innovation leadership slaw 2009

8/8/2019 Innovation Leadership Slaw 2009

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Leadership &Leadership &

InnovationInnovation

Kenneth M. Slaw, PhDKenneth M. Slaw, PhDApril 4, 2009April 4, 2009

Workshop forWorkshop for PerinatalPerinatal Practice StrategiesPractice Strategies


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DisclosureDisclosure

I have no relevant financialI have no relevant financial

relationships with therelationships with themanufacturers of anymanufacturers of any

commercial products and/orcommercial products and/or

providers of commercialproviders of commercialservices discussed in this CMEservices discussed in this CME

activity.activity.


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ObjectivesObjectives

Discuss the importance of innovationDiscuss the importance of innovation

& innovative thinking& innovative thinking

Discuss the role of leaders in creatingDiscuss the role of leaders in creating

an innovative environmentan innovative environment

Discuss strategies for implementingDiscuss strategies for implementing

innovative ideasinnovative ideas


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AgendaAgenda

Leadership & InnovationLeadership & Innovation

Innovation DefinedInnovation Defined

Innovation as a Leadership CompetencyInnovation as a Leadership Competency

The IDEO ApproachThe IDEO Approach

Making Innovation PracticalMaking Innovation Practical

Innovation and ChangeInnovation and Change

WrapWrap--UpUp


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The InnovationThe Innovation

ExperienceExperience

Think of a time when you were caughtThink of a time when you were caught

up in, or deeply effected by, anup in, or deeply effected by, an

innovation that occurred at work,innovation that occurred at work,

home, play, schoolhome, play, school

Briefly describe the innovation andBriefly describe the innovation and

how it changed your life in some way.how it changed your life in some way.


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What is Innovation?What is Innovation?

Dictionary Says:Dictionary Says:

The art of introducing something new orThe art of introducing something new or

differentdifferent Starting something for the first timeStarting something for the first time

Note :

There is no mention of having been successful! It is the ART of introducing


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What is Creativity?What is Creativity?

Dictionary Says:Dictionary Says: Ability to transcend traditional ideasAbility to transcend traditional ideas

and create meaningful new ideas,and create meaningful new ideas,

forms, methods, interpretationsforms, methods, interpretations Ability and power to createAbility and power to create

Note:Note:

There is no mention of having beenThere is no mention of having beensuccessful!successful!

It is the POWER to TRANSCENDIt is the POWER to TRANSCEND


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Why Are Innovation andWhy Are Innovation and

Creativity Important?Creativity Important?

Think of your work environment. Is thereThink of your work environment. Is there

a culture of innovation?a culture of innovation?

Hospitals and DoctorHospitals and Doctors Offices are nots Offices are not

known for being innovativeknown for being innovativehow can wehow can we

move them to be more innovative?move them to be more innovative?

Why doesnWhy doesnt more innovation happen?t more innovation happen?


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Innovative ThinkingInnovative Thinking

is a Leadershipis a LeadershipCompetencyCompetency Challenging the ProcessChallenging the Process

Experiment/Take Risk/Try different solutionsExperiment/Take Risk/Try different solutions

Innovative approaches to problem solvingInnovative approaches to problem solving

Ability toAbility to think outside the boxthink outside the box, to go beyond the, to go beyond the

conventionalconventional

Modeling the Way and Enabling OthersModeling the Way and Enabling Others

Ability to champion innovation and encourageAbility to champion innovation and encourage

new ideas from employeesnew ideas from employees


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So How Innovative A LeaderSo How Innovative A Leader

Are You? Are You?

Champions Innovative Thinking:Champions Innovative Thinking: Encourages new ideas from employees.Encourages new ideas from employees.

Generates and maintains a creative environment amongst the team.Generates and maintains a creative environment amongst the team. GenuinelyGenuinely

values and champions innovation.values and champions innovation.

5.5.

Is Agile in Response to Change:Is Agile in Response to Change: Anticipates and responds to externalAnticipates and responds to externalchange. Is flexible when faced with external constraints, and adchange. Is flexible when faced with external constraints, and ad aptsapts

methodology and ideas quickly to immediate or anticipated changemethodology and ideas quickly to immediate or anticipated changes in thes in the

external environment.external environment.

