategies that could save
your organisation. Executive Briefing. Advanced Institute of Management
Research, London.
02/12_search_strategies.pdf
•
Prahalad, C. (2004). "The blinders of dominant logic." Long Range Planning 37(2):
171-179.
Conclusions
‘The dominant logic of the company is, in essence, the DNA of
the organisation. It reflects how managers are socialised. It
manifests itself often, in an implicit theory of competition and
value creation. It is embedded in standard operating procedures,
shaping not only how the members of the organisation act but
also how they think. Because it is the source of the company’s
past success, it becomes the lens through which managers see all
emerging opportunities. This makes it hard for incumbent
companies to embrace a broader logic for competition and value
creation.’ (Prahalad, 2004)
References
•
Nicholas, N., Ledwith, A., and Bessant, J., 2015. ‘Selecting Early-Stage Ideas for
Radical Innovation’, Research Technology Management, July-August, pp. 1-8
•
Nicholas, N., Ledwith, A., and Bessant, J., 2013. ‘Reframing the Search Space for
Radical Innovation’, Research Technology Management, March-May, pp. 27-35
•
Bessant, J., Möslein, K., Neyer, A. N., and Piller, F., and Von Stamm, B. 2010.
Radical innovation: Making the right bets. Executive Briefing. Advanced Institute of
Management Research, London.
02/Radical_Innovation_Making_the_right_bets.pdf
•
Bessant, J., and Von Stamm, B., 2007. Twelve search strategies that could save
your organisation. Executive Briefing. Advanced Institute of Management
Research, London.
02/12_search_strategies.pdf
•
Prahalad, C. (2004). "The blinders of dominant logic." Long Range Planning 37(2):
171-179.
Mr. Keith Finglas
Managing Director
Innovation Delivery Ltd.
THEME: Managing Innovation Projects
Innovation Blueprints: Building
Sustainable Innovation Cultures
Innovation Blueprints: Building
Sustainable Innovation Cultures
How do we develop a sustainable innovation competency among existing, busy
teams?


CIP  NPI  NPD
Better Continuous Improvement Process
makes for better
New Product or Process Implementation.
Better NPI
(+ chutzpah and a few techniques)
makes for better New Product Development.
CIP  NPI  NPD
Project?
=Solution+Execution
solution
execution
CIP  NPI  NPD
Basic Approaches
evaluate
usable
people technically
desirable
feasible
viable
business
balanced approach
1
prototype
3
prioritise
inspire
inform
distill
2
ideas
innovation cycle
CIP  NPI  NPD
1
1
3
3
2
3
2
design
1
2
3
1
2
3
1
2
implement
3
1
2
•Stakeholders
•Users
•Idea generation
•Prototyping
•Landing Zone
•Portfolio
Key techniques
•Needs, desires, fears,
forms, assumptions
understanding stakeholders better
•Onsite, x-dept
•Other sites
•Functions across the
organisation
users
•Identify, engage
•Good/Essential
•Local, Up-, Downstream
•Value rotations
& immersion
opportunities
idea generation
•Participants
•Idea field
•Golden moment team++
inputs
•Obvious/not so
obvious/on the edge
•Cheap/safe/wow!
prototyping
•Answers!!
•develop skills
•several stages
•build a local library
landing zone
•Min/Med/Max Scope
•Teams
•understand deeply
•learn/choose/recommend
• Managers
•check – depth/risk novelty
•decide
•Large/Medium/Small
portfolio management
•range of items
•small experiments
•evaluating alternatives rather than
failures
•Everything? A big ask. How might
you put this in place?
Is that all…?
•Connect existing processes
•Create new links and parallel paths
•Demand/Expect/Measure
•Time?
•The right?
•Too busy?
•No access?
•We know what we need to do …
•We have to appear certain…
Reasons we might
not do this …?
COFFEE BREAK
KEYNOTE SPEAKER:
Mr. Darrell Mann
CEO
Systematic innovation Ltd.
