412 tw/xp cite - home - itea · 1.3 empower the community of innovators to spread the message...
TRANSCRIPT
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
“Discontinuous improvement with some risk of failure”
XCITEeXperimental Center for Ideas/Technology Exploration
1
Richard T. Backs
412 TW/XP
16 May 2018
Organizational Culture and Innovation
ITEA 2018 Test and Training Workshop
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEToday’s Outline
• Introspection: Sun Tzu
• Assessing an Organization’s Innovation Culture – Methodology & Measurement
• 412 TW Culture of Innovation Survey
• Understanding the Results – “It is what we make it”
• Strengths
• Opportunities
• Moving Forward: Innovation Blueprint
• Leadership – The Key Ingredient
• Q&A – What didn’t I tell you…?
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEIntrospection: Sun Tzu
“If you know the enemy and know yourself, you need not fear the result of a hundred battles.”
Sun Tzu, The Art of War
(But what if you don’t know yourself, and fear you may be your own worst enemy?)
• How do we cultivate an innovative culture in our organization?
• Who are our innovators and how do we find them?
• What innovative characteristics does our workforce demonstrate?
• How do we measure the innovation culture in our organization?
• Where are we now, where do we want to be, how do we get there?
Epiphany: We did not have the tools or expertise to answer these questions
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEAssessing an Organization’s Culture
Methodology
• Contracted for services: Innovation Cultural Assessment
• The Methodology: 4 Phases
– Phase 1 – Define Desired Innovation Vision and Culture
Executive Visioning Sessions
Executive Interviews (14 Senior Leaders across the Wing)
Focus Groups (5 groups ~ 30 participants)
– Phase 2 – Assess Current State
Culture of Innovation Survey
– Phase 3 – Perform Gap Analysis
– Phase 4 – Develop Innovation Roadmap
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEAssessing an Organization’s Culture
Measurement• We collected inputs to understand the perceived maturity level of innovation at the 412th Test Wing.
INITIAL
Resistant Innovation Capability
• Innovation is not prioritized by leadership
• No disciplined approach to innovation
• No characteristics of an innovative culture
DEVELOPING
Emergent Innovation Capability
• Leaders recognize a need for innovation
• Pieces of a systematized approach are emerging
• Characteristics of an innovative culture are emerging
ADVANCED
Embracing Innovation Capability
• Leaders have embraced innovation as a strategic priority
• Processes, governance and resourcing around innovation are well-defined
• Characteristics of an innovative culture can be found throughout the organization
LEADING
Cutting-Edge Innovation Capability
• Innovation is recognized as an organizational core capability
• Innovation approach isconstantly being refined and improved
• An innovative culture is part of the organization’s DNA
PROGRESSING
Systematized Innovation Capability
• Leaders are taking action to encourage innovation
• Innovation approach exists in some parts of the organization
• Characteristics of an innovative culture can be found in most parts of the organization
Strategic Focus
Tactical Focus
Current State,
assessed in Visioning
Session
Desired State,
conceived in Visioning
Session
Copyright © 2018 Deloitte Development LLC. All rights reserved.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITE412 TW Culture of Innovation Survey
• Innovation Culture Assessment (Workforce Survey Instrument)
– 75 Core Questions + 5 Custom Questions + 2 Collaboration Questions = 82
– 20% response rate (statistically significant) – 906 “Qualified Responses”
• Survey Measured 12 attributes across 4 Dimensions of Innovation
– Metrics & Incentives
– Organizational Structure
– Strategy, Process, & Systems
– Talent and Competencies
• Measured 3 key attributes of our Innovation Climate
– Autonomy
– Courage
– Workplace Dynamics
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEUnderstanding the Results
“It is what we make it!”