4.4.

Thinks Laterally:Thinks Laterally: Generates varied solutions to problems. Thinks laterallyGenerates varied solutions to problems. Thinks laterally

((outside the boxoutside the box) to identify new solutions. Will consider the radical or) to identify new solutions. Will consider the radical or

unconventional. Is prepared to look beyond the data for solutionunconventional. Is prepared to look beyond the data for solutions. Is innovatives. Is innovative

and creative when generating solutions.and creative when generating solutions.

3.3.

Questions Conventional Methodology:Questions Conventional Methodology: Questions and challenges the qualityQuestions and challenges the qualityof conventional work methodology. Is prepared to try out differeof conventional work methodology. Is prepared to try out differe nt solutions. Isnt solutions. Is

prepared to take the unorthodox approach.prepared to take the unorthodox approach.

2.2.

Open to New Ideas:Open to New Ideas: Is openIs open--minded when presented with a newminded when presented with a new

perspective, and will not automatically dismiss new ideas. Willperspective, and will not automatically dismiss new ideas. Will accept otheraccept other

solutions when conventional methodology does not work.solutions when conventional methodology does not work.

1.1.

DescriptionDescriptionTargetTarget

LevelsLevels


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Is Opento NewIdeas

ChampionsInnovative

Thinking

Where You Are/Where You Are/

Where You Need to BeWhere You Need to BeINSTRUCTIONSUsing the defintions provided:1. Place a BLUE dot on the chart indicating where you placed your C.2. Place a GREEN dot on the chart indicating where you placed your F.


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The Deep DiveThe Deep Dive

One CompanyOne Companys Secret Weapons Secret Weaponfor Innovationfor Innovation

1999 ABC News. Nightline


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IDEO DebriefIDEO Debrief Focused project/Desired outcomeFocused project/Desired outcome

No HierarchyNo Hierarchy

Listen to those who disagree with youListen to those who disagree with you

Gather experts outside your profession/myriadGather experts outside your profession/myriadperspectivesperspectives

Leave your desk and get out in the fieldLeave your desk and get out in the field

You need some wild and crazy ideas!!You need some wild and crazy ideas!!

After a period of creativeAfter a period of creative chaoschaos, refocus, refocus

Playful work environmentPlayful work environment

Try thingsTry things--ask forgiveness laterask forgiveness later

Fail often to succeed soonerFail often to succeed sooner

Take finished product back out to field for feedbackTake finished product back out to field for feedback


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10 Rules For Innovators10 Rules For Innovators1.1. The great idea is only Chapter 1The great idea is only Chapter 12.2. Sources of organizational memory are powerfulSources of organizational memory are powerful--They must beThey must be

overcomeovercome

3.3. Large, established organizations will beat startLarge, established organizations will beat start--ups if they investups if they investin innovationin innovation

4.4. Strategic experiments always face critical unknownsStrategic experiments always face critical unknowns5.5. Once the innovation takes off its infrastructure must be built fOnce the innovation takes off its infrastructure must be built fromrom

scratchscratch

6.6. Managing tensions between existing and new is job # 1 for SeniorManaging tensions between existing and new is job # 1 for SeniorLeadershipLeadership

7.7. Existing and new require separate planning processesExisting and new require separate planning processes

8.8. Innovation requires organizational learningInnovation requires organizational learning--Interests, influences,Interests, influences,competition, politics, disrupt learningcompetition, politics, disrupt learning

9.9. Hold new innovations accountable for learning, not results, forHold new innovations accountable for learning, not results, forthe first few yearsthe first few years

10.10. Organizations that master strategicOrganizations that master strategic forgettingforgetting, internal, internalborrowingborrowing andand learninglearning are positioned for breakthroughare positioned for breakthroughstrategic innovationstrategic innovation

2005 V. Govindarajan, C. Trimble. 10 rules for

strategic innovators; Harvard Business School Press


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Making InnovationMaking Innovation

