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Unwrapped –Creating an Innovative Workplace Culture презентация
Содержание
- 1. Unwrapped –Creating an Innovative Workplace Culture
- 3. eBooks Online at: Brainzooming.com/CFMA
- 4. Is creating an innovative culture kind of a big deal? What do you think?
- 6. “Creativity is the most important leadership quality, according to CEOs.”
- 7. The Deloitte Millennial Survey, 2014 “Seventy-eight percent
- 8. The Creative Economy Report, London School
- 9. But . . .
- 11. Photo by: diesel | Source: photocase.com
- 12. Able to create fundamental, valuable improvements compared to the status quo.
- 13. 7 Keys in Creating an Innovative Workplace Culture
- 14. Providing Direction
- 15. Big Ideas vs. Big Vision
- 16. Core Purpose Vision Statement Mission Statement Brand
- 17. “We need to be more innovative!”
- 18. “Innovation is hard to define, but
- 21. A 50,250 lb. Mini-Van Based on Existing Technology for Trips to the “Grocery Store”
- 22. The Basic Question “What are we trying to achieve?”
- 23. Tesco
- 24. Assessing Your Big Statement Pick one of
- 26. Next Steps Tally your score. Where are
- 27. Inviting Broad Participation
- 28. “I not only use all the brains
- 29. Spread the Thinking
- 30. Diverse Perspectives Strategic, Innovative Thinking Business Experience Functional Expertise Creative Energy
- 31. Seek Out Hidden Experts
- 32. “You can’t just ask customers what they
- 33. How can you turn a large gathering
- 34. How can you turn a large gathering into a massive focus group?
- 35. How can you turn a large gathering into a massive focus group?
- 36. Glimpse the Future
- 37. Who completes your team? Quickly note a “go-to” person for each perspective.
- 38. Next Steps Review the names. Any apparent
- 39. Meaningfully Engaging and Involving
- 41. Where do we and don’t we create value?
- 42. Little or No Value Created
- 43. What’s YOUR experience?
- 46. What will have happened?
- 47. If we have ____, what will have happened? Outrageous Success! Failed
- 48. What didn’t these ask for? (Fill in the blank) Ideas
- 49. Ask for . . . Ideas (of
- 50. Enough detail to take a next step
- 51. Encouraging Change
- 52. “It's hard for corporations to
- 53. Creating Change Transform Experiment Incremental Modifications Create
- 54. Protecting Questions & Ideas
- 55. Sharing Messy Thinking
- 56. Small, Possible Steps
- 57. Learning from Mistakes
- 58. Stating objectives without detailing the answers Challenging
- 59. Next Steps Are you universally strong or
- 60. "The best way to have a good
- 61. “ . . . by pitting multiple
- 62. Looking Differently
- 63. Different Views Move Further Away Look Closer
- 64. Varying
- 66. W hat’s It Like? Your Situation Another
- 67. W hat’s It Like? Describe an
- 68. What Happens Next?
- 70. Pursuing Smart Possibilities
- 71. Strategic Impact Creating vital change to meaningfully propel an organization forward.
- 72. Sound, Timely Decisions
- 73. Individual Advocacy Group Perspective
- 74. Prioritizing Ideas Just Do It! Tactics Why
- 75. Pushing for Change How can we give
- 76. “Critical” and Beneficial Thinkers http://ow.ly/ndJRx
- 77. Whole Brain Metrics
- 78. A Metrics Menu
- 79. Staying Agile
- 80. When New and Innovative Becomes Status Quo
- 81. What Matters for Your Organization?
- 82. How will this impact . . .
- 83. What matters?
- 84. Benefits of Constraints
- 85. P M I R Plus Minus Interesting Recommendation
- 86. P M I R
- 87. Celebrating Progress and Success
- 88. Celebrating Success Progress, Determination and Culture Trying and Learning
- 89. “I developed the practice of writing notes
- 91. An Innovative Workplace Culture Provides Direction Invites
- 92. eBooks Online at: Brainzooming.com/CFMA
- 93. Blog: www.Brainzooming.com Email: mike.brown@brainzooming.com Twitter: @Brainzooming Phone: 816-509-5320
eBooks Online at: Brainzooming.com/CFMA
Слайд 1Unwrapped –
Creating an Innovative Workplace Culture
Mike Brown
The Brainzooming Group
September 2014
Слайд 7The Deloitte Millennial Survey, 2014
“Seventy-eight percent of Millennials were strongly influenced
by how innovative a company was when deciding
if they wanted to work there.” ”
Слайд 8The Creative Economy Report,
London School of Economics, 2008
“Employing a worker
in
a creative occupation is an
innovation input in a
similar manner to employing a scientist.”
Слайд 16Core Purpose
Vision Statement
Mission Statement
Brand Promise
The reason
for existence
A bold promise
of the
future
The best of
what is done now
The customer expectation and experience
Слайд 26Next Steps
Tally your score.
Where are you?
What are the biggest strengths?
What are
the next opportunities?
