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Developing Innovative Organizations A teaser Cercle des investisseurs, November 20, 2012

Developing Innovative Organizations A teaser Cercle des investisseurs, November 20, 2012 Prof. B. Gailly. INNOVATION IN WONDERLAND. Innovation is about creativity Innovation is about R&D Innovation is good for you. MYTH N°1: INNOVATION = CREATIVITY. NEWNESS. CHANGE.

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Developing Innovative Organizations A teaser Cercle des investisseurs, November 20, 2012

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  1. Developing Innovative Organizations A teaser Cercle des investisseurs, November 20, 2012 Prof. B. Gailly

  2. INNOVATION IN WONDERLAND • Innovation is about creativity • Innovation is about R&D • Innovation is good for you

  3. MYTH N°1: INNOVATION = CREATIVITY

  4. NEWNESS CHANGE MUCH MORE THAN GENERATING IDEAS Innovation “Genius is 1% inspiration and 99% perspiration.” Thomas A. Edison “Operational excellence is the crucial part of innovation” Jeff Immelt, GE Chairman

  5. R2 = 0.0079 “There is no discernible statistical relationship between R&D spending levels and nearly all measures of business success” Booz Allen Hamilton Sales growth 1999-2004, % R&D as % of sales, 1999 “Higher R&D spending does not ensure better performance in terms of growth, profitability or shareholder returns” (European Commission) MYTH N°2: BETTER INNOVATION = MORE R&DCross-industry analysis R2 = 0.0079

  6. IDENTIFYING OPPORTUNITIES Routines Accidents Environment Technologies Markets Question, observe, experiment, network

  7. STRATEGY IS CHOOSING WHAT NOT TO DO 3000 IDEAS 100 PROJECTS ONE JACKPOT 4 LAUNCHES Only one in 6 million high tech business ideas ends up with an IPO Stanford Technology Ventures 2006

  8. MYTH N°3: INNOVATION IS GOOD FOR YOUGive me more time to innovate “[…] Apple is a brutal and unforgiving place, where accountability is strictly enforced, decision are swift, and communication is articulated clearly from the top. …[Jobs] is a corporate dictator who makes every critical decisions” Fortune, May 23, 2011, p. 45

  9. EVEN DINOSAURS DIE

  10. THE AMBIDEXTROUS ORGANIZATION • INNOVATION (VENUS) • Complexity • Revolutions • Perceptions • Dynamism • Experimentation • People • Success rate • THE LIVING BODY • MANAGEMENT (MARS) • Centralization • Efficiency • Data • Reliability • Planning et control • Jobs • Profits THE MACHINE

  11. Diagnosis Potential factors/levers • Necessity • Perception of risk (e.g. vs. safety) • Awareness and sense of urgency • Recruitment and selection • … • Tolerance for failure/mistakes • Support for risk taking and change • Recruitment, promotion and evaluation • Celebration of success • … • Skills and training, access to knowledge • Access to resources, deployment • Stress and stretch, collaboration, self-esteem • Team compositions and assignments • … BREEDING ENTREPRENEURSManagerial levers to create the right context What’s in for me? What do others around think? Is it feasible here?

  12. Which are my Sources of Competitive Advantages? What are the Key Success Factors in my environment? WHY DO YOU INNOVATE? Regional and global environment Resources INNOVATION STRATEGY Corporate purpose

  13. BUILD YOUR CAPABILITIES

  14. IN A NUTSHELL • Managing innovation is about managing change. • More R&D does not necessarily lead to better innovation • Innovation is a means, not an end per se • Innovation is about entrepreneurship • Managing innovation means developing the capabilities to identify, prioritize and implement new opportunities, in line with your strategy • Innovation champions are made, not born. You can all learn to become one

  15. www. .be Executive program in innovation management Innovation Management Vendredi de l’innovation Innovation Champions Boost your Innovation Potential Meet our experts

  16. Developing Innovative Organizations A teaser Cercle des investisseurs, November 20, 2012 Prof. B. Gailly

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