The targets to guide performance; the
measures to evaluate progress and the
incentives (monetary and otherwise) to
drive innovation
The units that house innovation at an
organization – teams, divisions,
leadership – and the ability of those units
to collaborate with each other and
interface with leadership
The strategy, decision-making, and
evolution process behind innovation at
an organization; the ways in which an
organization’s leaders define and
approach innovation challenges
The individuals who perform the work of
innovation; the skills, tools, and training
they need to do it capably; and the
funding and time to fuel it
Rewards & Recognition 51% Collaboration 54% Innovation Strategy 49% Resources 47%
Innovation Metrics 35% Governance 38% Process 42% Talent Strategies 37%
Senior Leadership 49% Risk Intelligence 46% Continuous Learning 61%
Agility 47%
Dim
en
sio
ns o
f In
no
vati
on
In
no
vati
on
C
lim
ate
Empowering employees with the freedom to make
independent decisions about their work
The degree to which employees exhibit resolution and
resilience when confronting adversity, ethical
dilemmas, failures, or opposition
Creating a workplace environment in which employees
are able to communicate, debate and discuss, and
manage ambiguity or uncertainty
AUTONOMY 68% COURAGE 74% WORKPLACE DYNAMICS 60%
METRICS &INCENTIVES
ORGANIZATIONAL STRUCTURE
STRATEGY, PROCESS, & SYSTEMS
TALENT & COMPETENCIES
• Within the Dimensions of Innovation, the highest scoring attribute is Continuous Learning; scores are
lowest in Innovation Metrics, Talent Strategies, and Governance.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEStrengths
• The following strengths are based on leadership interviews, focus groups, and Culture of Innovation
survey results.
Personnel perceive strong support for innovation from Gen. Schaefer, and appreciate his messaging on the importance and necessity of innovation for the Wing
Strong communication from senior leadership
Personnel generally feel empowered to take risks, and are not afraid to pursue opportunities in the face of adversity
Healthy innovation climate
In interviews and focus groups, personnel across groups and ranks/levels immediately link innovation to the Wing’s ability to stay in front of adversaries
Linking innovation to the mission
Personnel strive to continuously update their skills and knowledge, and feel that the Wing provides them with opportunities to meet changing skill requirements
Culture of continuous learning
Copyright © 2018 Deloitte Development LLC. All rights reserved.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEOpportunities
Define actionable metrics to track progress, make innovation tangible, and hold people accountable in innovation efforts
Track innovation with metrics
Furnish personnel with the physical infrastructure, updated equipment, and IT systems they need to perform innovative work
Provide the tools to get the job done
Automate routine tasks to create unstructured time for brainstorming and prototyping
Prioritize time for innovation
Reduce the barriers and bureaucracy involved in moving an innovation from idea to actuality
Streamline the innovation process
Create a shared understanding of the goals of “innovation” at the Test Wing, define what it means to employees and ensure that personnel – regardless of role or level – feel included
Define clear innovation strategy
Empower local-level leaders to support and approve innovation efforts
Engage middle managers/supervisors
Become the “first movers” – transform the culture by demonstrating innovative behaviors from the top
Demonstrate innovative behaviors
Align talent management practices with innovation strategy by targeting the skills and temperament required for innovation
Attract and retain top talent
Develop Talent to Support Innovation Strategy
• These areas of opportunity represent potential strategic priority areas for the Wing.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITE
• Deloitte facilitated an Action Planning Workshop with the 412th Test Wing innovation leadership where
participants selected three strategic priority areas and brainstormed actions and solutions for tackling them.
1. Communicate Innovation Program Goals,
Successes and Failures
2. Engage Middle Managers & Supervisors to
Catalyze Innovation
2.1 Identify and Engage Middle Managers Already Open to
Innovation
2.2 Address Middle Managers’ Reservations about
Innovation
2.3 Launch an Online Platform to Enhance
Communication for Middle Management
3. Demonstrate and Reward Innovative
Behaviors
3.1 Model Innovative Behaviors
3.2 Reward Innovative Behaviors
3.3 Provide Innovation Tools & Services
1.1 (Re)Develop Innovation Message that Resonates with
All Personnel
1.2 Broadcast the Message
1.3 Empower the Community of Innovators to Spread the
Message
Activities
The Wing prioritizes innovation, but employees haven’t yet
heard the message. Communicating goals, sharing success
stories, and making it personal will engage and energize
employees.
