Certificate Program in

Leading Innovation and Growth

An Innovation Conversation

Dan Stotz

Senior Director

Executive Education

Robinson College of Business

Today’s Agenda

> Introductions

> Overview of Innovation

o Innovation Defined and Innovation Best Practices

o Innovation and the Competing Values Framework

> An Innovation Conversation

o How Innovation Works (and Doesn’t) at Your Company

o The IDEO Shopping Cart Experiment: Innovation as a Process

> Certificate Program in Leading Innovation and Growth

o Phase One in Becoming a Certified Professional Innovator (CPI)

o The Special Offer for TAG Members

What’s Innovation in Your Book?

> What is the most

innovative company

in your book? Why?

> What would a leader

in this company tell

you to do to make

your company more

innovative?

What Makes These Companies

the Most Innovative?

14. Research In Motion

15. Volkswagen

16. Hewlett-Packard

17. Tata Group

18. BMW

19. Coca-Cola

20. Nintendo

21. Wal-Mart Stores

22. Hyundai Motor

23. Nokia

24. Virgin Group

25. Procter & Gamble

1. Apple

2. Google

3. Microsoft

4. IBM

5. Toyota Motor

6. Amazon.com

7. LG Electronics

8. BYD

9. General Electric

10. Sony

11. Samsung Electronics

12. Intel

13. Ford Motor

Source: BusinessWeek, April 15, 2010BCG survey of 2,700 executives in 70 countries

Why Innovation? Why Now?

> Results from an IBM-Sponsored Survey of 1,514 CEOs

o Today’s complexity is only expected to rise and more than half of

CEOs doubt their ability to manage it

o Creativity is the most important leadership quality

o Successful companies manage complexity on behalf of their

organizations, and customers, and partners

o How will CEOs capitalize on complexity?

Embody Creative Leadership

Reinvent Customer Relationships

Build Operating Dexterity

o Key Definition—Creativity is the basis for disruptive innovation

and continuous reinvention

What is Innovation?

> True innovation is any activity that results in

making the organization better and new. It

must produce value and it always has four

characteristics…

o It enhances something

o It destroys or makes it obsolete

o It returns to us something that we once prized or felt

what we have lost

o It reverses into its opposite over time

What Are Some Types of Innovation?

An Innovation Conversation

How Innovation Works

and Doesn’t

Do These Comments Sound Familiar?

> ―Innovation isn’t my job…that’s left up to product developers

and marketing leaders.‖

> ―I am innovative but my people aren’t…neither is my boss.‖

> ―I’m innovative and my people are but my company isn’t.‖

> ―I can’t afford to be innovative in my business unless it

leads to immediate growth in earnings.‖

> ―I don’t have time to be innovative.‖

> What comments do you hear in your company?

What do Executives want From Innovation?

0 20 40 60 80 100

New products & services for existing customers

New proudcts & services to expand new customers

New to world products

Cost reductions to existing products & services

Minor changes to existing products & services

Priorities

Priorities

What Stops Them From Achieving Innovation?

32

28

26

25

21

21

18

18

0 5 10 15 20 25 30 35

Lengthy Development Times

Lack of Coordination

Risk-Averse Culture

Limited Customer Insight

Poor Idea Selection

Inadequate Measurement Tools

Dearth of Ideas

Marketing or Communication Failure

Barriers to Innovation

Innovation as a Culture

Innovation and the Competing

Values Framework

Which of These Practices Describe

an Innovative Firm?

> Company A

o Encouraging radical creativity

o Seeing the future first

o Destroying the old way of doing

things

o Launching ambitious and

transformational initiatives

o Looking for emerging

opportunities

o Stimulating people to think in

new ways

> Company B

o Conserving fiscal resources

o Implementing systems to

control complex tasks

o Preventing people from

making costly mistakes

o Complying with regulations

o Using continuous

improvement processes

o Adhering to professional

standards

14

The Competing Values Framework

www.competingvalues.com

How Do Innovative Leaders Manage

These Positive Tensions?

15

CollaborateDo things that last

•Long term relationships

•Community decides

•Sustainability

•Inclusive

•Evolutionary

CreateDo things first

•First adaptor customers and markets

•Customized offering

•Segment specific

•Diversify

•Channel pull

•Core customers and markets

•Generic offering

•Widest possible market

•Align

•Corporate push

ControlDo things right

•Limited window of market opportunity

•Markets decide

•Time to market

•Exclusive

•Ballistic

CompeteDo things fast

Customers

Suppliers

So

lutio

ns

Pla

tform

s

Services

Products

Expertise

Creating an Aligned Approach

> Purposes: Outcomes, or the value the

organization intends to create

> Practices: Culture, competency, and the

processes of the organization

> Personal: You, as a leader and as an

individual

Collective Profile Alignment and Gaps

17

Purposes

Desired Future

Outcomes

Practices

Team Culture &

Competencies

People

Personal

Approach

Innovation the IDEO Way

Remember…One Size Doesn’t Fit All

> Innovation is mostly about

connecting the dots and crossing

boundaries

> Diversity, especially based on the

competing values, is essential to

produce creative tension and

capture the value of Innovation

> Understand the difference

between ―delivery skills‖ and

―discovery skills.‖¹

¹From the book ―The Innovator’s DNA‖

Certificate Program Overview

Certificate Program in

Leading Innovation and Growth

...and the Atlanta Innovatrium

> An Innovation Institute

o Invented by Jeff DeGraff, Professor at the University

of Michigan, Author, and Consultant

o The ―Julliard of Innovation‖ training an elite group of innovation

experts, offering a Certified Professional Innovator (CPI) designation

> An Innovation Laboratory

o Executive Sessions: Getting the Organization Ready for Innovation

o Jumpstart Sessions: Accelerating the Innovation Process

> An Innovation Community

o Roundtable, Webinars, White Papers, Researchers, Coaches

What is the Atlanta Innovatrium?

Certificate in Leading Innovation and Growth

>Developing an Elite Group of Innovators

o A Five-Day Certification Program

Day 1: Understanding Innovation: Competing Values Framework

Day 2: Experiencing Innovation: DesignThinker™ Simulation

Day 3: Accelerating Innovation: The Jumpstart Process

Day 4: Implementing Innovation: Building the Action Plan

Day 5: Innovation and Change: ExperienceChange™ Simulation

The Next Program is held on October 3-7, 2011

The Program will be offered again on March 5-9, 2012

The program can also be customized for a company or industry

Certificate in Leading Innovation and Growth

>Developing an Elite Group of Innovators

o Certified Professional Innovator (CPI) Designation Phase One: Complete the Certificate Program in Leading

Innovation and Growth (5 Days)

Phase Two: Complete one of the following:

– Leadership Development Program (5 Days), or

– Project Management Program (5 Days), or

– Lean Six Sigma Green Belt Program (5 Days), or

– Emerging Market Strategies Program(5 Days)

Phase Three: Complete an Innovation Jumpstart Project

Phase Four: Achieve a score of 80% or above on the CPI Exam as

administered by the Innovatrium Institute for Innovation

Group Discussion

Final Q & A