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LEADING INNOVATION TEAMS

LEADING INNOVATION TEAMS. Creating Return on Innovation. SOCIETAL FACTORS Society / Culture Historical Context REGULATORY FACTORS Government & Social policies ECONOMIC FACTORS Technology Intellectual Resources Strategic Partners. National Context. Innovation Facilitators Leadership

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LEADING INNOVATION TEAMS

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  1. LEADING INNOVATION TEAMS

  2. Creating Return on Innovation • SOCIETAL FACTORS • Society / Culture • Historical Context • REGULATORY FACTORS • Government & Social policies • ECONOMIC FACTORS • Technology • Intellectual Resources • Strategic Partners National Context • Innovation Facilitators • Leadership • Innovation Strategy • Vision • Champion • Tolerance for failure • Strategic Assets • Input, Process, Channel, Customer and Market Knowledge Assets • People • Innovation Champions • Skills & Competencies • Intrapreneurs • Organization Culture • Values • Norms • Commitment • Resources • Compensation • Intellectual Capital • Financial • Time • Space • Innovative Barriers • Mindset • Not-invented-here • Nothing-is-invented-here • Shortage of resources • Organizational bureaucracy • Lack of motivation • Return on Innovation • Business Results • Growth • Profits • Increased Margins • Market Results • Market capitalization • Market growth • Innovation Behaviors • Management Practices • Formal Innovation Processes • Unstructured Innovation Processes • Collaborative Innovation Processes • Knowledge Processes • Capture of existing internal and external knowledge • Creation of new knowledge • Dissemination and sharing of knowledge Innovation Performance New or altered products, services, processes, systems, organizational structures, or business models.

  3. Facilitating innovation through… • Effective leadership • Organization structure • Organization culture • People and team work • Reward & Performance Evaluation Systems

  4. The case of Critical Mass Issues to be analyzed: • Business Model • Leadership • Organization Structure • Organization culture • Human resources • Team work

  5. Team analysis: • 90 minutes, 6 teams • Analysis of issue using: • The Critical Mass case • The textbook and class materials • www.criticalmass.com • Presentation to class (3 slides): • Explanation of the issue • Application of concept(s) • Insights and/or recommendations

  6. Teams • Leader responsibility • Pick up team package • Choose a place to meet • Monitor progress against time allotted and assignment objectives • Ensure everyone is engaged in the assignment • Get the team with their presentation back to class on time

  7. TEAM ASSIGNMENTS

  8. BE BACK AT 8:15 WITH PRESENTATIONS READY!

  9. Wrap Up Issues: • Importance of client relationship • Importance of creativity: ability to produce new things, ideas or knowledge • Imperative for innovation: successful implementation of creative ideas • Tradeoff between implementing immediate value to clients and longer-term, more “generic” creative activities.

  10. Creative activities that will produce direct client benefits: • Incremental improvement • Combine existing ideas • Develop a completely new idea • Look at something old in a new way • Consider a problem from different angles

  11. Evaluating a creative solution • Will it be successful in achieving stated goals or meeting a need well? • Is it an efficient solution? Is it economical, ideally low-cost, while delivering high performance? • Is it a new solution? Original, ground breaking or surprising? • Is the solution coherent in that it involves a clear conceptual design and is artistic, attractive or elegant?

  12. How does Pixar Foster Creativity?Harvard Business Review, September 2008 Pixar cofounder Ed Catmull exemplifies the greatest form of leadership: empowering others to achieve the extraordinary. He describes the architecture of Pixar's collective genius--a community where people at all levels support one another.

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