THEME: Innovation Blueprints:
Building Sustainable Innovation Cultures
Innovation Blueprints:
Building
Sustainable
Innovation
Cultures
Darrell Mann
©2015 DLMann, all rights reserved
12 June 15
Systematic Innovation
courses/education/certification
strategic
books/support tools
forecasts
software/intranet/web
distance learning
projects
Problem
Solving
Consulting
global benchmarking
Systematic
Innovation
Methods
Executive
Coaching
& Strategic
Studies
Research
train-the-trainer
innovation capability maturity
Intellectual
Property
Generation/
Licensing
PanSensics
PRODUCTS
patent analysis
focus area research
40 full-time personnel + 250 network partners
Some of our clients from the last 17 yrs:
Death By A Million Tools
Chaos Theory
Axiomatic
Design
IBA
VSM
Design for
Manf/Assy
Osborn
6
T
P
M
FMEA
Buzan
CAT
WOE
5
F
O
R
C
E
S
GA
Patterns
CT
Pareto
F
T
Kansei
PEST
Analysis
Simplex
Spiral
Dynamics
Affinity
Diagrams
O
A
Biomim
icry
Split Half
Ladder Of
Abstraction
Sun
Tzu
S
W
O
T
Taguchi
Shainin
Biases
USP
MeansEnd
Analysis
Value
Engineering
5S
Boyd
OODA
RPR
Typhoon
Function
Analysis
DeBono
KepnerTregoe
Hoshin
Pahl/Beitz
8D
Morphological
Analysis
QFD
WOIS
MA
Blue Ocean
Theory Of
Constraints
Oblique Strategies
Lean
NLP
ZBB
spc
CPS
TRIZ
Pugh
RCA
P
L
O
T
S
Fourth
Turning
Whack
Pack
SIT
Fishbone
Diagrams
Open
Inn.
Thinker
Toys
AFD
Trend
Analysis
OLV
MCDA
CBR
Pattern Language
Scenario
Planning
Innovation: What CEOs & Investors See
98% of innovation attempts will end in failure
Innovation: What CEOs & Investors See
Where Failures Happen
Co-ordination
Market
Demand
More Ideal
Product/Service
Means of
Production
Route to
Market
(The technical solution is < 20% of the problem)
Where Failures Happen: MNC/Corporations
Market
Demand
Co-ordination
= business
system
innovation
Means of
Production
More Ideal
Product/Service
Route to
Market
Innovation:
a successful
step change advance
(nothing to do with ‘optimization’)
Innovation Has Many Faces…
4. Leadership Innovation
(‘work different’)
3. Strategy/Management Innovation
(‘sell different’)
2. Technology/Offering Innovation
(‘make different’)
1.
Process Innovation
(‘make better’)
197 Hand offs to discharge a patient
Patient Pathway Trauma
Bolton Hospitals NHS
whenever anyone asked us
“what is the best way to build an innovation culture?”
our answer was always “it depends!”
Now we know what it depends on
Innovation Capability Maturity Model
Innovation strategy depends on the capabilities
of the organisation
Innovation Capability
Maturity Model:
An Introduction
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Darrell Mann
Innovation
Capability
Maturity Model
Some Organisations Do Get It Right…
The Steve Jobs Effect/’insanely great’
‘Beat Sony’/Institutionalised Innovation Tools
40% product turn every 3 years
Skunkworks
‘50% of innovations from the consumer’
Average 40 suggestions/employee/yr
90+% implementation rate
Employees spend 30% of time on ‘non’Google’
‘Self-organising’ teams
Look Beneath The Noise….
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The Hero’s (Start-Up) Journey – 0-1
“Business”
“Tech/Ops”
Learning &
Innovation
Cookie-Cutter
Business &
Operations
Cookie-Cutter
Business &
Operations
Local Flexibility
Cookie-Cutter
Business &
Operations
Co
B
O
The Hero’s (Start-Up) Journey – 0-1 Stage 2
Professional
Management
Learning &
Innovation
“Business”
“Tech/Ops”
“Improve
Performance”
“Business”
“Tech/Ops”
“Efficiency
Engine”
“Business”
“Tech/Ops”
“Efficiency
Engine”
ICMM Level 1
“Business”
“Tech/Ops”
“Efficiency
Engine”
ICMM Level 2
“Business”
“Tech/Ops”
Learning &
Innovation
“Efficiency Engine”
“Efficiency
Engine”
Everything’s working
Feels good
Clear rules
Clear Direction
(‘Progress’)
Knowledge exists
Routine
Manage-able
Controllable
ordinary world
Learning
&
Innovation
Nothing seems to work
Uncomfortable/horrible
Confusion
Find ‘new rules’
Challenge assumptions
Knowledge has to be found
Creativity
Not manage-able
‘Out of control’
special world
Why Is Innovation So Difficult?
