“innova’on: a prac’cal view” files... · 1.innovaon is problemmac • innovaon simply for...
TRANSCRIPT
“Innova'on:APrac'calView”
Dr.KarunaRamanathanStrategicOrganisa4onalDevelopmentConsultant
13Oct2017
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1.Innova'onisProblemma'c
• Innova4onsimplyforthesakeofintroducinginnova4onis4me-consuming,costlyandunproduc4ve.
• But…Growthremainskeytoorganisa4onalsurvival.
• AHolis4cViewisthereforerequired;tolinkinnova)ontogrowth
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2.GrowthrequiresNewKnowledge
• GrowthrequiresNewKnowledge.• NewKnowledgerequiresLearning• LearningrequiresLeadership.• LeadershipisNOTMAGIC.Itneedstobenurtured.
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SustainingTransformingOrganisa'ons
Levels/Areas
LeadershipDefinedasaprocessofInfluence,toinspireandImproveSelf,OthersandOrganisa4on
LearningDefinedasaprocessofseekingknowledge,requiringcogni've,behaviouralandaffec'veshiOs
KnowledgeDefinedasseekingideasorunderstandingwhichanen'tycanpoten'allyusetotakeeffec'veac'ontoachieveoutcomes
GrowthDefinedasthemindsettoaQainadesiredand/orpreferredfuture
Orgn LeadershipEffec'veness“AreourLeaderscommiQed,alignedanduptothetest?”
Organisa'onalLearning“Areourleadersabletosetthecondi'onsforlearning?”
KnowledgeIntegra'on“IstheKnowledgeCapturesystemrobust?”
StrategyFormula'on“BasedonCommitmenttoCo-CreateforValue?”
Teams/Units
LeadershipDevelopment“Areourleadersabletoleadtheirsubordinates,andleadtheirteamswell?”
TeamLearning“AreourLeadersabletodirectlyinfluencethelearningintheirteams?”
KnowledgeTransfer“Aretheknowledgetransferprocessesprac'cal,usefulandcompliedwith?”
StrategyImplementa'on“BasedonseekingConnec'onstoCollaborateforOutcomes?”
Indvs LeaderDevelopment“AreourfutureLeadersabletobeQerleadthemselves?”
LearningStance“AreourLeadersthemselveslearners?
KnowledgeCrea'on“Iseveryoneac'velyobserving,derivinginsightsandseekinglessonslearnt?
StrategyInternalisa'on“BasedonContribu'onsandCapabilityDevelopment?”
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“GROWTH”v“SHIFTS”
“HighGrowth”
“LowGrowth”
“BigShi=s”“SmallShi=s”
“Transforma)onal”-drivenbyInnova.on-Visionary,Messy,Inten.onal,Poli.cal
“Disruptor”-drivenbyOpportunity
-Provoca.ve,Experimental,High-tolerance,Fail-fast
“Returns”-drivenbyResults
-contribu.ng,visible,logical,sensible,leadingto
change
“Obliga)on”-drivenbyMandate
-CoreBusiness,CurrentExpecta.ons,System
Requirements
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IMPACTMATRIX
“HighGrowth”
“LowGrowth”
“BigShi=s”“SmallShi=s”
GameChangers
NeedleMovers
FlagShips
BAU
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CommonAssump'ons
• ChangecanbeManaged• LeadersandChangeManagersareObjec)ve• ChangecanbemappedintoaseriesofConcreteSteps
• ChangestartsfromaNeutralStar)ngPoint
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Williams,R“WhyChangeManagementProgramsFail”,postedNov27,2014h_p://www.psychology.today.com
1.ChangeisMessy!
• ChangeisMessy!– CommonIntent– StrategicClarity– StrategicCoherence– StrategicFocus
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“CHANGE(NARRATIVE”(IMPETUS(( How(did(this(change(requirement(arise?(
REASON(S)( Why(is(it(therefore(necessary?(
TIMING(( When(will(it(take(place?(
DETAIL( How(will(the(change(be(effected?(
AFFECT(( Who(will(be(affected?(
PROMISE( So(what(will(it(lead(to?(
PLEDGE( As(leaders(how(will(we(stay(commiNed?(
OUTCOME(S)( When(will(we(know(when(we(are(done?(7/8/15( Prepared(by(Karuna(Ramanathan(
2.ChangeisPainful!
• Uproo4ngthe(proven&working)System• RequireschangeinBehaviorsandAc4ons• Ofengoesdeeper–Beliefs&Values
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ApproachingComplexSystemChange
CHAMPION
CONTENT
CONTEXTCULTURE
CALIBRATION
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“Ini)alDiagnosisofChangeSupport”
“BuildNarra)vesANDStrategy”
“NudgePlan”“FirstResults&AdjustPlan”
“Results&Evalua)on”
“SEE”
“SAY”“DO”“KNOW”
“GROW”
“DOIBELIEVEINTHIS?
“DOWEBELIEVEINTHIS?”
“DOWEALLBELIEVEINTHIS?
Unifyingeveryonearoundthe“PAINofCHANGE”
3.ChangerequiresYOURTime!
• “ManageWork”• “LeadPeople”• “BuildOrganisa)on”• “BeVerSystem”
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ThankYou!!
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