module: sila culture. module: sila i nput : c ulture – t he s ecret s auce culture matters!...
TRANSCRIPT
Module: SILA
www.aipmm.com
SIL
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Pro
ject
Id
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tifica
tion
1.
Con
ceiv
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2.
Pla
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Develo
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Qu
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5.
Lau
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Managed
Front
End
Innovation
Bu
sin
ess
Case
Develo
pm
en
t
New
Product
Development
Culture
Module: SILA
www.aipmm.com
INPUT: CULTURE – THE SECRET SAUCE
• Culture matters! Strategy succeeds when the culture supports it.
• “Innovation should also be understood as developing an innovative culture within the company, which is what will enable it to produce … innovations.” – from “Winning at Innovation: A-to-F Model.” Trias De Bes, F. & Kotler, P. (2011, p. 3)
(Booz, 2011)
Cu
ltu
re
Module: SILA
www.aipmm.com
INPUT: CULTURE
• The shared beliefs, core values, assumptions, and expectations of people in the organization
– Reflects the organization’s values– Observable in customs, rites, ceremonies, stories,
heroes, patterns– Infers how work is accomplished– Expresses survivability: What we know to do to survive
(Hofstede & Hofstede, 2004)
Module: SILA
www.aipmm.com
INPUT: SUPPORTIVE CULTURE ELEMENTS
(Booz, 2011)
Source: Booz & Company. The 2011 Global Innovation 1000 Report
Module: SILA
www.aipmm.com
TASKS
1. Mission, Vision & Values: Analyze implications and define/refine as necessary
2. Corporate Strategy & Goals: Understand and define/refine as necessary
3. Innovation Strategy & Goals: Define if it does not exist and analyze alignment
4. Culture: Identify “how things are done” and analyze if supportive of innovation; reflects values
5. Alignment: Conduct an alignment analysis between the above elements
6. Change Plan: Create change plan to make improvements (AIPMM)
Module: SILA
www.aipmm.com
DELIVERABLES
• Mission, Vision & Values
• Corporate Strategy & Goals
• Innovation Strategy & Goals
• Change Plan
(AIPMM)
Module: SILA
www.aipmm.com
TOOLS
• Systems Thinking
• Mission, Vision & Values Evaluation
• Booz & Company Innovation Strategy Profiler
• Hofstede Culture
(AIPMM)
Module: SILA
www.aipmm.com
TOOLS: SYSTEMS THINKING
• “A way of thinking about, and a language for describing and understanding, the forces and inter-relationships that shape the behavior systems (from Senge’s “The Fifth Discipline”)
• Ability to see the big picture
• Recognize how isolated events impact the whole
• How the puzzle pieces fit (or don’t fit) together
(Senge, 1990)
Module: SILA
www.aipmm.com
TOOLS: MISSION EVALUATION
Source: adapted from Campbell, A. (1997). Mission statements. Long Range Planning, 30(6), 931-932 .
(Campbell, 1997)
Module: SILA
www.aipmm.com
TOOLS: VISION EVALUATION
Source: adapted from Campbell, A. (1997). Mission statements. Long Range Planning, 30(6), 931-932.
(Campbell, 1997)
Module: SILA
www.aipmm.com
TOOLS: VALUES EVALUATION
Source: adapted from Campbell, A. (1997). Mission statements. Long Range Planning, 30(6), 931-932.
(Campbell, 1997)
Module: SILA
www.aipmm.com
TOOLS: INNOVATION STRATEGY PROFILER--ALIGNMENT
Need Seekers Market Readers Technology Drivers
Goal Advantaged products
Products customized to local markets and geographies
Developing low-cost products
Culture Openness to new ideas from customers, suppliers, competitors, and other industries
Collaboration across functions and geographies
Reverence and respect for technical talent and knowledge
(Booz, 2011)
Source: Booz & Company
Module: SILA
www.aipmm.com
TOOLS: INNOVATION STRATEGY PROFILER
• All three strategies (need seekers, market readers, technology drivers)– Goals
• Superior product performance• Superior product quality
– Culture• Strong identification with the customer and overall
orientation toward the customer experience• Passion for and pride in the products and services offered
(Booz, 2011)
Module: SILA
www.aipmm.com
Tools: Innovation Strategy Profiler
Fast Follower First to Market
Technology First Market First
Limited R&D Big R&D
Available at time of writing at:
http://www.vcs-gsa.com/InnovationStrategyProfiler
Module: SILA
www.aipmm.com
TOOLS: CULTURE PER HOFSTEDESymbols: Words, gestures, pictures, objects of meaning by those who
share the culture. Examples: Jargon, dress, status symbols
Heroes: Persons who possess characteristics that are prized by the
culture and serve as models. Example: Customer service rep who
works all night to correct a problem
Rituals: Collective activities considered as an essential ( but probably
not meaningful to reaching the desired ends).
Example: How meetings are organized and conducted
Values: Broad-based tendencies of preference – this is the core of a
culture. Examples: Evil versus good,
emotional versus rational, revenue at any cost
Practices: The visible aspects of culture – what an outside observer
can see, but their meaning is only understood by insiders.
(Hofstede & Hofstede, 2005, p. 7)
Values
Rituals
Heroes
Symbols
Pra
ctic
es
Module: SILA
www.aipmm.com
REVIEW: WHY SILA?
• Only about half of the most innovative companies have:– A corporate culture that supports their innovation
strategy– Alignment between the innovation strategy and the
corporate strategy
• Nearly 20% do not have a well-defined innovation strategy
• “…companies with unsupportive cultures and poor strategic alignment significantly underperform their competitors”
(Booz, 2011, p. 1) (Booz, 2011)
Module: SILA
www.aipmm.com
REVIEW: KEY ELEMENTS OF AN INNOVATIVE COMPANY
• Focused innovation strategy• Winning business/corporate strategy• Deep customer insight• Great talent• Proper set of capabilities• Supportive culture
(Booz, 2011)
SILAAn expression of the thread necessary
between these elements
Module: SILA
www.aipmm.com
REVIEW : CORPORATE STRATEGY PROCESS
1. Decide what your business is
2. Decide who your customers are and what you want to offer them
3. Decide how you will play the game
4. Identify strategic assets and capabilities
5. Create the right organizational environment
(Markides, 2000)
Module: SILA
www.aipmm.com
Review: Innovation Strategy Profiler
Need Seekers Market Readers Technology Drivers
Goal Advantaged products
Products customized to local markets and geographies
Developing low-cost products
Culture Openness to new ideas from customers, suppliers, competitors, and other industries
Collaboration across functions and geographies
Reverence and respect for technical talent and knowledge
(Booz, 2011)
Source: Booz & Company
Module: SILA
www.aipmm.com
SIL
A
Pro
ject
Id
en
tifica
tion
1.
Con
ceiv
e
2.
Pla
n
3.
Develo
p
4.
Qu
alif
y
5.
Lau
nch
Managed
Front
End
Innovation
Bu
sin
ess
Case
Develo
pm
en
t
New
Product
Development