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Managing InnovationDriving Ideas from Strategic Initiative to Value Creation

Managing Innovation

Optimizing the potential value embedded in an idea that is new to you.

Innovation is different from creativity. It involves finding ideas, exploring them, selecting, realizing and exploiting value. The dictionary defines innovation as the process or act of introducing something new. Peter Drucker (1993) described innovation as “the specific instrument of entrepreneurship … the act that endows resources with a new capacity to create wealth.” For managers, innovation means optimizing the potential value embedded in an idea that is new to you. The idea may be one that is exceptionally creative or one that is known elsewhere but novel in a particular environment or application. Innovation is all about the optimization of selected ideas – where the value added exceeds the costs incurred.

DEFINITION

WHY IS IT IMPORTANT?Most of us use products or services that did not exist a

few years ago. We do things in different ways, from listening to music to shopping for books to navigating our way to a new location in our cars. We benefit from increased choice and better ways of getting things done. The force driving these changes is innovation.

Innovation is vitally important for economies and companies—but it is also significant in the larger world. The stresses and strains on the earth are increasing. Social discord is an ever-present menace. We need innovation to help us to live better lives and neutralize our impact on the earth’s environment.

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Driving Ideas from Strategic Initiative to Value CreationWHAT IS INNOVATION?

© B. Kim Barnes

SÍNTESE AZUL

WHAT IS MANAGING INNOVATION?

In this program, we focus on leadership and management behaviors that are key to driving value-creating innovation. Whether you are innovating in products, services, markets, processes, or platforms, the mind-sets and skill-sets of leaders and managers are essential to success.

Leaders are under pressure to meet or exceed market expectations each quarter. Different approaches are touted as the route to success. Methods such as Six Sigma and Lean Sigma deliver results by improving bottom-line performance through operational efficiency and effectiveness. In contrast, innovation, seen as a key means to achieve competitive advantage, delivers results by generating organic growth to the company’s top line.

Innovation requires tapping people’s creativity and imagination in cultivating a culture that stimulates and supports innovation. Innovation is not only the result of imposing specific processes and disciplines; it is an inherently human activity that requires a broad understanding of how people think and behave.

This program will enable you to make a stronger personal contribution to the innovation revolution. Our mission is to help you to be a more effective formal or informal manager of innovation. By the term “manager” we refer to a role that may not be a job title. Individual contributors, team leaders, as well as those in the formal hierarchy, manage innovation as part of their everyday working lives.

Managers who see fostering innovation as a part of their role, individual contributors whose work involves facilitating innovation, senior managers who lead or sponsor innovation as part of their responsibilities.

By the term “manager” we refer to a role that may not be a job title. Individual contributors, team leaders, as well as those in the formal hierarchy, manage innovation as part of their everyday working lives.

WHO SHOULD PARTICIPATE?

Managing Innovation

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Driving Ideas from Strategic Initiative to Value Creation

We believe innovation has such importance in today’s world that everyone, in businesses or not-for-profit organization must be engaged in it: thinking about it, applying it, managing it.

SÍNTESE AZUL

“Barnes & Conti

OBJECTIVES AND GOALSThe program´s goals are:

Clarify how innovation can become an important part of the way that you do your job and live your life.

1

Specify how mindsets, skills and behaviors need to change as an idea moves from being a “gleam in the eye” to a reality that creates value in your organization and/or the larger world.

2

Suggest practical ways in which you can create and develop innovation capability both within your area of influence (AOI) and across organizational boundaries.

3

DELIVERABLESBy the end of the program participants will be able to:

Describe best practice in innovation management.1

Reflect systematically on their own strengths and weaknesses as a manager of innovation.

2

Identify ways to weave innovation into their management practices and/or in the larger world.

3

Use context-specific behavioral skills that drive, foster, support and improve innovation practices.

4

Begin to develop a draft innovation agenda that can be explored, developed and implemented over the coming weeks.

5

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Managing Innovation Driving Ideas from Strategic Initiative to Value Creation

COURSE DATEFEBRUARY - 1ST AND 2ND 2012 (9:00 – 18:00)

(note: the organizers reserve the right to cancel and/or change the date of this course. In the case of cancelation all payments received will be reimbursed)

Venue | Fundação Portuguesa das Comunicações (www.fpc.pt ) Lisboa – Portugal

Priceindividual | €1800 per person + VAT early bird | €1350 per person + VAT (valid for registrations before 30th November 2011)

groups of +3 participants | €1350 per person + VATearly bird for groups of +3 participants | €1080 per person + VAT

NoteSubscriptions are not reimbursed (except course cancelation by the organizers) but can be transferred to other participant.

1

Course and course materials will be delivered in English.2

Interested? SIGN UP NOW

SÍNTESE AZUL

COURSE OUTLINE

Exercise, discussion, and exploration of core definitions and concepts related to creativity, innovation, and Innovation management.

1 Opening Exercise, Definitions, Key Models

Examination of participant and organizational strengths, needs, and experiences regarding innovation management.

2 Personal Connections: Contributions, Lessons Learned, Needs, and Issues

Introduction to the core model for innovation management and application to participants of past experiences.

3 The Innovation Journey

Exploration of the mindsets and skillsets required during each phase of the innovation journey.

4 The Avatars of Innovation

Analysis of the early phases of the innovation journey through viewing and discussing a video example followed by skill practice, observation, and feedback.

5 Deep Dive: Searching, Exploring, Committing

Review of the mindsets and skillsets as applied to participants of own management practices; identification of further learning needs.

