Why yesterdays approach to innovation wont help us in the future slide share
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The document discusses how traditional approaches to innovation are becoming obsolete due to significant changes in context, competition, and competencies. It emphasizes the shift from product-focused innovation to a holistic view that includes culture, collaboration, and diverse contributions from both employees and external stakeholders. Ultimately, the text argues that organizations must embrace innovation as a cultural behavior rather than just a departmental responsibility to succeed in the modern landscape.
Why yesterdays approach to innovation wont help us in the future slide share
- 1. Why yesterday’s approach to innovation won’t help us in the future? John Boult
- 2. Simple… Context, Competition and Competencies have all dramatically changed John Boult
- 3. Has the world changed? Puh-leeze
- 4. Has the world 2005: American entrepreneur Greg Olsen, changed? aged 60, goes into space on a Russian rocket Puh-leeze launched from Kazakhstan, a former member of the Soviet Republic. He was commissioned by Japanese Noodle company Nissin to create first space advert. Beamed down to mobile phones (probably Finnish) … so here you have seismic lifestyle; demographic; political; technological; commercial and global changes summed up: ‘one small pot noodle for ……’
- 5. People embrace the new, ignore convention, are obsessed by time and the irrationality of celebrity, are concerned about everything and yet inactive in equal measures ....and more!
- 6. Context has changed... Ambiguous & Difficult consumers Traditional Values (paradigms) moved Everything, including the unexpected accepted and everything…. Faster ... Faster .... Faster And so has Competition
- 7. The nature of competition has changed. Did the beautiful Livraria Lello bookshop in Porto expect to compete with Amazon and now eBay??
- 8. Is your Taxi company preparing to adapt to change?
- 9. “ Did Sony and Nokia expect to compete with a little known Canadian ‘data network’ company? ”
- 10. “ Did Philips and Samsung see device competition being driven by service innovation? ”
- 11. Competition has changed... Unexpected challengers, new brands, new models, new platforms, global, small and even open source ideas create disruptive and paradigm ignoring alternatives. And so have Competencies
- 12. Where once we spoke of Product Innovation… the map today is much broader PRODUCT | SERVICE | BRAND | PROCESS | BUSINESS MODEL
- 13. … and innovation (as research shows) has become Holistic • Innovation is as much about culture (and other soft issues) as it is technology. • EIMS Survey 1996 • Organisations are complex social systems that provide templates for playing out many distinctive roles to innovation • Van de Venn et al: Innovation Journey 1999 • The lesson which emerges is clear, innovation is more than technology alone. • OECD commissioned Report (A Big Report) The Innovative Company Arthur D Little 2001 • Cultural issues dominate success factors • Cheskin & Fitch 2003
- 14. Just as the Competencies needed to compete have changed so have the ambitions and knowledge of employees. Moving from passive to active….. manual to knowledge worker.
- 15. The consequence is that innovation is no longer the realm of the lonely genius!
- 16. innovation R&D now is just one part of the innovation equation …. R&D R&D Innovation has moved from being the responsibility of the gifted few to the activity of many, within and beyond the boundaries of the organisation
- 17. Co-Creation; Crowd Sourcing; Out- Sourcing with Supply Chain & Other Non-Customer Stakeholders Organisational Boundaries Co-Creation; Crowd Sourcing; Mass Customisation with Customers Employee Engagement – R&D Cultural Change R&D Service, Process; Brand; Business Model & Other Innovation Centres Innovation beyond organisational boundaries
- 18. Comparing Yesterday’s innovation with the Future: Process Environment Tools
- 19. 1st Generation – Linear – Technology Push Marketing Pull 2nd Generation Integrated – Cross Discipline - Localised 3rd Generation - Systems Approach – Cross Discipline – Intra & Extra Organisational
- 20. The Need to Do something ‘Big Organisations are built for efficiency not for innovation………. Innovation is the opposite of efficiency .. …. Non-routine, unpredictable rather than repeatable and predictable …. But innovation is highly desirable..’ Vijay Govindarajan, 2010 Vijay Govindarajan, Chris Trimble The Other Side of Innovation: Solving the Execution Challenge (Harvard Business Review)
- 21. Innovation as a Culture... A behaviour not a department!
- 22. Comparing Yesterday’s innovation with the Future: Tools
- 23. Three areas of innovation approaches/tools of current interest within the Innovation Agenda • Co-Creation and Open-source • Design • Finding Creativity Stimulus in different places A positive innovation culture would have adopted or by trialling such ideas.
- 24. Sleeping with the Enemy The Challenge of Co-Creation
- 25. Crowdsourcing is the act of outsourcing tasks, traditionally performed by an employee or contractor, to an undefined, large group of people or community (a "crowd"), through an open call. IBM collected over 37,000 ideas for potential areas for innovation from brainstorming sessions with its customers, employees and their family members in 2006.
- 26. Comparing Yesterday’s innovation with the Future: Tools Design
- 27. “When people talk about innovation in this decade, they really mean design —Bruce Nussbaum, 2005 Editor Business Week Online
- 28. Design has transformed from delivering the artefact to delivering the process
- 29. Comparing Yesterday’s innovation with the Future: Tools Sources of Creativity
- 30. Future Visioning / Forecasting ? The future unknown is the sum of some knowns, plus the guessed vision, plus the desire to want to get there.
- 31. Future Visioning “Everything is becoming science fiction. From the margins of an almost invisible literature has sprung the intact reality of the 20th century.” – J G Ballard
- 32. Bio-Mimicry www.biomimicryinstitute.org “Is there something in nature that travels quickly and smoothly between two very different mediums?” Eiji Nakatsu, chief engineer at West Japan Railway Company Resulted in a quieter train, 15% less electricity used, and 10% increase in speed Biomimicry Institute 2011
- 33. The Games People Play … Harnessing creativity and engagement internally and externally through accessible and engaging ‘games’.
- 34. Jean-Claude Biver, 2011, Hublot...‘innovation is a matter of survival, but what worked yesterday won’t work tomorrow...’