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Innovation Da Vinci Slides
Innovation Da Vinci Slides
Innovative Leadership
starts with you!
Reframing
Self, other, context and problem solving
Understanding the
System and
clarifying
role/function
Workbased
Challenge
Management of
Technology - MOT
Management of
Innovation - MOI
Customisation
Return on
Investment - ROI
Management of
People - MOP
Decision
Making
Innovative Leadership =
Knowledge enabled leadership
HOW?
By: Understanding the
importance of continuous
innovation through
knowledge and creative
applications
The Journey
TASK 1
Establish Your community of practice
Global
Exchanges
Find the futures
Telephone
Directory
- Friends
- Family
- Taxis
- Police
Relationships
Daily
Results
Updates
Garmin Maps
- Hotels
- Venues
- Stadiums
- Personalized
Restaurants
New ventures
Personalised
Currency
converter
Conferencing
Personalised Diary
Quality
R&D
Local
Language
Knowledge
Vault
Telecommunications
Leadership10
11
12
D4 Road Map
-Phase 1 - Define
-Phase 2 -Discover
-Phase 3 -Develop
-Phase 4 Demonstrate
Dr. Phil Samuels 2009
13
Discover
-Refine Innovation Opportunity
-Leverage Brain Power
-Search Knowledge Basis
-Prioritize and Select Ideas
Develop
-Formulate Design
-Select Design
-Optimize Design
Demonstrate
-Build Working Model
-Map Process
-Optimize Process
-Improve and Transition
14
1.
C
o
n
t
i
n
u
o
u
s
P
r
o
c
e
s
s
PRESENT
Ideal As it should be
2.
FUTURE
Idea Generation
Originality
Highlighting the Essence
Elaboration
Resistance to premature
closure
Idea
Processing
3.
What
(Resources)
4.
INNOVATION PROCESS
CREATIVITY ROLES
E
V
A
L
U
A
TI
O
N
9.
Solo Pilot
House Cook
Creative Joker
Landscape Painter
Inventor
I cant Creator
OPERATIONS
LOGISTICS
5.
Continuity
Concomitance
Fo
rum
6.
TECHNOLOGY +
SYSTEMS +
PEOPLE
Finance
Public Relations
Human Resources
Operations
Management
7.
IMPLEMENTATION
8.
TIPS Integration
Future Value Proposition
Opportunit
y
Larger &
growing
faster
Resour
ces
Money
to
launch
Business Plan
Fits the gaps
Ambigui
ty
Exogenous
forces
Resources and
team
Creativity
Leadership
TEAM
Uncertain
ty
Vision, Performance
Management
Risk Profile
Innovator
16
Warming
Terrorism
Idea
Generation
Originality
Highlighting
the Essence
SOLUTIONS
Elaboration
Educational Transformation
Learning
Thinking
Attitude
Communications
Resistance to
premature
closure
iRadio
iPhone
iSat
Clients
Staff
R&D
PartnersPartners
Competitors
Business
Case
Fluency
Sustainable Innovation
Originality
HE
Value Chain
Elaboration
RPC
Commercialisation
STRATEGIC INTENT
Inputs:
*Tolerant climate
Creativity
Five Dimensions 7 Ss
Creative Output:
of creativity
Increased
Profitability
Organiational
vision
Structure
Extraordinary
innovation
Strategy
Motivated creative
Kws
Fluency
*Creative mental
modes for Kws
ALL LEVELS OF
MANAGEMENT
Originality
Financial
mentorship
Forum for
Creativity
And
Innovation
Human Resources
organisational learning
Organisational Culture
Public Relations
& Publicity
Technology and
Administration
Ligitimacy
Systems
Elaboration
and defences to a
STRATEGY
creative culture
TACTICAL
*Create creative
strategic networks
Staff
TT
Production and
Logistics
the
CREATIVITY SHARING AND COLLABORATION
for innovation
strategic intent
(Just-in-time
knowledge,
Collaboration,
Creativity,and
Innovation.)
OPEN
*Formulate the
CHANNELS
enablement
Increased
productivity through
JIT knowledge
combinations
Highlighting
PRODUCT
Economic strength
embedded in
knowledge
Adaptability to
change
*Remove blockages
COMMUNICATION
*Training and
essence
Skills
KNOWLEDGE CLIMATE
Styles
KNOWLEDGE CULTURE
KNOWLEDGE STRUCTURE
KNOWLEDGE STRATEGY
Resistance to
premature
closure
Autonomy power
and trust for Kws
Freedom in
perspective
Continuous learning
Goals
Personal &
Organisational
knowledge value
through CoPs
Next-generation high-performance
innovation framework
Continuous
Change
The
innovation
strategy
pathway
Systems
Thinking
The
innovation
resources
pathway
The
innovation
process
pathway
The
Innovation
Learning
Pathway
The
innovation
organisation
pathway
Quantum Thinking
New frameworks for innovation
We had this old idea, that there was a universe out there, and
here is man, the observer, safely protected from the universe by
a six inch slab of plate glass. Now we learn from the quantum
world that even to observe so minuscule an object as an
electron we have to shatter that plate glass; we have to reach
out there. So the old word observer simply has to be crossed off
in the books, and we must put in the new word innovator. In this
way, we have come to realise that the universe is a participatory
universe.