Enabling middle managers that are inclined to innovate
and demonstrating the value of innovation to skeptics will
help the Innovation Team decentralize the innovation
process and spur local momentum within groups and
squadrons.
Innovation is not just another program with a budget and a
staff. For innovation to succeed, leaders, managers, and
personnel need to act in a way that fosters the ideation of
new and improved products, services, and processes.
Moving Forward: Innovation Blueprint
Copyright © 2018 Deloitte Development LLC. All rights reserved.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITELeadership – The Key Ingredient
• Culture change starts at the top with a strong Leadership vector
– Magnitude and direction of desired organizational change
• Leaders should encourage “Innovating as you Implement”
– No plan survives the first engagement, and that’s OK
• Trust, Empower, and Hold Accountable– Note: Hold accountable doesn’t mean “EXECUTE”
• Recognize a brilliant idea when someone ELSE has it
• Leaders must acquire risk intelligence and gain risk tolerance
– Most real innovations fail – that MUST be OK
• Leaders must be decisive: The worst decision is INDECISION
– Opportunity may only knock once!
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEQuestions
• What did you really want to know
that I didn’t think to tell you?
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEBackups
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEInnovation Trips
• 412 TW Innovation is coordinating with AFWerX Vegas to meet at May 2018 ITEA
Secretary of the Air Force Heather Wilson, along with guest of honor Vice President Mike Pence as well as the Chief of Staff of the Air Force Gen. David L. Goldfein, opened the AFWERX-Vegas storefront Jan. 11 at the Howard Hughes Center in Las Vegas.
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITECrowdsourcing
“If you’ve got a good idea and want to pitch it to the Air Force, AFWERX Vegas is going to give you access. We’re going to give access to the platforms and the people that you need to make a difference.”
Vice President Mike Pence
412 TW has partnered with AFWerX to launch a Crowdsourcing tool. • Will connect AFTC sites to AFWerX Spark Cells• Drive Air Force collaboration and ideation across the
country• Pilot program will utilize Spigit• Local training to begin within the next 30 days
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEInnovation Challenges
2017 RVR Challenge
Chris Klug, 412 OG
Technical Advisor,
will be leading the
2018 412 TW
Innovation Challenge
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITECommander’s Challenges
2017 RVR Challenge Team
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITEInnovation Courses
Design ThinkingInnovation and StrategyInnovative Solutions to Complex ChallengesStrategies for Leading Successful Change InitiativesLeadership Development for Building High Performing
TeamsEffectively Negotiating with the Power of Persuasion Empathize and Prototype: A Hands on Dive into the Key
Tools of Design ThinkingThe Power of Stories to Fuel InnovationLeading Innovation Scaling Excellence: How you can help make it happenSimple Rules for Strategy Driven InnovationCultivating the Entrepreneurial Mindset
Building, Leading, and Sustaining the Innovative Organization
The Innovator's DNA: Mastering Five Skills for Disruptive Innovation
Leadership by Design: Innovation Process and CultureDisney's Approach to Employee EngagementDisney's Approach to Leadership ExcellenceInnovate on Demand (Online)Design Your Innovation Blueprint: Leveraging Systematic
Inventive ThinkingInnovative OrganizationCatalyzing Innovation for Sustained Business SuccessLeadership Impact Through InnovationNegotiating for Positive Results
FOR OFFICIAL USE ONLY
FOR OFFICIAL USE ONLY XCITE
• Innovation Awards
– People’s Choice Award at Maintenance Innovation Challenge (MIC) for
Fuselage Inspection
Innovation Awards