creative confidence and innovation culture

Creative Confidence and Innovation Culture

Dr. Pavan Soni

Innovation Evangelist and Researcher

Innovation.evangelist@gmail.com

www.pavansoni.com

Creativity is the ability to challenge, question and explore. It

involves taking risks, playing with ideas, keeping an open mind

and making connections where none are obvious.

- Victoria and Albert Museum of Childhood

Novelty Utility

Divergent Thinking

When others said “it’s impossible”

Synaptic joints in human brain

Source: Adapted from www.educarer.org, 2006.

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Evolution of synaptic joints

Source: Corel, JL. The postnatal development of the human cerebral cortex. Cambridge, MA: Harvard University Press; 1975.

In the first few years of life, 700 new neural connections are formed every second.

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Development of mental abilities

Source: C.A. Nelson (2000). Credit: Center on the Developing Child

The brain’s capacity for change, or “plasticity” decreases with age

Cognitive, emotional, and social capacities are inextricably intertwined throughout the life course.

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The Medici Effect

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Great Ideas are born at the Intersection of Disciplines

Linear Growth

Discovering Intersections

I am imagining bringing 100s of people together from different backgrounds and disciplines within a region and have them work together to unleash an explosion of transformational

ideas.- Frans Johansson

Source: Medici Effect

Pavan Soni (www.PavanSoni.com)

Intersection of disciplines

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Taking half-chances

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Improvisation

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Latent inhibitions

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Taking hobbies seriously

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Cultivating humour

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Humour and creativity

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Improvisation

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Hone multiple affinities

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Source: IDEO

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The power of vulnerability

Key takeaways

• Remember ‘there is no one right answers’

• Never fail to surprise yourself (be curious and take half-chances)

• Brain is ‘plastic’, not elastic

• Experiment (that’s the fastest way to learn)

• Have a sense of humour

• Hone multiple affiliations

• The power of vulnerability

19Pavan Soni (www.PavanSoni.com)

What’s common?

Who ‘said’, ‘I want this’?

We do no market research. We don’t hire consultants. The only consultants I’ve ever hired in my 10 years is one firm to analyze Gateway’s retail strategy so I would not make some of the same mistakes they made [when launching Apple’s retail stores]. But we never hire consultants, per se. We just want to make great products

Jobs on market research

When is listening to customers useful?

Disruptive innovations!

Invention + Commercialization Innovation

Creativity

Idea + Realization Invention

People

Let’s dispel the myth!

Problem Idea

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www.PavanSoni.com

Design Thinking

: The IDEO Way

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The final solution should be…

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Being systematic in innovation

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Invention ≠ Innovation

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Most Innovative Firms- 2014

Highest R&D spent- 2013

Most patents granted- 2013

VolkswagenSamsung

IntelMicrosoft

RocheNovartisToyota

J&JGoogleMerck

AppleGoogle

Tesla MotorsMicrosoft Samsung

ToyotaBMWGilead

AmazonDaimler

IBMSamsung

CanonSony

LG ElectronicsMicrosoft Toshiba

PanasonicHitachiGoogle

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Source: BCG, Booz & Co., USPTO

70% and go…

Creating a stretch “Developing capital-intensive premium products through disruptively

innovative process engineering that could deliver affordable pricing and

make a difference to global healthcare.”

- Kiran Mazumdar-Shaw, Founder and CMD, Biocon Ltd.

1978- Enzymes (solid substrate fermentation)

1996- Statins using

fermentation

2007- Enters Biosimilars

Exits enzymes biz.

2003- Insulin (Pichia expression system)

2004- INSUGEN®(rh-insulin)2006- BIOMAb-EGFR™(Nimotuzumab), India’s first anti-cancer drug 2009- BASALOG®(Glargine)2013- ALZUMAb™(Itolizumab), a 'first in class' anti-CD6 monoclonal antibody

2014- CANMAb™ (Trastuzumab)

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2006- Launches Biocon

Biopharmaceuticals

2009- Tie-up with Mylan for

Biosimilars

World-leading research on Oral Insulin

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Making of an Icon

State of perpetual crisis

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“We want to beat Sony by 2005!”- Eric Kim, Head of Marketing,Samsung (2001)

