creative confidence and innovation culture
TRANSCRIPT
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Creative Confidence and Innovation Culture
Dr. Pavan Soni
Innovation Evangelist and Researcher
www.pavansoni.com
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Creativity is the ability to challenge, question and explore. It
involves taking risks, playing with ideas, keeping an open mind
and making connections where none are obvious.
- Victoria and Albert Museum of Childhood
Novelty Utility
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Divergent Thinking
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When others said “it’s impossible”
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Evolution of synaptic joints
Source: Corel, JL. The postnatal development of the human cerebral cortex. Cambridge, MA: Harvard University Press; 1975.
In the first few years of life, 700 new neural connections are formed every second.
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Development of mental abilities
Source: C.A. Nelson (2000). Credit: Center on the Developing Child
The brain’s capacity for change, or “plasticity” decreases with age
Cognitive, emotional, and social capacities are inextricably intertwined throughout the life course.
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The Medici Effect
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Great Ideas are born at the Intersection of Disciplines
Linear Growth
Discovering Intersections
I am imagining bringing 100s of people together from different backgrounds and disciplines within a region and have them work together to unleash an explosion of transformational
ideas.- Frans Johansson
Source: Medici Effect
Pavan Soni (www.PavanSoni.com)
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Intersection of disciplines
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Taking half-chances
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Improvisation
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Latent inhibitions
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Taking hobbies seriously
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Cultivating humour
Pavan Soni (www.PavanSoni.com) 14
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Humour and creativity
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Improvisation
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Hone multiple affinities
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Source: IDEO
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The power of vulnerability
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Key takeaways
• Remember ‘there is no one right answers’
• Never fail to surprise yourself (be curious and take half-chances)
• Brain is ‘plastic’, not elastic
• Experiment (that’s the fastest way to learn)
• Have a sense of humour
• Hone multiple affiliations
• The power of vulnerability
19Pavan Soni (www.PavanSoni.com)
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What’s common?
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Who ‘said’, ‘I want this’?
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We do no market research. We don’t hire consultants. The only consultants I’ve ever hired in my 10 years is one firm to analyze Gateway’s retail strategy so I would not make some of the same mistakes they made [when launching Apple’s retail stores]. But we never hire consultants, per se. We just want to make great products
Jobs on market research
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When is listening to customers useful?
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Disruptive innovations!
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Invention + Commercialization Innovation
Creativity
Idea + Realization Invention
People
Let’s dispel the myth!
Problem Idea
25Innovation & Creativity:
www.PavanSoni.com
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Design Thinking
: The IDEO Way
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The final solution should be…
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Being systematic in innovation
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Invention ≠ Innovation
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Most Innovative Firms- 2014
Highest R&D spent- 2013
Most patents granted- 2013
VolkswagenSamsung
IntelMicrosoft
RocheNovartisToyota
J&JGoogleMerck
AppleGoogle
Tesla MotorsMicrosoft Samsung
ToyotaBMWGilead
AmazonDaimler
IBMSamsung
CanonSony
LG ElectronicsMicrosoft Toshiba
PanasonicHitachiGoogle
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Source: BCG, Booz & Co., USPTO
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70% and go…
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Creating a stretch “Developing capital-intensive premium products through disruptively
innovative process engineering that could deliver affordable pricing and
make a difference to global healthcare.”
- Kiran Mazumdar-Shaw, Founder and CMD, Biocon Ltd.
1978- Enzymes (solid substrate fermentation)
1996- Statins using
fermentation
2007- Enters Biosimilars
Exits enzymes biz.