Слайд 30
Diverse Perspectives
Strategic, Innovative Thinking
Business Experience
Functional Expertise
Creative Energy
Слайд 32“You can’t just ask customers what they want and then try
to give that to them.
By the time you get it built, they’ll want something new.”
– Steve Jobs
– Steve Jobs
Слайд 33How can you turn a large gathering into a massive focus
group?
120 People
40+ concepts to gain reactions
Expand the concepts with new ideas
All in 45 minutes at the end of 3 active days
Слайд 38Next Steps
Review the names.
Any apparent gaps?
How broad is your team?
Can you
broaden the team’s diversity?
Слайд 42
Little or No Value Created
Close to Adding Value
Create Incredible Value
Value Signal
Stop
sign with a post it on it
Слайд 49Ask for . . .
Ideas (of any type)
Challenges and opportunities
Customer requests
Problems
Workarounds
Fixes
Слайд 50Enough detail to take a next step
What’s been tried?
What to watch
out for?
A name to follow up
A name to follow up
Слайд 52 “It's hard for corporations to understand that creativity is not
just about succeeding. It's about experimenting and discovering.”
- Gordon Mackenzie
“Creative Paradox”
Слайд 53Creating Change
Transform
Experiment
Incremental Modifications
Create a Burning Platform
Frustration
with the
Status Quo
Perceived Need
for Dramatically Different Results
High
Low
Low
High
http://ow.ly/ndToa
Слайд 58Stating objectives without detailing the answers
Challenging the status quo
Cultivating diversity
Asking rich
questions
Encouraging contradictory views
Letting leaders be owners
Listening to ideas with timely responses
Speaking now and forever holding your peace
Deciding once, not multiple times
Encouraging contradictory views
Letting leaders be owners
Listening to ideas with timely responses
Speaking now and forever holding your peace
Deciding once, not multiple times
How are you at encouraging change?
Слайд 59Next Steps
Are you universally strong or weak?
Where are the challenges?
Where have
you made changes and seen successes?
Слайд 61“ . . . by pitting multiple scenarios of the future
against one another and leaving many different doors open,
you can prepare yourself for a future that is inherently unpredictable.
Brainstorming pays off.
And the more possibilities you can entertain, the less likely you are to be blindsided.”
- August 30, 1999
- August 30, 1999
http://ow.ly/ndHCK
Слайд 63Different Views
Move Further Away
Look Closer
Look from a Different Height
Look from
a Different Perspective
Слайд 66W hat’s It Like?
Your Situation
Another
Situation
~
Fixing things
Take care of customers
Employ people
Learning takes
place
Make money
Make money
Слайд 67W hat’s It Like?
Describe an issue or opportunity.
Generalize it and identify
a comparable situation.
How would another organization address it?
How would another organization address it?
Слайд 74Prioritizing Ideas
Just Do It!
Tactics
Why Bother?
Future Advantage
Difficulty to Implement
Expected Impact
Simple
Complex
Evolutionary
Revolutionary
http://ow.ly/ndToa
Слайд 75Pushing for Change
How can we give the idea more of an
edge?
Why is this?
Could there be long-term potential?
What change could move it up and to the left?
Difficulty to Implement
Comfort with the Idea
Simple
Complex
Low
High
http://ow.ly/ndToa
Слайд 80When New and Innovative Becomes Status Quo
Is a prior innovation .
. .
Still linked to something important?
Failing to deliver maximum value or performance?
Already matched by competitors?
So old no one remembers before it happened?
Still linked to something important?
Failing to deliver maximum value or performance?
Already matched by competitors?
So old no one remembers before it happened?
Слайд 82How will this impact . . . ?
Our core purpose, values,
and/or vision
The brand, its representation, or promise
Key audiences - broadly and/or directly
Our ability to attract customers and prospects
Potential dissatisfaction of customers and prospects
Our financial prospects
Resources / raw materials in dramatic ways
The organizational structure or alignment
The brand, its representation, or promise
Key audiences - broadly and/or directly
Our ability to attract customers and prospects
Potential dissatisfaction of customers and prospects
Our financial prospects
Resources / raw materials in dramatic ways
The organizational structure or alignment
Слайд 89“I developed the practice of writing notes to our employees. Over
10 years, it amounted to more than 30,000 notes, and we had only 20,000 employees. Wherever I’d go in the world, in employee cubicles you’d find my handwritten notes posted on their bulletin boards.”
- Douglas Conant Former CEO of Campbell’s Soup
- Douglas Conant Former CEO of Campbell’s Soup
Слайд 91An Innovative Workplace Culture
Provides Direction
Invites Broad Participation
Meaningfully Engages and Involves
Encourages Change
Pursues
Smart Possibilities
Stays Agile
Celebrates Progress and Success
Stays Agile
Celebrates Progress and Success
Слайд 93Blog: www.Brainzooming.com
Email: mike.brown@brainzooming.com
Twitter: @Brainzooming
Phone: 816-509-5320
