Post on 18-Jul-2015
transcript
Creativity &Innovation
© Kevin Popović. All rights reserved. Developed for San Diego State University
Class 11
Play A Game
“Innovation: The Classic Traps” HBR
Guest Speaker : Jon Carder
Individual Mini-Pitch + Feedback
Review Individual PPT + Memo, Group
Project + PPT, Final Exam
Roll + Admin
© Kevin Popović. All rights reserved. Developed for San Diego State University
Share A Story
with 10 Words
© Kevin Popović. All rights reserved. Developed for San Diego State University
Innovation: The
Classic Traps
© Kevin Popović. All rights reserved. Developed for San Diego State University
Innovation: The Classic Traps
- Innovation goes in or out of fashion as a strategic driver of corporate growth, but with every wave of enthusiasm, executives make the same mistakes.
- Most of the time, they stumble in their R&D efforts because they are engaged in a difficult balancing act
- They need to protect existing revenue streams while coaxing along new ones.
- But “corporate entrepreneurship” doesn’t have to be an oxymoron.
- Innovation can flourish if executives heed business lessons from the past.
Strategy Lessons
- Not every innovation idea has to be a blockbuster. Sufficient numbers of small or incremental innovations can lead to big profits.
- Don’t just focus on new product development: Transformative ideas can come from any function—for instance, marketing, production, finance, or distribution.
- Successful innovators use an “innovation pyramid,” with several big bets at the top that get most of the investment; a portfolio of promising midrange ideas in test stage; and a broad base of early stage ideas or incremental innovations. Ideas and influence can flow up or down the pyramid.
Process Lessons
- Tight controls strangle innovation. The
planning, budgeting, and reviews applied to
existing businesses will squeeze the life out
of an innovation effort.
- Companies should expect deviations from
plan: If employees are rewarded simply for
doing what they committed to do, rather than
acting as circumstances would suggest, their
employers will stifle and drive out innovation.
Structure Lessons
- While loosening formal controls, companies should tighten interpersonal connections between innovation efforts and the rest of the business.
- Game-changing innovations often cut across established channels or combine elements of existing capacity in new ways.
- If companies create two classes of corporate citizens—supplying the innovators with more perks, privileges, and prestige—those in the existing business will make every effort to crush the innovation.
Skills Lessons
- Even the most technical of innovations requires strong leaders with great relationship and communication skills.
- Members of successful innovation teams stick together through the development of an idea, even if the company’s approach to career timing requires faster job rotation.
- Because innovations need connectors—people who know how to find partners in the mainstream business or outside world—they flourish in cultures that encourage collaboration.
Assignment
Develop a Mini-Pitch for an idea
Practice for Creativity & Innovation
Application Presentation, Memo
Develop a creative product or service
Write 1-page memo; outline how concepts
learned in class are applied, address
challenges and how you will overcome,
identify techniques from class.
5-minute presentation to class and guest
speaker
Creativity &
Innovation
PPT + Memo
© Kevin Popović. All rights reserved. Developed for San Diego State University
Creativity & Innovation PPT + Memo
Apply what you have learned (50%)
Develop a creative product or service
Be novel, useful, have market potential
Write 1-page memo mapping ideas to what
you have learned in class that will insure
effectiveness of your idea
Select a creativity exercise or technique,
apply to your idea, document.
5:00 presentation of concept, explain
thinking, sell your idea (50%).
Design Thinking
Group Project
© Kevin Popović. All rights reserved. Developed for San Diego State University
Design Thinking Group Project
Groups of 5-6
Apply a design thinking approach to develop
a new product or service
10-15 minute creative presentation
Include project overview (memo)
Grades = group presentation (50%, memo
(30%), individual evaluation (20%)
Survivor rules apply