Презентация на тему Unwrapped –Creating an Innovative Workplace Culture

Презентация на тему Презентация на тему Unwrapped –Creating an Innovative Workplace Culture, предмет презентации: Разное. Этот материал содержит 93 слайдов. Красочные слайды и илюстрации помогут Вам заинтересовать свою аудиторию. Для просмотра воспользуйтесь проигрывателем, если материал оказался полезным для Вас - поделитесь им с друзьями с помощью социальных кнопок и добавьте наш сайт презентаций ThePresentation.ru в закладки!

Слайды и текст этой презентации

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Unwrapped – Creating an Innovative Workplace Culture

Mike Brown
The Brainzooming Group
September 2014

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eBooks Online at:

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Is creating an innovative culture kind of a big deal?

What do you think?

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“Creativity is the most important leadership quality, according to CEOs.”

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The 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.” ”

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The 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.”

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But . . .

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Photo by: diesel | Source: photocase.com

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Able to create fundamental, valuable improvements compared to the status quo.

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7 Keys in Creating an Innovative Workplace Culture

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Providing Direction

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Big Ideas vs. Big Vision

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Core 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

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“We need to be more innovative!”

isn’t a BIG statement. It’s another way of saying . . .

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“Innovation is hard to define, but we’ll know it when we see it.”

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A 50,250 lb. Mini-Van Based on Existing Technology for Trips to the “Grocery Store”

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The Basic Question

“What are we trying to achieve?”

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Assessing Your Big Statement

Pick one of your big statements.
Perform a quick assessment.

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Next Steps

Tally your score.
Where are you?
What are the biggest strengths?
What are the next opportunities?

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Inviting Broad Participation

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“I not only use all the brains I have, but all I can borrow.”
- Woodrow Wilson

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Spread the Thinking

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Diverse Perspectives

Strategic, Innovative Thinking

Business Experience

Functional Expertise

Creative Energy

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Seek Out Hidden Experts

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“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

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How 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

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How can you turn a large gathering into a massive focus group?

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How can you turn a large gathering into a massive focus group?

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Glimpse the Future

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Who completes your team?

Quickly note a “go-to” person for each perspective.

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Next Steps

Review the names.
Any apparent gaps?
How broad is your team?
Can you broaden the team’s diversity?

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Meaningfully Engaging and Involving

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Where do we and don’t we create value?

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Little or No Value Created

Close to Adding Value

Create Incredible Value

Value Signal

Stop sign with a post it on it

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What’s YOUR experience?

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What will have happened?

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If we have ____, what will have happened?

Outrageous Success!


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What didn’t these ask for?

(Fill in the blank) Ideas

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Ask for . . .

Ideas (of any type)
Challenges and opportunities
Customer requests

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Enough detail to take a next step
What’s been tried?
What to watch out for?
A name to follow up

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Encouraging Change

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“It's hard for corporations to understand that creativity is not just about succeeding. It's about experimenting and discovering.”

- Gordon Mackenzie “Creative Paradox”

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Creating Change



Incremental Modifications

Create a Burning Platform

Frustration with the Status Quo

Perceived Need for Dramatically Different Results






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Protecting Questions & Ideas

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Sharing Messy Thinking

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Small, Possible Steps

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Learning from Mistakes

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Stating 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

How are you at encouraging change?

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Next Steps

Are you universally strong or weak?
Where are the challenges?
Where have you made changes and seen successes?

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"The best way to have a good idea is to have lots of ideas."
Linus Pauling

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“ . . . 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


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Looking Differently

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Different Views

Move Further Away
Look Closer
Look from a Different Height
Look from a Different Perspective

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W hat’s It Like?

Your Situation

Another Situation


Fixing things
Take care of customers
Employ people
Learning takes place
Make money

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W hat’s It Like?
Describe an issue or opportunity.
Generalize it and identify a comparable situation.
How would another organization address it?

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What Happens Next?

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Pursuing Smart Possibilities

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Strategic Impact

Creating vital change to meaningfully propel an organization forward.

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Sound, Timely Decisions

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Individual Advocacy

Group Perspective

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Prioritizing Ideas

Just Do It!


Why Bother?

Future Advantage

Difficulty to Implement

Expected Impact






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Pushing 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






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“Critical” and Beneficial Thinkers


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Whole Brain Metrics

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A Metrics Menu

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Staying Agile

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When 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?

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What Matters for Your Organization?

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How 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

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What matters?

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Benefits of Constraints

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Celebrating Progress and Success

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Progress, Determination and Culture
Trying and Learning

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“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

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An Innovative Workplace Culture

Provides Direction
Invites Broad Participation
Meaningfully Engages and Involves
Encourages Change
Pursues Smart Possibilities
Stays Agile
Celebrates Progress and Success

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eBooks Online at:

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Blog: www.Brainzooming.com
Email: mike.brown@brainzooming.com
Twitter: @Brainzooming
Phone: 816-509-5320

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