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Idealize and Capitalize on Innovation
Presented by: Shawn Casemore
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Innovation: The identification and integration of new ideas, processes or devices that offer improved solutions for existing, unanticipated or new needs.
Invention: A unique or novel device, product, composition or process.
Creativity: A phenomenon whereby something new and in some way valuable is created (i.e. a painting, music, poem).
New idea
Ideation
Solution
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Innovative Companies
Think of two or three innovative companies of our time, then consider the following questions:
What is it that makes them innovative? How do they sustain this innovation? What is the value this innovation provides?
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
The origin of innovation
Expertise & Knowledge
Creative thinking
Motivation (intrinsic & extrinsic)
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Primary sources of innovation
Innovation
Top down
Bottom up
Outside- in
We are generally creative but restrained by our methodology, time constraints and team composition.
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Creative People
Structured People Balance
Innovation
Overcoming misconceptions
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Innovation begins with creativity
What are the factors that support creativity?
What are the factors that stifle creativity?
Environment Culture
Communication Acuity to risk
Corporate atmosphere
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
“Creativity involves breaking out of established patterns in order to look at things in a different way”. -
Edward de Bono
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Increasing our Creativity
1. Create “distance” from your problem or challenge
2. Sleep on it!
3. Explore fiction and unreal experiences
4. Get the blood flowing
5. Consider what could have happened
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Tapping into our teams creativity
Helping our teams think more creatively can yield new solutions to existing challenges.
Form an environment that encourages creativity and
use the factors to increase creativity as means to spur employees to new ideas.
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
“Lightening bolts don’t hit very often - new ideas have to be engineered.” - Peter Rummell
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Creative ideas lead to valuable results
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
“Without a framework for innovation, we would just have a collection of ideas.” – Heidi Hattendorf
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Component #1: Idealize
Key components of an innovative environment are:
1. Eclectic teams (play off each other well)
2. Decision-making is not based on authority.
3. No idea is a bad idea.
4. Stay calm – nervousness and panic are expected.
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Component #2: Validation
Steps to ensure ideas are prioritized effectively:
1. Methods to capture ideas (tools, portals)
2. Collaborative assessment of ideas (teams)
3. A clear understanding of organizational challenges and opportunities (why?)
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Component #3: Capitalize
Keys to capitalizing on innovation efforts include:
1. Ability to test, pilot and trial (scale up)
2. Targeted implementation (seek out big bangs)
3. Introduction and integration (part of the fabric)
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Component #4: Improve
Instilling a method to continuously improve on ideas:
1. Collect and validate the results achieved (both expected and unexpected).
2. Are further improvements possible?
3. Can this idea be expanded in application?
Validation and improvement should include a cross-section of members!
Improving Operational Performance
Balance risk against creativity
© Shawn Casemore 2014. All rights reserved
Balanced Decisions
Risks
Desires Needs
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
Innovation consideration
Are you promoting an environment that encourages sharing of unorthodox or unusual
ideas?
How can you shift from discussing ideas to integrating solutions?
Improving Operational Performance © Shawn Casemore 2014. All rights reserved
For copies of my recent podcasts on “Formulating and Integrating Innovation”, see me after the
session or email me directly at [email protected]
Website: www.casemoreandco.com Blog: www.shawncasemore.com
Twitter: @ShawnCasemore