John Wheeler, 1990: In a journey into gravity and space-time
Important Definitions
Pneumatics
The combustion that precipitates open innovation
Dynamics
The energy needed to create effective action it is part of a complex
interactive system that cannot happen in isolation
Pheunamic
An ongoing complex living system that propels relevance forward so
that the energy needed to innovate can be sustained, removing what
is not relevant and integrating what is relevant in complex
environments (Steyn 2012)
Important Definitions
Spinn Innovation
Spinn Innovation defines eco-centric product and service innovations that
promotes a culture and climate where creativity and innovation is nurtured within
a framework that evaluates criteria for risk profile measurement, resource
requirements, budget considerations and timeframes for improved innovation
implementation. Driven by cross industry ideation for sustainable positioning
within an economy, which endorses creative problem-solving (Steyn 2012)
Pheunamic Innovation
Pheunamic Innovation defines the capacity and capability to improve innovation
competencies to transcend boundaries through holographic learning and shifts
mind-sets to quantum thinking. A mind-set change. New insights into diverse
domains of innovation are combusted and then conceptualised to assess
optimal improvement and utilisation of innovation resources in praxis (Steyn
2012).
Global
Technology
Global
energy and
funding
Leadershi
p
Innovation &
Entrepreneurshi
p
27
IMAGINE
Global Leadership
Knowledge Relationships
Satisfied Customers
Our True Colours
Sustainable Profitability
Speed to market Delivery
Total Quality Management
Balancing leadership and knowledge enablement
Best Practice
Traditional
economy
C
O
Traditional
business
RM
L
Scarcity
29
Knowledge
spiral
Abundance
Knowledge harvesting
Creativity into
innovation
Explicit and implicit
knowledge
transformed into tacit
knowledge
Value proposition
Matrix compass
Project leadership
based
Autonomy
Empowered
Self driven
30
Then
there was
light
Change started to
happen
The myths
of
innovation
The myths
of creativity
The myths
Team dynamics
Forming
Norming
Storming
Performing
Purposeful team ?
Conscientiou
s
Knowledge &
Skills
Empathetic
Communication
The toolbox
20 ideas
Personal
Metaphors
thinking maps
Mind maps
$
51
Ability to
transform
To create and
believe in
miracles
To experiment
and take risks
Always learn
new skills
Open minded
52
Creative and
innovative
Imaginative
Expressive and
sharing
Appreciate
diversity
53
Dedicated to your
goal
A Group / team
player
Transcending
physical
Cognitive
limitations
Ability to see
beyond the
problem
Winning attitude54
No will power to
change your
environment
Lack of
confidence
Creative
expression flows
into functionality
Practical an
intelligent
decision making
56
It is not serious
I do not need to
be
dedicated
I do not need to
co- operate
57
Always highly
controlling
You are always
right
No diverse opinions
expressed
Judge from a close
personal paradigm
Fear of change
58
Yearns for
freedom &
Abundance, but
never realises it is
59
a thought away
Creates the
community of
practice
Is a knowledge
manager
Creates a
learning
organistion
Shares
information
Supports the
60
team
Delivers effective
communication flows
Involves others
Diffuses
information
Creates access to
information and
steers the
channels
Gets the deal
Why?
She creates the 61
Challenges the
follower!
Creates change
Understands the
value of
knowledge NOW!
62
Outsider
Not dedicated to
the strategic intent
Never commits to
collective goals
Can became a
parasite
63
Rescues the
team
Supportive and
helping hand
Creates
dependency
Prohibits the
personal growth
of people
64
The importance
of responsibility
and focus
Shift Though
Large amounts of
info
Knowledge
worker
65
Depend on
people
Cannot and
will not
change
Giving your
power away
The addict
66
Sharing of
information
Creates the
learning
organization
Knowledge
exchanges
Knowledge
ownership
and
power
67
You are
replaceable
You are not
indispensable
Stealing power
and ideas if you
lack!
Stealing energy
from
others
Never wrong
68
The customers
makes all the
problems and is to
blame
I cannot change
my behavior
I am indispensable
69
New visions
and energy!
The future is
there to be
disseminated!
Analytical
mindset
Self- and
thought
leadership
Innovative and
70
creative
Always alert
I have the
courage to
create!