6 Skill Assessment

Introduction to several tools for generating, developing, and selecting promising ideas.

7 Tools for Idea Development

Practice in managing a complete real-world innovation process, time-bound innovation journey through all the phases.

8 Innovation Journey Exercise

Application of six areas of innovation capability identified through research on successfully innovative organizations to participant’s own areas of influence and responsibility.

9 Organizational Capability: Research and Application

Development of a draft plan for implementing innovation management skills.

10 Innovation Agenda

Managing Innovation

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Driving Ideas from Strategic Initiative to Value Creation

SÍNTESE AZUL

B. KIM BARNES

B. Kim Barnes is the CEO of Barnes & Conti Associates, Inc., of Berkeley, California, an independent learning and organization development firm. She has had over 30 years of experience as a thought leader, teacher, facilitator, consultant, coach, and author in the fields of management, leadership, and organization development.

Kim is a frequent speaker at national and international professional conferences and meetings on topics ranging from influence to innovation to inspirational leadership. she has also published a number of articles in professional journals in the U.S. and abroad. She is the primary developer of Barnes & Conti programs such as Exercising Influence, Constructive Negotiation, Inspirational Leadership, Intelligent Risk-Taking, and Strategic Thinking, among others. She co-developed the program, Managing Innovation, Driving Ideas from Strategic Initiative to Value Creation with Dr. David Francis, the Deputy Director of CENTRIM, the University of Brighton’s Centre for Research in Innovation Management.

Innovation is a human endeavor – it can´t be automated, It requires passion, focus, dedication, teamwork, and a willingness to see things through, Innovation doesn´t “just happen”. It requires leadership and management.“Kim Barnes

The second edition of her book, Exercising Influence: A Guide for Making Things Happen at Work, at Home, and in Your Community, was published by Pfeiffer/John Wiley in 2007. Her most recent book, co-authored with with Beverly Scott, is Consulting on the Inside: A Practical Guide for Internal Consultants, published by ASTD in March, 2011. In addition, she has published numerous articles in professional journals and books.

Kim holds a master’s degree in Human Development. Her clients include Abbott Laboratories, Cisco Systems, CitiGroup, the Haas Business School of the University of California, Medtronic, NetApp, San Francisco General Hospital, and the U.S. Department of Energy, among many others. Kim resides in the San Francisco Bay Area.

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AUTHORS

Managing Innovation Driving Ideas from Strategic Initiative to Value Creation

SÍNTESE AZUL

DAVID FRANCIS

David Francis, Ph. D. is Assistant Head of Economic and Social Engagement, Brighton Business School, and Principal Research Fellow. Dr Francis has been involved in a number of major research projects during his career, including the investigation of organisational characteristics that contribute to agility. His research on innovation in medical trials has provided a bridge between business management and medical management.

Dr Francis has worked with smaller companies to facilitate the development of their innovative capacity and has conducted innovation audits in a number of pharmaceutical companies. He has developed the capability of Innovation Consultant and facilitators in several countries, including leading the first such programme in Serbia for the European Union.

Dr Francis’ research interests have included adopting the sociological method known as ‘adaptive research’ to the analysis of innovative organizations. He has developed training programmes, based on research conducted at The Centre for Research in Innovation Management at the University of Brighton, for upgrading management skills in facilitating innovation. He is the co-author, with B. Kim Barnes of Barnes & Conti Associates, Inc., of the training programme, Managing Innovation: Driving Ideas from Strategic Initiative to Value Creation, which is based on this research. This programme has been adopted by a number of Fortune 500 companies across the globe.

Gary Hamel

Despite all the pro-innovation rhetoric that one encounters in annual reports and CEO speeches, most still hold the view that innovation is a rather dangerous diversion from the real work of wringing the last ounce of efficiency out of core business processes. Innovation is fine so long as it does not disrupt a company´s finely-honed operating model…As change becomes ever less predictable, companies will pay an ever-escalating price for their lopsided love of instrumentalism”

“

Managing Innovation

AUTHORS

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Driving Ideas from Strategic Initiative to Value Creation

SÍNTESE AZUL

What previous participants of this program said:

Managing Innovation helped me explore the multi-faceted role of an innovation manager—the skills and mindsets required for the meaningful implementation of innovation initiatives in our business.

The innovation journey is an excellent process to go through when trying to embrace and/or implement change.

The workshop gave me great insights into the Innovation Methodology, as well as providing some very useful tools.

“

““

IBM

Medtronic

TE Connectivity

Abbott Laboratories

State Farm Insurance

Haas Business School/University of California at Berkeley

Some organizations that have used Barnes & Conti’s Managing Innovation

Barnes & Conti is a global leadership training and development company that helps move ideas into action. Our research-based programs build practical skills in areas such as influence, strategic thinking, innovation management, and problem solving. We create a clear path for individuals and organizations through the complexities of our connected world.

Sintese Azul is a trusted partner for change management, talent management, performance management, strategic leadership and culture design. Working with both, large and SMEs , investing in cutting-edge knowledge to nurture their core value creators: people, talent and creativity.

New Balance

Western & Southern Financial

NetApp

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Managing Innovation Driving Ideas from Strategic Initiative to Value Creation

Contacts

Rua Febus Moniz n.192780-234 OeirasPortugal

www.sinteseazul.com

(+351) 214 413 938

geral@sinteseazul.com

António Chanocaantonio.chanoca@sinteseazul.com919 352 168

Maria Ana Nevesmaria.ana@sinteseazul.com965 239 326

United Technologies