Transcript HRI/U of Tampa Presentation - Innovation-TRIZ

The Personality Issues in
Leading Innovation: Yours and
Others!
University of Tampa
Human Resources Institute
2/9/06
Jack Hipple, Innovation-TRIZ
Tampa, FL
[email protected]
www.innovation-triz.com
®Innovation-TRIZ, 2006
INNOVATION’S THE “NEW”
HOT THING!
Ranking in IRI surveys…
“Fuzzy Front End” conferences sold out…
Entire Business Week issues…
Fortune sections….
But…..
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WE JUST GOT THROUGH “SIX
SIGMATIZING” EVERYTHING!!
From standardization, no variation, no
deviation, to new business and
products….and now we want new and
different
Back to the future……anyone
remember the same emphasis in the
1980’s and early to mid 90’s?
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YOU’VE HAD ENDLESS MEETINGS TO DISCUSS THIS NEW
CHALLENGE….
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YOU HAVE DREAMS OF SUCCESS…………
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YOU’RE CONCERNED ABOUT THE COST AND THE
TIME FOR SUCCESS….
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AND YOU KNOW HOW RISKY THIS JOURNEY MAY BE….
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AND YOU DON’T WANT TO FAIL AT THIS RISKY
NEW VENTURE, DO YOU?
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YOU KNOW THAT YOU ARE NOT ALONE IN THIS JOURNEY----HOW YOU
WILL GAIN A STRATEGIC EDGE….????
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WE’RE HERE TO HELP YOU THE SECOND TIME AROUND….
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WHY AM I CONCERNED?
• Innovation Network Survey, fall 2004, new innovation
leaders in medium to large companies:
– 71% said they had no metrics for their position
– 60% of them have innovation as part of their mission/job
objectives
– 67% are allowed to work on “new” concepts for their company
(“new” is not defined)
– 68% have no well defined innovation process within their
company
– 54% have no working definition of innovation
• Same kind of input from 2005 Innovation Network
conference: we know it’s important, but……..
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MISSION, NO OBJECTIVES
NO GOAL DEFINITION, NO
METRICS
BUT
PART OF RESPONSIBILITY
RESULT: WE’LL DO THE BEST
WE CAN!!
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MIGHT WE HAVE SOME OF THE
ANSWERS ALREADY….AND FORGOTTEN
THEM?
THE AMI STUDY: FAILED INNOVATION
PROGRAMS (AND CHAMPIONS!) IN
FORTUNE 500: 1980-1995:
ALL EXTINCT
(Published in 3 different publications)
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ASSOCIATION FOR MANAGERS OF
INNOVATION (AMI) STUDY
• AMI: A subset of the Center for
Creative Leadership; 30-50 private
sector innovation leaders and
selected consultants
• Study the phenomenon of loss of
“innovation” leadership positions in
the late 1990’s after a 15 year surge
in interest
• A people analysis of what happened
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WE ENDED THE PROGRAMS AND “DOWNSIZED” THE INNOVATORS
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THOSE THAT LEFT EVENTUALLY BECAME CONSULTANTS, JOINED
STARTUP VENTURES, RETIRED, OR STARTED TOTALLY NEW CAREERS
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Desi DeSimone, ex CEO, 3M
“Why did you get into a position that you had
to lay off a bunch of people? How come
you’re so smart now that you’ve laid off a
bunch of people?”
Fortune, 1985!!!!!!!
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Hamel and Prahalad
“Few companies seem to have asked themselves what is
the opportunity cost of the hundreds of millions--or even
billions-- of dollars that have been written off for reengineering and restructuring. What if all that
“redundant” brain power had been applied to
creating tomorrow’s markets? Far from being a tribute
to senior management’s steely resolve or farsightedness, a large restructuring and re-engineering
charge is simply the penalty that a company must
pay for not having anticipated the future”
…Competing for the Future
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IN ADDITION, THE INNOVATORS LEARNED THAT JUST BEING
INNOVATIVE WAS NOT ENOUGH
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THEY LEARNED THAT THEIR GOALS MUST BE IN ALIGNMENT WITH
ORGANIZATIONAL GOALS
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LEARNINGS FROM AMI STUDY
• Significant differences between “styles” of
innovation champions and “norm” around them
• KAI™ and Myers Briggs Type Indicator™
analyses can help assess
• Personal learnings and experiences--what would
be done differently?