PracticalPractical Organizational ClimateOrganizational Climate

You become your environmentYou become your environment

ColorColor

HumorHumor ArtArt

MusicMusic

PlayPlay

MessagingMessaging

EstablishEstablish creative spacecreative space

Setting aside time, physical and mental spaceSetting aside time, physical and mental space Warren BuffetWarren Buffet

DelegateDelegate

Read and think every dayRead and think every day

Reduce meetings to the bare necessityReduce meetings to the bare necessity

Make reports results oriented, not process orientedMake reports results oriented, not process oriented


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Some Quick Exercises toSome Quick Exercises to

Prime That BrainPrime That Brain Alien ExpeditionAlien Expedition

Word PatternsWord Patterns


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PracticalPractical

Innovation is conceived at theInnovation is conceived at the

intersectionsintersections of work and lifeof work and life--Go fishing atGo fishing atthe intersections!the intersections! Networked process of idea sharing andNetworked process of idea sharing and

collaboration involving myriad contributorscollaboration involving myriad contributors

Healthy disregard for the impossible married toHealthy disregard for the impossible married tounderstanding of constraintsunderstanding of constraints

Harvesting ideas from other industries, fields,Harvesting ideas from other industries, fields,backgrounds to createbackgrounds to create idea intersectionsidea intersections

Use technology to share broadlyUse technology to share broadly


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PracticalPractical Venture Capital FundVenture Capital Fund--Dollars set asideDollars set aside

to test, experiment, createto test, experiment, create

Innovation AgendaInnovation Agenda to take to yourto take to your

BoardBoard

Well understood process forWell understood process for

developing, discovering, anddeveloping, discovering, andimplementing ideasimplementing ideas

Prime the brain with short creativePrime the brain with short creative

exercises before problem solvingexercises before problem solving


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Innovation IS ChangeInnovation IS Change

PLA Change ModelPLA Change Model

The CaseThe Case

The VisionThe Vision

The SkillsThe Skills

The IncentivesThe Incentives

The ResourcesThe Resources The Action PlanThe Action Plan


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Managing ComplexManaging Complex

ChangeChangeVision Skills Incentives Resources

Action

PlanStatus Quo

Case forChange

Skills Incentives ResourcesAction

PlanConfusion

Case for

ChangeVision Incentives Resources

Action

PlanAnxiety

Case forChange

Vision Skills ResourcesAction

PlanGradualChange

Case forChange

Vision Skills IncentivesAction

PlanFrustration

Case forChange

Vision Skills Incentives ResourcesFalseStarts

Shared Need Vision Skills IncentivesEnabling

Systems

Action

PlanChange


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If youre not failing every

now and again, this is a signyoure not doing anything

innovative.

-- Woody Allen


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Leadership & InnovationLeadership & Innovation

ReferencesReferences Innovation: The Five Disciplines for Creating What CustomersInnovation: The Five Disciplines for Creating What Customers

WantWant, Curtis R Carlson and William W. Wilmot, Crown, Curtis R Carlson and William W. Wilmot, Crown

Business, 2006.Business, 2006.

Innovation By DesignInnovation By Design, Gerard H Gaynor, AMACOM, 2002., Gerard H Gaynor, AMACOM, 2002.

Payback: Reaping The Rewards of InnovationPayback: Reaping The Rewards of Innovation, James P, James P

Andrew & Harold L Sirkin, Harvard Business School Press,Andrew & Harold L Sirkin, Harvard Business School Press,

2007.2007.

Great Leadership IdeasGreat Leadership Ideas, A Soundview Exclusive Report,, A Soundview Exclusive Report,

Soundview Executive Book Summaries, 2006.Soundview Executive Book Summaries, 2006.

Management Competency Dictionary,Management Competency Dictionary, Saskatchewan PublicSaskatchewan PublicService, 1998.Service, 1998.

The Ten Faces of InnovationThe Ten Faces of Innovation, Tom Kelley and Jonathan, Tom Kelley and Jonathan

Littman, Currency/Doubleday, 2005.Littman, Currency/Doubleday, 2005.

10 Rules for Strategic Innovators,10 Rules for Strategic Innovators, VijayVijay GovindarajanGovindarajan andand

Chris Trimble, Harvard Business School Press.Chris Trimble, Harvard Business School Press.

innovation leadership slaw 2009

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