‘VALUE’
= IDEALITY
= Benefits/(Costs + Penalties)
Oridnary
World
Special
World
TIME
ICMM Level 3
“Business”
“Tech/Ops”
Learning &
Innovation
ICMM Level 4
“Business”
“Tech/Ops”
“Business”
“Tech/Ops”
Learning &
Innovation
“Business”
Learning &
Innovation
“Improve
Performance”
Professional
Management
“Tech/Ops”
Learning &
Innovation
ICMM Level 5
Level Of Capability Determines Level Of Focus
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Societal
- Live Different
Societal
- Live Different
Societal
- Live Different
Societal
- Live Different
Societal
- Live Different
C-Suite
- Work Different
C-Suite
- Work Different
C-Suite
- Work Different
C-Suite
- Work Different
C-Suite
- Work Different
SBU/Division
- Sell Different
SBU/Division
- Sell Different
SBU/Division
- Sell Different
SBU/Division
- Sell Different
SBU/Division
- Sell Different
Product/Service
Product/Service
Product/Service
Product/Service
Product/Service
- Do Different
- Do Different
- Do Different
- Do Different
- Do Different
Processes
– Do better
Processes
– Do better
Processes
– Do better
Processes
– Do better
Processes
– Do better
VENTURING
ICMM
Journeys:
Level2 – Level3
ICMM
Journeys:
Level1 – Level2
ICMM
Journeys:
Level3 – Level4
ICMM Journey
Text Books
ICMM
Journeys:
Level4 – Level5
Hero’s
Journeys
The Hero’s Journey
Crossing The
Threshold
Act I
Separation
Meeting The
Mentor
Tests, Allies
And Enemies
Refusal
Of The Call
Act II-A
Descent
Approach The
Inmost Cave
Call To
Adventure
ORDINARY SPECIAL
Ordinary
World
WORLD WORLD
The Ordeal
Return With
Elixir
Resurrection
Act III
Return
Reward
Road Back
Act II-B
Initiation
Crossing The
Threshold
Meeting The
Mentor
Refusal
Of The Call
Tests, Allies
And Enemies
Call To
Adventure
Approach The
Inmost Cave
Ordinary
World
Ordinary
World
The Ordeal
Return With
Elixir
Reward
Road Back
Resurrection
Journey
Ordeals
Level 1-2 Ordeal 1
We need to
demonstrate
innovation
success
we have no
innovation
budget/time
60% of all L1-2 Ordeals
Change/Innovation Myths:
Change Requires More Resources
Level 1-2 Ordeal 2
‘failure is not
permissible’/
no bravery/
no trust/
no leadership
We need to
demonstrate
innovation
success
What made
Napoleon so
successful?...
… and then not?
Austerlitz, Jena, Eylau, Friedland, Wagram
Hubristic Goal
“critical mass at the critical point”
Level 1 Axiom
“The greatest
number of
troops should
be brought
into action at
the decisive
point”
Carl
von Clausewitz
“SENSE OF PROGRESS”
Level 1-2 Ordeal 3
‘wilful
blindness’/
‘plausible
deniability’
We need to
demonstrate
innovation
success
Level 2-3 Ordeal - 1
We need to
innovate
Work doesn’t
fit in with
‘everyday’
production
activities
I want Creativity AND I don’t want Creativity
I want Creativity AND I don’t want Creativity
United 232
http://www.youtube.com/watch?v=W45wMs6jSUg
Level 2-3 Main Contradiction - 2
We need to
innovate
we get stuck
at internal
silo walls
Typical
Roles
Typical
Success Metrics
Typical Levers
Hero’s Journey Ordeals
Hype Cycle Ch’cs
Management Texts
Innovation Tools,
Methods
The successful innovator is most likely to be the sort of covert, troop-rallying, lower/mid-level
manager rebel prepared to ‘ask for forgiveness rather than permission’. Level 1 innovation
successes are most likely to be ‘pirates’, ‘privateers’ and people with the passion to do what
they see is right despite the system
Number of suggestions submitted.
Number of suggestions where feedback has been provided (‘management is listening!’).
Number of successfully implemented ideas.
Money saved.
ROI (bearing in mind there was very likely no allowable ‘cost’ to creating the solution)
External grant funding.
‘Sabbatical’ time.