MOST CORPORATE LEADERS ARE
DIFFERENT ANIMALS THAN INNOVATORS:
THIS IS A FACT—HOW SHOULD WE DEAL
WITH THAT FACT?
KAI is a registered trademark of M.J. Kirton
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Myers Briggs Type Indicator is a registered trademark of CPP, Inc.
FINDINGS
Extrovert vs. Introvert
Sensor vs. iNtuitor
Thinker vs. Feeler
Judger vs. Perceiver
I.e. an ESTJ vs. INFP
• Innovators are “N’s” and managers are “S’s”
– Intuition, gut feel, instinct, possibilities
VS.
– Facts, data, analysis, results vs. plan
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EXAMPLES….
• “We need to do things differently in this
company…”
– Does this mean get into an entirely new business,
make an acquisition?
– Does this mean we need to process existing orders
more efficiently?
• “We need some new products…”
–
–
–
–
Within the same product line?
Replace the product line?
Buy another company?
License a technology for making a new product?
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THE KIRTON KAI™
• A well established assessment instrument that
measures the style, not capability of an
individual’s problem solving
• Strongly adoptive/analogic/structured to “out of
the box”, unstructured, disconnected
• “Number” from 32-160, average of 90 +/- 20
(2σ), including most corporate managers
• Sub-numbers relating to unfiltered idea
generation, rules and procedure respect/need,
and visibility (to others) of problem
solving/analysis paradigm
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IMPACT OF KAI™ DELTAS…..
A range of feedback from 32-160, extremely
adoptive, filtering, incremental vs. out of the
box, no analysis, major change
•
•
•
•
•
Replacing vs. improving
Reaction to internal vs. external threats
Appreciation for detail
“Right” vs. risk
Quantity vs. quality of ideas; filtration
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KAI™ DISTRIBUTION
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
N
O
R
M
Number
95 +/- 105 115 125 135 145 155
5
+/- 5 +/- 5 +/- 5 +/- 5 +/- 5 +/- 5
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CONFLICT—WHO IS TO BLAME?
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ACCEPTANCE OF PERSON
AND THEIR IDEAS
DISLIKE
IGNORE
SABOTAGE
ATTITUDE
TOWARD
PERSON
SUPPORT
LIKE
HELP
LOW
Source: Charlie Prather
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ENCOURAGE
HIGH
NOVELTY OF IDEA
ACCEPTANCE OF IDEA
HIGH
M
O
T
I
V
A
T
I
O
N
LOW
EQUIVOCALITY
BLACK
HOLE
GRAND
SLAM
DEAD IN
THE
WATER
LONG
SHOT
COMMUNICATION
Source: National Center for Mfg
Sciences Study
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LOW
D
I
S
T
A
N
C
E
HIGH
ONE SOLUTION TO THE PROBLEM……
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THE MORE LIKELY OUTCOME……
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RECENT PERSONNEL TRENDS
•
•
•
•
Dramatic decline in loyalty, downsizings
Increased specialization
“Temporary” assignments and more rapid turnover
No one works for anyone, except themselves
Impact
Capturing and broadening of intellectual property (not just
patents, but “know how”) much more important AND
difficult
Loyalty ain’t what it used to be!
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ANOTHER DRAMATIC CHANGE….EVERYBODY
KNOWS EVERYTHING—INSTANTLY!—IT’S WHAT YOU
DO WITH IT THAT’S IMPORTANT
GENERATING
COST OF
INFORMATION
Source: Jim Palmer,
P&G
DISSEMINATING
TIME
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HOW SHOULD WE DO IT
RIGHT--IN AN
ORGANIZATIONAL SENSE?
