innovation excellence weekly - issue 15
Post on 23-Mar-2016
Embed Size (px)
DESCRIPTIONWe are proud to announce our fifteenth Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
January 11, 2013
Issue 15 January 11, 2013
1. The Eight Dimensions of a Brainstorm Session............................................ Mitch Ditkoff
2. Are you Capturing the Value of Your Innovation? ........ Stephan Liozu
3. McKinsey Innovation Report what stands out ..... Paul Hobcraft
4. 7 Ways to Make it Safe for Others to Innovate ........................................... Jorge Barba
5. In 2013, Innovating Customer Experience Strategy .. Geovanny Romero
6. Innovation Mentoring Strategy McKinsey, EMC . Steve Todd
7. Matching Innovation Possibilities with Needs ...... Rowan Gibson
8. Its Not High School Anymore! ........ Deborah Mills-Scofield
9. The Disconnected Leader .......... Mike Myatt
10. Innovating for the Post-Crisis Rebound ........ Yann Cramer
Your hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers and
strategic advisors to many of the worlds leading companies.
Our mission is to help you achieve innovation excellence inside your own organization by making
innovation resources, answers, and best practices accessible for the greater good.
Cover Image credit: Vintage Metal Sign
The Eight Dimensions of a Brainstorm Session
Posted on January 5, 2013 by Mitch Ditkoff
Most people think brainstorming sessions are all about ideas much in the same
way Wall Street bankers think life is all about money.
While ideas are certainly a big part of brainstorming, they are only a part.
People who rush into a brainstorming session starving for new ideas will miss the
boat (and the train, car, and unicycle) completely unless they tune into the some
other important dynamics that are also at play:
1. INVESTIGATION: If you want your brainstorming sessions to be effective,
youll need to do some investigating before hand. Get curious. Ask questions. Dig
deeper. The more you find out what the real issues are, the greater your chances of framing powerful questions to brainstorm and choosing the
best techniques to use.
2. IMMERSION: While good ideas can surface at any time, their chances radically increase the more that brainstorm participants are immersed.
Translation? No coming and going during a session. No distractions. No interruptions. And dont forget to put a do not disturb sign on the
3. INTERACTION: Ideas come to people at all times of day and under all kinds of circumstances. But in a brainstorming session, its the quality
of interaction that makes the difference how people connect with each other, how they listen, and build on ideas. Your job, as facilitator, is to
increase the quality of interaction.
4. INSPIRATION: Creative output is often a function of mindset. Bored, disengaged people rarely originate good ideas. Inspired people do. This
is one of your main tasks, as a brainstorm facilitator to do everything in your power to keep participants inspired. The more you do, the less
techniques you will need.
5. IDEATION: Look around. Everything you see began as an idea in someones mind. Simply put, ideas are the seeds of innovation the first
shape a new possibility takes. As a facilitator of the creative process, your job is to foster the conditions that amplify the odds of new ideas
being conceived, developed, and articulated.
6. ILLUMINATION: Ideas are great. Ideas are cool. But they are also a dime a dozen unless they lead to an insight or aha. Until then, ideas are
only two dimensional. But when the light goes on inside the minds of the people in your session, the ideas are activated and the odds radically
increase of them manifesting.
7. INTEGRATION: Well-run brainstorming sessions have a way of intoxicating people. Doors open. Energy soars. Possibilities emerge. But
unless participants have a chance to make sense of what theyve conceived, the ideas are less likely to manifest. Opening the doors of the
imagination is a good thing, but so is closure.
8. IMPLEMENTATION: Perhaps the biggest reason why most brainstorming sessions fail is what happens after or, shall I say, what doesnt
happen after. Implementation is the name of the game. Before you let people go, clarify next steps, whos doing what (and by when), and what
outside support is needed.
image credit: meeting image from bigstock
Mitch Ditkoff is the Co-Founder and President of Idea Champions and the author of Awake at the Wheel, as well as the very
popular Heart of Innovation blog.
Are you Capturing the Value of Your Innovation?
Posted on January 6, 2013 by Stephan Liozu
Innovation, value and pricing are inseparable. They are part of a dynamic system to create long term
sustainable value for firms. As such, they have to be treated with equal attention, with the required
sweat equity from top executives and with the necessary levels of investments. That might not be
the case yet. Firms invest billions in R&D and innovation processes. They deploy very elaborated
new product development and product life-cycle processes in the hope of achieving greater
Most firms, however, fall short of defining crisp value propositions, of measuring the differential
economic value of their innovation versus their competitors and, of capturing the true value through
pricing. There are many root causes for this fact and I have studied them in my Ph.D. studies over the past four years. One of these causes
relates to the lack of conceptualization of what value means.
So, what does value management mean? My conceptualization of value management takes a holistic approach to business strategy and
include a strong link between the three critical dimensions of value management: value creation, value assessment and value capture. I
conjecture that these three dimensions form a dynamic unbreakable chain that can generate greater profit levels for organizations. Many firms I
talked to struggle in the area of value creation and therefore have a pricing problem to capture something that does not exist. I challenge them
to look at the level of differentiation created through their innovation process. So the transformation process towards sustainable value
excellence starts with significant investments in innovation to generate differentiation and create value. Once value is created, it is critical to
measure it and then capture it through value-based pricing. To make the wheel turn in a sustainable fashion, it is then imperative to have strong
re-investments in R&D and innovation.
That is what the best-in-class innovative companies do. A fixed portion of net profit are re-invested in the firms innovation process to maximize
long term value. It takes money to make money!
Be bold. Join the value revolution!
image credit: stephanliozu.com
Stephan Liozu is the Founder of Value Innoruption Advisors and specializes in disruptive approaches in innovation and
value management. He is also a PhD candidate in Management at Case Western Reserve University and can be reached
McKinsey Innovation Report what stands out
Posted on January 5, 2013 by Paul Hobcraft
Recently I have outlined the existing gaps at the leadership level on innovation
engagement and that innovations continues to lack being integrated into an
organizations strategy. Time and time again there are new reports, surveys and
different comments made on this serious disconnect still going on that needs clear
resolution. Yet it still continues, why?
It is always pleasing to dovetail onto the same track as the Big Consultants. When
you are already working on and moving beyond the trends they are spotting and
highlighting. Being ahead in offering some clear tangible solutions, to help resolve
these issues they talk about. One of these was a recent McKinsey Quarterly survey
conducted an on-line of just under 3,000 executives on issues surrounding
innovation. The report is entitled Making innovation structures work- see the link below.
They confirm much that I have seen or gained through my research and point very specifically to the key difficulties organizations are presently
having around innovation.
This report feeds directly into the solution work Im undertaking
The results feed directly into the work I have been undertaking on the leadership gap and the suggested framework of the integrated executive
innovation work mat that has been discussed in considerable details in the past few weeks. These have been on this blog site of mine, as well
as ovo innovations my collaborating partners, and also on innovation excellences web site, where we had a whole week of featured
articles, discussing the work mat component parts, or as we entitled it, the essential seven domains of innovation that make up this work mat.
So what stands out in the McKinsey report?
The innovation structure is evolving; organizations rely on exploring various organizational models to house and execute innovation. They
work with multiple structural models to drive innovation efforts and often have separate innovation functions, located in multiple locations. It
seems there has been an insurgence of structures in the last three years that are currently being worked through.
Presently there is no uniformed view on innovation organizational design
According to the report, the innovations fun