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Innotiimi in a nutshell

Innotiimi in a nutshell. Consulting and training company: specializes in releasing and focusing tied-up energy in organizations Innovation related consulting to help organizations feel and perform better participative meeting methods – get the silent ideas out

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Innotiimi in a nutshell

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  1. Innotiimi in a nutshell • Consulting and training company: specializes in • releasing and focusing tied-up energy in organizations • Innovation related consulting to help organizations feel and perform better • participative meeting methods – get the silent ideas out • program for assessing Innovativeness • What’s in the name? • INNOTIIMI = Inno (Innovation, Enthusiasm, Inspiration) + Tiimi (Team or Group) • Established 1984 in Finland • Ownership & Finance • privately owned by the consultants • no debt, healthy financial position • Offices • HQ in Finland (near Helsinki), • subsidiaries in Sweden and France • Managing Director • Dr Adriaan Bekman (Dutch), International Senior Consultant • Personnel 50+ • appr. 40 consultants in Finland, • others in Sweden, Norway and France • Key clients • large companies and organizations in different fields Andrew Prior

  2. Innovativeness and creativity • Innovativeness belongs mainly to the organisations. It is connected to the way how organisation works • Innovativeness is ability of organisation to produce new solutions, which have financial importance • Creativity belongs to the individuals. It is connected to the way, how people think and work. And You can learn it. • Creativity is starting point to the innovativeness Andrew Prior

  3. What is innovativeness? How can we measure it? • The systematic development of Innovation should normally start with • clarifying the situation (survey) • building the Innovation process (channels) • Innovativeness is built from three parts: • Steering (direction, focus) • Channels (collecting, selecting • and developing ideas) • Atmosphere • (motivation and courage) • Innovativeness is an ability • of the organization, not the • individuals. The biggest weakness found in the 2004 survey is the lack of functioning channels (resources and systems) to enable and remove bottlenecks for innovation Innovativeness • Channels • innovation group • IT systems • Climate • Atmosphere • leadership • work methods • Steering • vision / strategy • development • projects There are big differences in the enablers and bottlenecks of Innovation between organizations. Andrew Prior

  4. The Process for Creating an Innovative Product & Technology Strategy Innovation Group 6. Decision about development Weak signals, new business concepts Vision / strategy Development projects 1. Direction = Focus/challenges 2. Generating ideas 4. Selecting ideas 3. Collecting ideas 5. Developing ideas Andrew Prior

  5. Systematic Innovation / Idea Refining Process • Steering: Focus & challenges: where are new ideas needed, are they derived from vision and strategy? • Generating ideas: using methods and tools to help individuals and teams to produce new ideas • Collecting ideas : collecting and storing ideas in the idea bank • Selecting ideas: choosing potential ideas to be developed further • Developing ideas: developing chosen ideas further. • Decision on Development: Product & technology strategy is agreed. Making “GO / NO GO” decisions based on developed ideas • Development of Projects: Implementation and/or Product Development Projects using gating processes Andrew Prior

  6. Using Participative Creative Problem Solving Methodologies Problem, Goal, Challenge Agreeing on action ! ? Ideas Evaluation Implementing Andrew Prior

  7. Quantity is wanted • Normally old ideas first come to mind from the memory or ideas from situations which are similar. After that maybe you get ideas by logical thinking. And after that is possible to reach the subconscious and get new ideas by associations. • It is worth to trying to get more ideas although it seems that there are only a few new ideas • You can use idea stimulus (SCAMPER) • There is a certain relationship with diamond ideas and basic ideas. Our own experience is • You need ten basic ideas for one good idea • You need ten good idea for one diamond idea • You need a hundred basic ideas for one diamond idea • 100 normal ideas > 10 good ideas > 1 diamond idea • prohibition of criticism is important so that idea chains can arise Andrew Prior

  8. SCAMPER Substitute Combine Adapt Magnify, modify, minify, maxify Put in other use Erase Rearrange, Reverse Andrew Prior

  9. Free-wheeling is welcomed • Try to vary the thinking of participants • Many times you can see in the group how new ideas arise from the idea that somebody said before • Very often the best ideas arise from a misunderstanding or hearing in a wrong way what somebody has said • Idea stimulus can help you to reach new idea chains Andrew Prior

  10. Organising the Innovation Survey and Analysis of Results with Management Development of innovative organizations Innovativeness as a company value and developing the innovativeness of the organization by means of below described methods Development of the innovativeness of the personnel Leading innovative people, understanding and utilising the diversity of people in development projects, beliefs and attitudes to support innovativeness, development of the innovative skills of the individuals and use of innovative working methods. Training in innovative working methods Managing various working methods based on the creative problem solving at individual or group level: OPERA, GroupExpo, Wish, Idea walks, introverted brainstorming, brainstorming, divergence and convergence etc. The most suitable working methods for the customer will be chosen from a large number of different tools. Consulting in innovative systems Development of the product development processes, channels and systems for the innovation management Facilitation of innovative development sessions / development programs An experienced facilitator helps a team or a working unit to produce better results (for instance development seminars, innovative steering group meetings, idea generation for the product development, development of new processes or working practises) Steering and coaching in the implementation of the differentiation strategy Steering the definition process for the differentiation strategy and converting differentiation factors into development projects Innotiimi can help with Contact: Andrew Prior tel: +33 6 21015896 email: andrew.prior@innotiimi.com Andrew Prior

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