I validate myself
internally
I lead by example
I am victorious
and successful
71
73
Group Dynamics
o
o
o
o
o
74
Innovation
super
highway
Harnessing
intellectual
capital
for sustainable
collaborative advantage in 5 strategic steps
Step 1: Integrate knowledge as the new expandable
source of economic wealth
Step 2: Innovation encompasses the full spectrum
from creative idea generation to profitable
commercialisation
Step 3: Successful innovation depends on
converting knowledge stocks and flows into
marketable goods and services
Step 4: The knowledge partnership: collaboration
replaces the competitive paradigm creating win-win
through knowledge pooling and joint ventures
Step 5: Establishing the knowledge platform:
Creating matrixs of Just in Time knowledge clusters 76
Group Dynamics
Diversity & different knowledge backgrounds = enriched knowledge base
Flexible Roles shapeshifters - comcon
Generated many ideas
Screening & Dropping process
Analysis & Resistance to premature closure
Creative chaos = innovation
77
Today
Past
Present
Future
80
Effective Leadership
Leadership
Strategy
CoP
Strategic team
2015
Knowledge Focus
81
Value Plan
KEY VALUE DRIVERS
Product Differentiation through leadership
1. Does our company have a unique recipe, one-of-a-kind
formula OR other brand characteristics that differentiate our
products from its potential competition, thus differentiating
our company?
2. How do we stand out from the noise in our industry to
differentiate from the competition? We can think of faster,
cheaper, better quality of information.
These traits can also be value drivers and when properly
positioned, can positively impact our business valuation and
perceived value from a prospective buyer.
82
Value Plan
KEY VALUE DRIVERS
Intellectual Property
1. Does it give us a competitive advantage? If so, this
proprietary innovation or intellectual property can be
positioned as a key value driver for our business
2. It is critical that non-compete and confidentiality
agreements be strictly adhered to and enforced by the
company, before and after a transfer of ownership
These value drivers are the ones we believe will
positively impact our business and perceived value
from a prospective buyer/customers
83
Global
Exchanges
Find the futures
Telephone
Directory
- Friends
- Family
- Taxis
- Police
Relationships
Daily
Results
Updates
Garmin Maps
- Hotels
- Venues
- Stadiums
- Personalized
Restaurants
New ventures
Personalised
Currency
converter
Conferencing
Personalised Diary
Quality
R&D
Local
Language
Knowledge
Vault
Telecommunications
Leadership85
SWOT Analysis
Strengths
Weaknesses
Technology
Culture of innovation
Intellectual Property
Partnership with suppliers
Creative innovation
Pre-arrival customisation
Reward innovation
Establish CoPs
Opportunities
Threats
Substitute Products
Beyond 2010
Additional partnerships
86
Business Model
What do we
offer, and what
is out difference
and why does it
matter?
Philosophies
Products
Who is our
customer and
how do we want
to be perceived?
Positioning
Why do we
exist?
PURPOSE
People
Who do we
employ and how
do you manage
them?
Partners
Processes
What do we do
and how do we do
it?
87
Critical Functions
SERVING
Knowledge solutions
SYMBIOSIS
Government
Society
Philanthropist
Business (CSI)
SYNTHESIS
Commitment to
upliftment and
elevation
SENSING
Thought partners
Innovators
Humanitarians
SOURCING
Current problems
Future inclination
Global influences
88
20
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o
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4. G
ld
cou
at
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89
Wh
at
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ses the
?
.A
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Co
wi mpa
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ons
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e
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Ac mp
go ces are
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co o j
m ec
e
t
ag pla
ai n
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Customer
Relationship
s
te
era plan
n
Ge ject
pro
or
ing
ist
Ex lored s
Tai ution
l
So
W
ha
th t is
i
n g th e
5.
Se
t
b
o
l
e
do e s t
c
t
?
so
lu
t
i on
s
it?
do
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do w
w
o
H
n
pl a
n
io
Act
6.
W
ha
t's
1.
go
Ide
in
g
pr
ob ntify
on
le m
?
ow?
e kn
ow
at d
Wh
ta
r da
athe
2. G
ate ge
d
Upd
wle
Kno base
a
dat
Ha
v
th e w
e
pr e so
ob l v
l e ed
m
7.
?
Ev
alu
ati
on
et
e g r?
w
e
ous
nu nt
Can n bett
i
t
n me
Co
eve
8. rove
imp
Value alignment
2012
Global
Technology
Global
Energy
CRM 2020
Innovation &
Entrepreneurshi
p
Who gets
the value?
-Economical environment
Individuals
Local Economy
Global Economy
- Social Environment
Individuals
Environment
I- International relationship
between SA and the world. Value
proposition is primarily SA but
global in nature. Looks for
synergies
Worst Scenario
De
v
e
l
o
p
m
e
n
t
S
o
ty cie
la
Re
tion
ps
shi
91
92
Tacit knowledge in
vault IP = implicit
Fluctuation/Chaos=Value
Proposition
Knowledge Culture
Knowledge Leadership
Externalizati
on
Socialisatio
n
Sharing tacit
knowledge
Creativity
=
suspensio
n of
judgemen
From collaborating
t organisations
Explicit knowledge
in organisation
Creating
concepts
Justifying
concepts
Combinatio
n
Building an
Archetype
Internalization
Creativity processes 1 - 5
Tacit
knowledge
COP
Value
Chain
CrossLevelling
knowledge
Innovatio
n
Tacit
Asset
Explicit knowledge as
products or services
93
$
Questions?Colin Steyn-082 395 9916
[email protected]
94