Extra-curricular group meetings.
How to create a track record of success stories with no formal budget or time.
How to refuse to work on ‘no-win’ projects.
Peak: Management expresses an interest in (technical) innovation (and probably does a big
launch initiative to ‘kick start’)
Trough: things go badly wrong when technical throws their solution over the wall to the
marketers & business side of the organization.
Orbiting The Giant Hairball, Cubicle Commando.
Rules For Renegades, The Art Of War.
How To Win Friends And Influence People, Seven Habits Of Highly Effective People.
Shibumi Strategy, Chutzpah, How To Measure Anything.
Function Analysis/Value-Stream-Mapping
Kepner-Tregoe.
DFMA/Trimming
Six Thinking Hats
Perception Mapping
9-Windows
Why-What’s-Stopping?
Subversion Analysis/AFD
SCAMPER/Inventive Principles
Putting It All Together
of the organisation
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http://www.systematic-innovation.com/icmm-survey.html
PanSensic: Automating ICMM Measurement
5
PERCEIVED ICMM Level
4
3
2
1
0
1
2
3
4
5
ACTUAL
ICMM
Level
PanSensic: Automating ICMM Measurement
5
Where we think we are
Language used Inside
The Organisation
PERCEIVED ICMM Level
4
3
Where we need to be:
Competitors +
Problems Inside
The Organisation
2
1
Where we actually are:
Frustrations Inside
The Organisation
0
1
2
3
4
5
ACTUAL
ICMM
Level
ICMM Assessment Programme
Week 1 Week 2 Week 3
Short
External Analysis
Questionnaire/Interview
Report
Full
Site visits
Full Interviews
Review
Report
Week 4 Week 5
Week 6
ICMM Detail Dashboard
how capable
how volatile
are my transformation
is my market?
processes?
ICMM Index
how much more
can I get from
my solutions?
how quickly
can I respond?
how transformation
capable are
my people?
Disruption Index Evolution Index Agility Index
Silo Index
Risk Index
For my current
novation pipeline:
ROI
worst
You
TTP
most likely
Your current competitors
Note: detailed analysis based on our findings….
best
worst
most likely
best
Your blackswan competitors
of the organisation
Innovation Capability
Maturity Model:
An Introduction
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Darrell Mann
[email protected]
PANEL DISCUSSION – PLEASE JOIN IN
MR. JOHN GARRETT, VICE-CHAIRMAN, THOMOND REGION, ENGINEERS IRELAND
PANEL: DR ANN LEDWITH, KEITH FINGLAS & DARRELL MANN
ENGINEERS IRELAND UPDATE & CLOSING
ADDRESS
Caríosa Kelly
CPD & HR Director
Engineers Ireland
7 CRITERIA:
1 – CPD Policy, Committee and
Strategy
2 – Adaptability through creativity
and innovation
1. Best-practice modifications
3- Performance Management
aligning CPD outcomes
to national CPD standard
2. TODAY: CPD clearly
4- Mentoring during Key
Transitions; Coaching
conversations
5 – Competence maps and talent
support programmes
linked to organisational
strategy
6 – Knowledge Sharing and
Knowledge Management
7 – External ‘learning’ linkages
THANK YOU TO:
• Johnson & Johnson Campus Ireland
• Dr. Ann Ledwith, Director, Continuing & Professional
Education, UL
• Mr. Keith Finglas, MD, Innovation Delivery Ltd
• Mr. Darrell Mann, CEO, Systematic Innovation Ltd
• Mr. John Garrett, Vice-Chairman, Thomond Region,
Engineers Ireland
MANDATORY CPD - 2017
CPD:
PLAN
DO
RECORD
COMPETENCE
RECOGNITION
PERSONAL & PROFESSIONAL DEVELOPMENT
ELEARNING: CONNECT ANYTIME, ANYWHERE
• 10 elearning courses for members – FREE
www.engineersireland.ie
• ‘Summer Specials’ – 50% reduction on selected CPD
Courses
• In-company training programmes available – tailored to suit
your needs
AND FINALLY……..
• Innovation Seminar = 1/2 Day CPD!
• Next CPD Best Practice sharing event:
CPD Employer of the Year Excellence
Award Final – 7th October
THANK YOU
SAFE HOME
PLEASE LEAVE YOUR EVALUATION
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Innovation Blueprints: Building Sustainable

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