2003- Insulin (Pichia expression system)
2004- INSUGEN®(rh-insulin)2006- BIOMAb-EGFR™(Nimotuzumab), India’s first anti-cancer drug 2009- BASALOG®(Glargine)2013- ALZUMAb™(Itolizumab), a 'first in class' anti-CD6 monoclonal antibody
2014- CANMAb™ (Trastuzumab)
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2006- Launches Biocon
Biopharmaceuticals
2009- Tie-up with Mylan for
Biosimilars
World-leading research on Oral Insulin
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Making of an Icon
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State of perpetual crisis
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“We want to beat Sony by 2005!”- Eric Kim, Head of Marketing,Samsung (2001)
“Change everything, except your wife andkids.”- Lee Kun-hee, Chairman, Samsung
Public burning of over 100,000 cordless phones at Samsung Gumi factory on March 9, 1995
Paradoxes that drive Samsung: Size and speed Diversified but specialized Japanese and American management styles combined
Innovation through Bold investments Being the fast
follower Co-opetition Owner-led
transformation
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Setting impossible goals
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Setting impossible goals
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“Now it is time to build a car that isbetter than the best in the world.”- Eiji Toyoda, 1983
The birth of Lexus LS400
Impossible challenges Top speed of 155 mph Fuel efficiency of over 22.5 mpg A drag of .29 Noise level of 58 dB at 60 mph A curb weight of 3800 pounds
Not to match, but to beat Mercedes and BMW!
The outcome 5 decibels quieter 120 pounds lighter 17 miles per hour faster 4 more miles per gallon $30,000 less than BMW 735i
6 years, 1400 designers, 3700 engineers, 900 engine prototypes, 450 test models
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Introducing variance
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Innovation
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Enabling improvisation
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People
Systemic and systematic technology incubation
Operational Freedom + Financial Accountability
Centers of Excellence (1996)
Innovation Programmes (2000)
Technology diffusion to business (2008)
Centre for Advanced Technologies (‘96)
CoEs for competence building, locally funded (‘99)
Practice framework (CoE to Practice of BU) (‘03)
Point Solutions, headcount by CTO (‘03)
Innovation Programme with Stage Gate, R&D focused (‘00)
Quantum Innovation with business focus (‘05)
Technology themes (‘07) Applied Research Group
(‘08) Wipro Ventures (‘14)
Chief Technologists for BUs (‘08)
Setting up US outpost (‘08)
Idea campaigns and hackathons (‘12)
Technovation Centre (‘12)
Billable headcount at CTO Office (‘13)
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Introducing variance
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Ambidextrous organization
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• Exploit the Present + Explore the Future
• Teams autonomous at bottom, connected at top
Established companies can develop radical innovations and protect their traditional businesses. In our study, more than 90% of the ambidextrous organizations achieved their
goals.- Charles A. O’Reilly III
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Ambidexterity
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Ambidexterity
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Ambidexterity
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Marketplace of Ideas, Talent, Capital
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Fact is: out there in some garage, an entrepreneur is forging a bullet with your company’s name on it. You have only one option, you have to shoot first
- Gary Hamel
Bring Silicon Valley Inside
$$
$$
$X
$X
$X
$X
$X
$X
$X
CO-IDEATION
CO-CONVERSION
CO-DIFFUSION
Acquire & Develop
Connect & Develop
Intel Lablets Intel Venture
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Let a million flowers blossom
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We call the projects late and give as much time as possible for these ideas to blossom, as innovation is a very fragile process.
- Douglas Merrill, formerly at Google
Call the shots as late as possible
Multiple Ideas
Project Clusters
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Let a million flowers blossom
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The price of missed innovations
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Incumbent
Missed innovation
Innovator Real loss in incumbent's market cap
% drop in incumbent's market cap
Est. gain in innovator's market cap
Time period
Yahoo! PageRank search Google $27 billion 60% $98 billion 2005-2012
HP Touch-screen tablets
Apple $43 billion 47% $258 billion 2010-2012
Nokia Touch-screen smartphones
Apple $95 billion 87% $195 billion 2007-2012
RIM Touch-screen smartphones
Apple $60 billion 90% $195 billion 2007-2012
Sony LCD screens Samsung $6 billion 23% $144 billion 1996-2006
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Look for non-customers
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Non-Customers
Who? Why? How?
Soon to Be
Refusing
Unexplored
Source: Blue Ocean Strategy
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Looking at non-customers
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Setting a sense of purpose
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Source: Drive (Daniel Pink)
Purpose
MasteryAutonomy
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Key takeaways
• Innovation is not same as invention• Set impossible goals • Maintain a state of perpetual crisis • 70% and go…• Hone variance • Look at non-customers• Market of ideas talent and capital• Let a million flowers blossom• Offer a sense of purpose, autonomy and allow for
mastery
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