Transcript How Are You Going to Survive as an Innovation Champion? American Creativity Association 5/1/04 Jack Hipple, Innovation-TRIZ Tampa, FL [email protected] www.innovation-triz.com ©2002 JWH Consulting, Inc.

How Are You Going to Survive as
an Innovation Champion?
American Creativity Association
5/1/04
Jack Hipple, Innovation-TRIZ
Tampa, FL
[email protected]
www.innovation-triz.com
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
QUESTIONS
ARE YOU AN INNOVATION
CHAMPION?
IN WHAT CONTEXT?
HAVE YOU SURVIVED?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
THE AMI STUDY
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
ASSOCIATION FOR MANAGERS OF INNOVATION
(AMI)
• An informal group of 50 innovators,
most of whom have (had)
responsibility for innovation programs
within large companies, government
agencies, or non-profits
• Meets twice yearly with outside
stimulus speakers and sharing of
experiences
• Active since 1986
• Sponsored by Stan Gryskiewiecz at CCL
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
AN OBSERVATION WAS MADE…..
• A large percentage of corporate innovation
managers had become consultants or joined
start-ups, after downsizings and early
retirements
• These were usually associated with
termination of the function
• With further passage of time, the percentage
rose more, with 15 people (out of 30-40
active members) identified
• Note: trend has continued, now 25 people
identified
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
AMI DECIDED TO…..
• Survey and study this phenomenon
• Jack Hipple, Innovation-TRIZ
• David Hardy, Bank of Montreal
• Steve Wilson, Eastman Chemical
• James Michalski, Eastman Chemical
• See if there were any learnings that
could be shared
• Publish if possible
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
Survey Questions
• MBTI, KAI profiles
• Funding mechanism
• Leadership/sponsorship
• Ideation process
• Tools used
• Personal insights
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
LEARNINGS FROM 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?
KAI is a registered trademark of M.J. Kirton
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
Myers Briggs Type Indicator is a registered trademark of CPP, Inc.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
IMPACT OF MBTI™ DELTAS
• Change always seems bigger
to an “S” than an “N”
• “N’s” are more comfortable
with change in general
• If desired change is not
defined clearly, conflicts will
result
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
EXAMPLES….
• “We need to do different
things 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?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
A COMPANY CAN HAVE A CULTURE….
• SJ---Likes stage gates, continuous
improvement teams (80% of
corporate managers)
• NJ---Likes targeted breakthroughs
• SP---Continuous improvement,
bottoms up
• NP---Internal venturing,
sustaining ideas
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
KAI™ DIFFERENCES
• Managerial “norm” is 95
• Total norm around 90
• Average of innovation champs was
135
• Friction visible with differentials
of 10-15 (at any point)
• Warfare visible with differentials
of 30+
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
KAI™ DISTRIBUTION
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
N
O
R
M
Number
95 +/- 5 105 +/- 115 +/- 125 +/- 135 +/- 145 +/- 155 +/5
5
5
5
5
5
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
IMPACT OF KAI™ DELTAS…..
• Replacing vs. improving
• Reaction to internal vs.
external threats
• Appreciation for detail
• “Right” vs. risk
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
ACCEPTANCE OF PERSON
AND THEIR IDEAS
DISLIKE
IGNORE
SABOTAGE
ATTITUDE
TOWARD
PERSON
SUPPORT
LIKE
HELP
LOW
Source: Charlie Prather
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
ENCOURAGE
HIGH
NOVELTY OF IDEA
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
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
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
LOW
D
I
S
T
A
N
C
E
HIGH
RECENT PERSONNEL TRENDS
• Dramatic decline in loyalty,
downsizings
• Increased specialization
• “Temporary” assignments and more
rapid turnover
Impact
Capturing and broadening of intellectual
property (not just patents, but “know
how”) much more important AND
difficult
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
WHAT ELSE HAS CHANGED?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
A DRAMATIC CHANGE….
GENERATING
COST OF
INFORMATION
Source: Jim Palmer,
P&G
DISSEMINATING
TIME
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
HOW SHOULD WE DO IT
RIGHT--IN AN
ORGANIZATIONAL SENSE?
HOW CAN YOU HELP?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
“Money isn’t
everything…..but it’s right
up there with oxygen”
Rita Davenport,
Entrepreneur
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
OTHER IMPORTANT ISSUES
• Identification and early assessment
• The B-2
• New monomer at Dow
“Six months in the lab will save you at least an hour in the
library”—Rita Davenport
• Use new forecasting techniques, talk to competitors of your
customers—what will replace them
• TRIZ Lines and Patterns of Evolution
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
“Six months in the lab will
save at least an hour in the
library”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
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”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
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. Cutting
the buck is easier than expanding the band; thus
organizations prefer the former over the latter.
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”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
Hamel and Prahalad (2)
“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 far-sightedness, 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
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
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
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
PERSONAL CHALLENGES FOR
INNOVATION CHAMPIONS
•
Recognize that your social style is most likely to be
“N” (intuitive) vs. the “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 and 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!
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
More challenges……
• Recognize that your “problem solving” style is likely to
be much more 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. Our experience in this area is that a gap
of 15-20 in a KAI score is sufficient to cause dissension
in problem solving and communication
• The study of the failed corporate innovation programs
showed that it is likely that the difference between
your KAI profile and that of corporate management
around you is closer 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
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
More challenges…
• Be flexible in evaluating possibilities and
options and help those around you do this as
well.
• As opposed to the last generation of
innovation efforts, the large scale of most
significant new business opportunities and
the focus of most large organizations on their
“core competencies” argue for flexible
commercial strategies including in-licensing,
out-licensing, joint ventures, temporary
collaboration, and global manufacturing
options.
• Help those around you see all the possibilities
out there, before large amounts of money are
committed.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
And still more…
• Use both inside-out and outside-in thinking
and help those around you see the value in
both. 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 as well as talking with
potential customers who might replace your
current customers
• There may need to be some tact and
diplomacy needed here, but it is imperative
that these externally generated imperatives
do not come solely from short term product
improvement needs.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2004