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BW9 Session 6/5/2013 3:45 PM
"Designing Your Organization for Innovation"
Presented by:
Jim Elvidge BigVisible Solutions
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Jim Elvidge BigVisible Solutions
Jim Elvidge has had more than thirty years of fun in the web, new media, eCommerce, financial, communications, and entertainment industries. He began his career as a digital signal processing specialist and holds four patents in that area. Jim co-founded RadioAMP in 1999, the first private-label web radio company. As VP of technical operations at Vicorp Interactive Systems and VP of customer engineering at Watercove Networks, he led large software development and professional services teams in delivering complex communications systems to customers worldwide. Today, as a principal consultant at BigVisible Solutions, Jim helps companies become more lean, innovative, and agile in all aspects of their business.
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Managing and Leading Agile
TeamsDesigning Your Organization for InnovationTeams for InnovationAgile Development & Better Software West 2013‐ [email protected]
Copyright © 2012 Big Visible Solutions © 2012 BigVisible Solutions
Go Anywhere
Copyright © 2013 Big Visible Solutions 2http://www.flickr.com/photos/stuckincustoms/5814
Start Anywhere
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Warning
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from… Leslie Kwoh. "You Call That Innovation? Companies Love to Say They Innovate, but the Term Has Begun to Lose Meaning." The Wall Street Journal (Weds., May 23, 2012): B1 & B8.
Innovation: Where Do You Want to Play?Product/Customer
• Evolves existing markets with better value
• Changes or creates entire markets
MarketsM
arkets
DisruptiveSustaining
• Customers expect it• Incremental changes within
existing constraints
markets• Customers aren’t calling for it
(starts with early adopter focus)• Requires thinking that is free of
existing constraints
• Incremental changes in processes or technology
• Doesn’t disrupt the status quo
• Revolutionary changes in processes or technology
• Requires changes in culture
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Internal/Technology
Doesn t disrupt the status quo• Must support product/customer
innovation
• Requires changes in culture and/or people’s roles
• Must support product/customer innovation
CompanyCo
mpany
based on… Clayton Christensen’s “The Innovators Dilemma”.
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Types of Transformations
Additive Transformation Subtractive Transformation
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through… The Recipe
1.Create a Vision for Innovation
2. Find Impediments to Achieving that Vision
3. Remove Impediments
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STEP 1 – The Vision
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Exercise – How Do We Want to Be?
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Some Good Vision Elements
Ideas are Encouraged
There is an Audience for Ideas
We Act on Ideas
Failure is Supported
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pp
People are Thinking Out of the Box
Vision ‐ Thinking Outside of the Box
The Imagination of a 5‐Year Old?
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Vision – Thinking Like a 5‐Year Old
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from… George Land’s TEDxTucson talk “The Failure of Success.”
Constrained Thinking – Impediment to Vision
Hey, I’m out here!
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Example – Functional Fixedness
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Mildly Constrained Thinking
stra
int
stra
int
stra
int
stra
int
limiti
ng c
on
limiti
ng c
on
focu
sing
con
s
focu
sing
con
s
Copyright © 2013 Big Visible Solutions 14also from… http://blogs.hbr.org/anthony/2009/06/google_grows_up.html
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STEP 2 ‐ Finding Impediments
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Finding Impediments… Examine Motivation
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From Dan Pink’s “Drive – The Surprising Truth about what Motivates Us” http://www.youtube.com/watch?v=u6XAPnuFjJc and research by MIT Research and The Federal Reserve Bank
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Examine Spectrum of Innovative Capabilities
Leadership & management styles/beliefs• >Catalytic Leadership• >Purpose
Structures processes and systemsStructures, processes and systems(collective beliefs, perspectives, habits)• >Environment Design
Product Management/Strategy• >Lean Startup, Ideation• >Business Model Development
Product Development/Delivery• >Innovation Day, Innovation Games
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y,• >Agile and Lean Delivery
Product Execution• >Time, Autonomy• >Innovative Games (e.g. Silly Cow)
Examine: Organizational Elements
Organization Structures
Leadership Styles
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Organization Culture
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Examine: Organizational Elements
The organizational structures, rules and policies which facilitate how work gets done and
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how results get produced.
Collectively held beliefs,
Examine: Organizational Elements
values and assumptions which determine how people think and how they behave.
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Examine: Organizational Elements
How leaders and managers lead, inspire, direct and motivate others.
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Analysis Techniques
5 Whys
Current Reality Trees
Double Loop Learning
Copyright © 2013 Big Visible SolutionsRef. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ 22
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Analysis Technique: Double Loop Learning
Copyright © 2013 Big Visible SolutionsRef. Chris Argyris, diagram from Rainer Falle, http://bsix12.com/double‐loop‐learning/ 23
Exercise – What Prevents Us From Achieving the Vision?
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STEP 3 ‐ Removing Impediments
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Action Technique: Designing Environments
‘Environments’ are:
• The structures, practices and processes by which we organize things• The tools and technologies we use to get work done• The way we arrange ourselves physically• Collectively held beliefs and values• The mental models and perspectives which determine how we see the world
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• The kinds of agreements we have within and between groups and departments
• Dominant styles of management and leadership within the environment
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through…Action Technique: Designing Environments
‘Designing’ is:
• Setting up situations and circumstances that promote and invite more innovative behaviors and actions
• Introducing structures, practices, and processes which empower and enable people to find new and improved ways to work together
• Seeking out and inspiring those who are passionate and who are willing to put their passion to work to further a greater cause
• Engaging others in a vision for a future which inspires them to step forward
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Engaging others in a vision for a future which inspires them to step forward, but in the particular walk of life they are naturally already involved in. Then, create a supportive environment for them to make those steps.
• Inspiring leaders at all levels and across all areas of the organization to step forward and self‐organize toward the betterment of their environment
Designing for Innovation
Systemic Inquiry:Innovation EnablementInnovation Enablement
Nobody acts on ideas
EnablementEnablement
How might our thinking and leadership styles be impeding the capacity for effective innovative delivery, product development?
What org. structures, rules, or policies, which once may have been needed, have now become bottlenecks to effective innovative delivery?
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Org’lEnvironment Design Move
What assumptions, collectively held beliefs, or perceptions of our values are blocking our ability to work in new ways?
Team
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Exercise ‐ Let’s Try Removing Impediments to Innovation!
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Final Note
• These ideas don’t require full organizational buy‐in
• You can implement them within your organizational context!
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Questions?
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