“Change everything, except your wife andkids.”- Lee Kun-hee, Chairman, Samsung

Public burning of over 100,000 cordless phones at Samsung Gumi factory on March 9, 1995

Paradoxes that drive Samsung: Size and speed Diversified but specialized Japanese and American management styles combined

Innovation through Bold investments Being the fast

follower Co-opetition Owner-led

transformation

Setting impossible goals

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Setting impossible goals

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“Now it is time to build a car that isbetter than the best in the world.”- Eiji Toyoda, 1983

The birth of Lexus LS400

Impossible challenges Top speed of 155 mph Fuel efficiency of over 22.5 mpg A drag of .29 Noise level of 58 dB at 60 mph A curb weight of 3800 pounds

Not to match, but to beat Mercedes and BMW!

The outcome 5 decibels quieter 120 pounds lighter 17 miles per hour faster 4 more miles per gallon $30,000 less than BMW 735i

6 years, 1400 designers, 3700 engineers, 900 engine prototypes, 450 test models

Introducing variance

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Innovation

Enabling improvisation

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People

Systemic and systematic technology incubation

Operational Freedom + Financial Accountability

Centers of Excellence (1996)

Innovation Programmes (2000)

Technology diffusion to business (2008)

Centre for Advanced Technologies (‘96)

CoEs for competence building, locally funded (‘99)

Practice framework (CoE to Practice of BU) (‘03)

Point Solutions, headcount by CTO (‘03)

Innovation Programme with Stage Gate, R&D focused (‘00)

Quantum Innovation with business focus (‘05)

Technology themes (‘07) Applied Research Group

(‘08) Wipro Ventures (‘14)

Chief Technologists for BUs (‘08)

Setting up US outpost (‘08)

Idea campaigns and hackathons (‘12)

Technovation Centre (‘12)

Billable headcount at CTO Office (‘13)

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Introducing variance

Ambidextrous organization

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• Exploit the Present + Explore the Future

• Teams autonomous at bottom, connected at top

Established companies can develop radical innovations and protect their traditional businesses. In our study, more than 90% of the ambidextrous organizations achieved their

goals.- Charles A. O’Reilly III

Ambidexterity

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Ambidexterity

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Ambidexterity

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Marketplace of Ideas, Talent, Capital

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Fact is: out there in some garage, an entrepreneur is forging a bullet with your company’s name on it. You have only one option, you have to shoot first

- Gary Hamel

Bring Silicon Valley Inside

$$

$$

$X

$X

$X

$X

$X

$X

$X

CO-IDEATION

CO-CONVERSION

CO-DIFFUSION

Acquire & Develop

Connect & Develop

Intel Lablets Intel Venture

Let a million flowers blossom

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We call the projects late and give as much time as possible for these ideas to blossom, as innovation is a very fragile process.

- Douglas Merrill, formerly at Google

Call the shots as late as possible

Multiple Ideas

Project Clusters

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Let a million flowers blossom

The price of missed innovations

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Incumbent

Missed innovation

Innovator Real loss in incumbent's market cap

% drop in incumbent's market cap

Est. gain in innovator's market cap

Time period

Yahoo! PageRank search Google $27 billion 60% $98 billion 2005-2012

HP Touch-screen tablets

Apple $43 billion 47% $258 billion 2010-2012

Nokia Touch-screen smartphones

Apple $95 billion 87% $195 billion 2007-2012

RIM Touch-screen smartphones

Apple $60 billion 90% $195 billion 2007-2012

Sony LCD screens Samsung $6 billion 23% $144 billion 1996-2006

Look for non-customers

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Twitter

Non-Customers

Who? Why? How?

Soon to Be

Refusing

Unexplored

Source: Blue Ocean Strategy

Looking at non-customers

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Setting a sense of purpose

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Source: Drive (Daniel Pink)

Purpose

MasteryAutonomy

Key takeaways

• Innovation is not same as invention• Set impossible goals • Maintain a state of perpetual crisis • 70% and go…• Hone variance • Look at non-customers• Market of ideas talent and capital• Let a million flowers blossom• Offer a sense of purpose, autonomy and allow for

mastery

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