innovation may 2013
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Raising innovation in Ontario
by Toronto Training and HR
May 2013
Page 2
CONTENTS 5-6 Definitions7-9 Drivers of innovation10-11 Major categories of innovation12-13 Skills to lead innovation14-15 An innovative culture16-17 Innovation in multi-invention contexts18-19 Drill20-21 Members of a team and innovation22-23 Mediating team processes24-25 Practices which set innovative organizations
apart26-27 High-performing organizations and
innovation28-30 In-hand innovation31-32 Managing empirical innovation at J & J33-34 Business innovation indicators in Canada35-36 Performance indicators to measure
motivation in Canada37-38 Measurable elements of GDP per capita39-41 How does Canada compare?42-43 Innovation pathways in Canada44-45 AIMS for innovation in Canada46-47 Comparing Canada to the US48 Case studies
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Definitions
• Innovation• Invention• Creativity
• Theories of innovation
Page 6
Page 7
Drivers of innovation
Page 8
Drivers of innovation 1 of 2
• Skilled workers• Capable managers• Scientific and engineering
talent• Investments in technology• Vigorous competitors• Clusters of people and
businesses• Balanced regulatory
environment
Drivers of innovation 2 of 2
• Pressure• Support
Page 9
Page 10
Major categories of innovation
Major categories of innovation
• Finance• Process• Delivery• Offering
Page 11
Page 12
Skills to lead innovation
Skills to lead innovation
• Associating• Questioning• Observing• Experimenting• Networking
Page 13
Page 14
An innovative culture
An innovative culture
• Leaders visibly promote new ideas from all areas of the organization
• Entrepreneurial and risk-taking behaviors are encouraged
• Growth as a result of innovation is considered as important a goal as cost reduction
• Learning from mistakes is important, with toleration for failure
Page 15
Page 16
Innovation in multi-invention contexts
Innovation in multi-invention contexts• ARM• Kentron Technologies• RIM
Page 17
Page 18
Drill
Page 19
Drill
Page 20
Members of a team and innovation
Members of a team and innovation
• Creative team members• Conformist team members• Attentive-to-detail team
members
Page 21
Page 22
Mediating team processes
Mediating team processes
• Task conflict• Team potency• Adherence to standards
Page 23
Page 24
Practices which set innovative
organizations apart
Practices which set innovative organizations apart
• They have diverse teams• The work best without barriers• They encourage employees to
share and nurture their passions at work-within reason
Page 25
Page 26
High-performing organizations and
innovation
High-performing organizations and innovation
• Sources of innovation• Recognition of innovation as a
competency• Learning strategies that foster
innovation• Roadblocks that inhibit
innovation
Page 27
Page 28
In-hand innovation
In-hand innovation 1 of 2
• Innovations that were previously developed but never launched, owing to circumstances that may have changed
• Features of past products that may meet newly critical customer needs
• Existing offerings that should be repositioned, because customers like them for unforeseen reasons
Page 29
In-hand innovation 2 of 2
• Elements of bundled offerings that could stand alone
• New combinations of elements, in which the bundled value to customers is greater than the sum of the parts
• Overdesigned offerings that could be pared down for less-demanding customer segments
Page 30
Page 31
Managing empirical innovation at J & J
Managing empirical innovation at
J & J• Focus• Shape• Persist
Page 32
Page 33
Business innovation indicators in Canada
Business innovation indicators in Canada• Expenditure on research &
development, as a % of GDP• Direct and indirect government
funding of business research & development, as a % of GDP
• Investment in machinery and equipment, as a % of GDP
• Venture capital, relative to GDP
Page 34
Page 35
Performance indicators to measure innovation
in Canada
Performance indicators to measure innovation in Canada
• Talent• Research and development• Innovation
Page 36
Page 37
Measurable elements of GDP per capita
Measurable elements of GDP per capita
• Profile• Utilization• Intensity• Productivity-industry mix,
cluster mix, cluster effectiveness, urbanization, education, capital investment and productivity residual
Page 38
Page 39
How does Canada compare?
How does Canada compare? 1 of 2
• Higher education performance of R&D
• Intensity of R&D• R&D share of value added in
industry• Distribution of business
performance by R&D by revenue size of organization
• ICT capital intensity• IT services intensity• Cross-border trademarks per
million populationPage 40
How does Canada compare? 2 of 2
• Graduation rates from tertiary education
• Graduates of doctoral (advanced research) programs per million of population
• Total number of degrees granted in doctoral (advanced research) programs
• Private internal rate of return for an individual obtaining tertiary education as part of initial education
Page 41
Page 42
Innovation pathways in Canada
Innovation pathways in Canada
• Research• Talent• Development and
commercialization• Government support• Sales and marketing
Page 43
Page 44
AIMS for innovation in Canada
AIMS for innovation in Canada
• Attitudes• Investment• Motivations• Structures
Page 45
Page 46
Comparing Canada to the US
Comparing Canada to the US
• GDP per capita• Prosperity gap • Labour effort• Productivity• Real GDP annualized quarterly
growth rate• Participation rates• Unemployment rates• Venture capital
Page 47
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
SummaryVideosQuestions
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