HOW CAN YOU HELP?
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“Money isn’t everything…..but it’s
right up there with oxygen”
Rita Davenport, Entrepreneur
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Peter Drucker, 1982
“Innovative companies do not start out with a research budget. They end with
one. They start out by determining how much innovation is needed for the
business to stay even. They assume that all existing products,
services, and markets are becoming obsolete--and pretty fast at that.
They try to assess the probable speed of decay of whatever exists, and
then determine the “gap” which innovation has to fill for the company not to
go downhill. They know that their program must include promises several
times the “innovation gap”, for more than a third of such promises--if that
many-- ever becomes reality. And then they know how much of an
innovation effort--and how large the innovative budget--they need as the
very minimum”
DOES IT MAKE SENSE TO ESTABLISH AN
INNOVATION BUDGET AS PERCENT OF LAST
YEAR’S OR AS A PERCENT OF SALES?
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OTHER IMPORTANT ISSUES
•
Identification and early assessment
– Start early, fail early
– The B-2 (Former Congressman and budget
committee chairman John Kasich on Larry
King); New monomer at Dow
– “Six months in the lab will save you at least an
hour in the library”
– Use new forecasting techniques, talk to
competitors of your customers—what will
replace them
•
–
The Nine Box Analysis
Lines and Patterns of Evolution from patent
studies
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Hamel and Prahalad
“Slimming down the workforce and cutting back on
investment are less intellectually demanding for top
management than discovering ways to grow output on a
static or only slowing growing resource
base…..Managers and operational improvement
consultants must ask themselves just how much of the
efficiency problem they’re working on. If their view of
“efficiency” encompasses only the denominator, if they
don’t have a view of resource leverage that
addresses the numerator, they have no better than
half a chance of achieving and sustaining world
class efficiency”
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PERSONAL CHALLENGES FOR
INNOVATION CHAMPIONS
•
Recognize that you are most likely to be “N” (intuitive) vs. an
“S” (sensing”) which characterizes over 80% of corporate
management
•
You will be very comfortable with vague, broadly
shaped exciting opportunities without necessarily
being specific about sales, profit dollars, and timing
•
Those who are funding your effort, as excited as they may
be about new stuff, will quickly want to know who is going to
buy the new stuff, when they will start buying, what it will
compete with, how much the plant will cost, and when it can
start producing
•
As you progress in this role, follow one of the well
established quality rules and know what your customer
wants---and frame your “gut feels” into hard data. If you
need help to do this, get it!
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INNOVATOR CHALLENGES……
• Your “problem solving” style is likely to be unstructured and not
obvious to those around you, especially those in corporate
management. This is your problem to deal with, not theirs
– They are the ones who will have to commit large sums of money
at risk and it is important for you to recognize this.
• Studies show it is likely that the difference between your KAI profile
and that of corporate management around you is close to 35-45
points, setting up a potentially significant communication gap in the
area of technical opportunity definition and the perceived need for
hard data and analysis, group focus, etc. Again, this is your
problem to deal with
• Clearly explain how your data and information supports your ideas
and conclusions, focus your meeting and communication processes.
Again, if you need help to do this, find an adaptive KAI person and
gain their insights. Study what these differences imply and use
these differences pro-actively
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THE RULES HAVE CHANGED
• Need both inside-out and outside-in thinking
• Though the days of “here’s what I have or
can make, now go sell it” are long gone, it is
important to have external driving forces and
current customer input balanced by:
– considering what opportunities exist to expand
the commercial impact of existing core
competencies
– Talking with potential customers who might
replace your current customers
• It is critical to understand the levels of use
and integration above and below your
product line for excellence in innovation
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LET’S NOT GO DOWN IN THE SECOND ROUND OF SERIOUS
INNOVATION……..
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