driving sustainable enterprise programs · driving sustainable enterprise programs august 21st 2014...
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Driving sustainable enterprise programs
August 21st 2014
Colin Nelson
Director of Strategic ConsultingEmail: [email protected]
Twitter: @colin_at_hype
Introduction: Colin Nelson
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Director of Strategic Consulting at HYPE
My focus:
• ‘People & Process’ considerations that boost
engagement and business value
My day job:
• Coaching
• Change Management
• Health-checks
• Process training
• Problem solving
• Awareness raising
www.hypeinnovation.com
Sustainable enterprise innovation programs
Everyone can
help us to
innovate
One off
innovations
aren’t enough
Enterprise
scale requires
software
Enterprise scale
requires an
understanding of
how people behave
online
3www.hypeinnovation.com
We provide: the platform, the framework, the guidance –
you innovate.
INNOVATION
SIMPLIFIED
Our Mission
www.hypeinnovation.com
HYPE Innovation
Founded 2001: Daimler spin-off
Specialize in Innovation Management
Headquartered: Bonn, Germany
Additional offices in Boston, Denver,
Berlin, San Francisco & London
Who We Are
Product
Supports Full Scope of Innovation
Off-the-Shelf Experience-Based Tools
100% Configurable: Evolves with You
Cloud or On-Premise
www.hypeinnovation.com
Our Clients
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The HYPE Community
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Topics for today
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Sustainable enterprise programs
The role of Culture
Practical steps
Colin Nelson | Hype Softwaretechnik
What does a sustainable enterprise innovation program look like?
Engagement Innovation Value
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Colin Nelson | Hype Softwaretechnik
Main threats to sustainable, enterprise innovation programs
Organization
lacks belief in
the program
Lack of
engagement
Lack of
feedback &
success
stories
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What does failure look like in practice?
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10 11 12
Pa
rtic
ipa
tio
n
Time
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The secret checklist
Is it a good use of my time?
Am I allowed to do this and spend a little
time away from the day job?
How would my manager feel?
Will my contributions be taken
seriously?
Will my ideas be considered effectively?
I don’t want to wait years to hear if
anything has happened
Beliefs we need to instil
If I do this, it could help someone
I know that the company supports me
spending time on this
My manager understands the value of
sharing ideas
I can see from the participation of others
that this is being taken seriously
I can see there’s a process for reviewing
my idea
They’re working to a realistic timeline, I
know when I’ll hear about next steps
What causes program failure?- The audience perspective
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Topics for today
Sustainable enterprise programs
The role of Culture
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Practical steps
www.hypeinnovation.com
First – a prerequisite
Consider your enterprise and levels of engagement in your
program:
• Do you have a ‘Culture’ of enterprise innovation?
• Do you see the behaviors you want from every corner of
the company?
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Do we understand our ‘Culture’??!
Let’s talk about behavior15
What behaviors would we like to see?
I will share my ideas
and insights when
asked
I will share because I
trust the organization
& my colleagues
I will help to build upon
the ideas of others
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When would we like to see them?
• When you’re inspired
• When you have something to add
• When you have something to test
• When you can stop mistakes occurring
• When you can make connections
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What shape is your organization?
It’s helpful to group our audience into
categories of different sizes
The way we communicate and
structure our programs should
depend on the ‘shape’ of our
organizational
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Employee groups
Skeptical /
negative
Unaware
Cautious
Interested
Enthusiastic
What shape is your organization?
• Aware of the program, but unlikely to participate unless
they see the benefits / value of doing so
• Bought in, will participate in almost all campaigns if they
can
• Bought in, will participate if the campaign is relevant
• Won’t participate unless made aware, will then fit into
one of the three categories above
• Blockers to them participating that will need to be
removed
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We can translate the numbers into a stack
• Watch what others do but
don’t participate
• Aware of the program
• Regular participants
• Participate from time to
time
• Unaware of the program
• Blockers to them
participating that will need
to be removed
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Topics for today
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Sustainable enterprise programs
The role of Culture
Practical steps
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The foundations for sustainable programs
Communications
A broad focus
Grow your innovation
community
Use the data
www.hypeinnovation.com
Actions – Communications
The basics:
1. Market the program
2. Give individual feedback to participants
3. Offer activity based feedback to all invitees
4. Offer program feedback to everyone
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Actions – Communications
Vary your tactics
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Raise awareness Go tactical /
Show quick wins
Harness enthusiasm
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Actions – Grow your innovation communityS
ecto
r
expert
ize
Marketing
Finance
New Product Development / R&D
IT
HR
Sales
Procurement
Leverage this
group
They will make
things better and
more sticky
www.hypeinnovation.com
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Where to focus?
• What’s innovation anyway?
• Does our definition paint us into a
corner?
• Does the company perception of us,
paint innovation into a corner?
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Actions – A broad focus
Most executives and shareholders care about two things above
all others:
1. Revenue
2. Profit
Therefore anything we can do as innovators that can help these
numbers will be of benefit to the business
With that in mind, should we broaden our focus?
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Actions – A broad focus
Where do most of us focus most of our time?
• Incremental innovation?
• Radical or disruptive innovation?
• Tactical innovation?
Incremental innovation
Radical innovation
Strategic innovation
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Actions – A broad focus
• Where else could we help the company?
• How else can we keep people engaged?
• How else can we deliver value to the
business?
www.hypeinnovation.com
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Actions – A broad focus
Lets innovate the business itself
• Share knowledge better
• reduce risk
• improve connectivity
• share best practices
• reduce environmental impact
• improve proposals & bids
• get more value from third parties
• continuously improve
• save money
• solve problems etc.
www.hypeinnovation.com
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Innovation tools and processes can benefit
many corporate areas
Incremental innovation
Radical innovation
Strategic innovation
Continuous Improvement
Cost saving
Corporate problem solving
Best practice sharing
www.hypeinnovation.com
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Remember this guy? There’s data at every stage
Use the data
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Actions – Use the data (1 of 2)
Consider behaviors:
• Participation over time
• Submissions
• Comments
• Votes
Consider program intensity & focus:
• How often are you asking each person
to get involved?
• Are the topics engaging to all or just
some?
www.hypeinnovation.com
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Actions – Use the data (2 of 2)
Idea Generation Idea Evaluation Innovation Portfolio Management
Strategic
Innovation Areas
Focus on one
thing or many
things?
Idea Campaigns
Few & focused?
Many and
diverse?
Ideas
More ideas or less at
a higher quality /
potential value?
Concepts
More concepts?
Highly differentiated
concepts?
Higher value concepts?
Innovation Projects
More projects?
Highly differentiated
projects?
Higher value projects?
What should we measure? There are some key questions to consider
www.hypeinnovation.com
Summary
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Adapt your messages and tactics according to the maturity of your organization
Harness the enthusiasm of those that are most engaged in innovation
Consider helping to support areas of the business beyond the core innovation portfolio
Ask yourself some key questions, then measure how things change over time to stay relevant
www.hypeinnovation.com