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Develop
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InnoQuest - Innovation Management Program
The Entrepreneurs EDGE believes that
for mid-sized companies are the engines that
drive growth and value for Northeast Ohio.
Cultivating current and future leadership
talent holds the key to the region’s future.
InnoQuest – April 23, 2013
8:00 AM Welcome / Overview
Short video excerpt – Gary Hamel (9 min. – Part 2)
Reinventing Management for the 21st Century
Leadership and Culture
Peer Discussion
Rainmaker Index / Building Innovation Teams
Rose Noesges, Energizer Holding Co.
@9:20 **Break**
Hyland Software
Tealla Scrofano and Alex Sheen
Discussion Groups
Action Steps / Evaluations
@11:40 Tour of Hyland Software
Program Overview
Goals:
Share best practices
Foster new connections
“Raise the bar “
 Help companies in managing the innovation process
• Feb. 7
Case for Innovation / Drivers of Innovation
Nottingham-Spirk Design, Cleveland
• April 23
Leadership and Culture
Hyland Software, Westlake
• June 19
Where and How to Innovate
Austen Bioinnovation Institute in Akron (ABIA)
• Aug. 6
Ideas to Implementation
Parker Hannifin, Mayfield Heights
• Oct. 3
Marketing and ROI
TBD, GOJO, Goodyear, Eaton?
• Dec. 3
Strategy and Planning ROI
TBD, GOJO, Goodyear, Eaton?
Saving /Sharing Files - DropBox
Saving /Sharing Files
Typical Barriers to Growth and Innovation
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Lack of Incentives
“The Way We Always Have Done It” Attitude
Management wants near-term success
Too many silos
Lack of customer focus
Fear of failure
It’s no one’s job
Innovations are small relative to the core business.
Afraid of cannibalizing successful businesses.
Limited tolerance for unpredictable results.
No career incentive to work on innovation/growth projects.
Limited or no dedicated resources to innovation
* Courtesy of Columbia Business School
Nottingham-Spirk Design (2-7-13)
Rose Noesges, Energizer Holding Co.
Take-aways 2-7-13
• Innovation stories from Rose Noesges and John Nottingham.
• The need to innovate/essential; embrace change.
• Starting and ending innovation with the customer (client insights).
 Management 2.0.
• Spending more time with customers to understand needs and how they
use your product.
• Take existing knowledge of customers with a grain of salt.
 Challenge beliefs.
• Developing culture to embrace innovation
 Do not be afraid of failure or ambiguity.
• Need to think about current innovation process differently.
• Better to compete on value than on price.
• Look at process and supply chain for savings and innovation (not just in
the product).
• Focus groups & brainstorming are not good places to start innovation.
• Don’t throw innovation ‘over the wall’ to different groups.
 No ownership; will kill all ideas.
• Have someone “own” innovation; find the right person
who questions/can deal with ambiguity.
What are the most important issues you face going forward?
• Changing culture
• Resources (time and $)
 Funding innovation on a shoe-string budget
• Growing sales and servicing customer who wants
everything yesterday
• Developing an innovation management process
• Building an acceptance for innovation/change within our
company
• Moving from Management 1.0 to 2.0
Since our last meeting ….
Reinventing Management for the 21st Century
Innovation Management – Three Gears
Culture
• Leadership
• Customs, etiquette,
attitudes, expectations
• Talent Recruitment,
Training, Development
• Facilities / Environment
Process
• Resource Procurement ($, Energy, Time)
• IP Portfolio Management
• ROI & Assessment
Strategy
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What to innovate?
Values
Business Model
Branding
Drivers
What is Corporate Culture?
• Culture is enacted:
Culture is continuously created by every member of your organization,
through their day-to-day participation in the organization.
It’s dynamic, shared, crowd-sourced; not static and unchanging.
• Culture is “how we do things here.”
It provides members with (largely unspoken) rules for how they should
behave to gain and maintain social ‘membership’ in the organization.
• Culture is manifested in a variety of ways, including:
Language – shared words or labels your organization uses.
Rituals – such as the summer BBQ, award ceremonies, etc.
Dress code
Decision making – how important organizational decisions are made
and communicated
Conflict resolution – how conflicts are expected to be handleddiscussed or avoided?
Status - who is recognized and esteemed, both formally and informally?
http://www.businessinsider.com/hrs-sloppy-thinking-on-culture-2013-1?utm_source=dlvr.it&utm_medium=linkedin
“Culture Eats Strategy For Breakfast.”
-- Peter Drucker
“Culture Eats Strategy For Breakfast.”
-- Peter Drucker
No matter how far reaching a leader’s vision
or how brilliant the strategy,
neither will be realized
if not supported by an organization’s culture.
Self Assessment of Innovation Culture
Culture Questions
• What kinds of values are currently shown in the culture of your
organization?
• What kinds of values need to be shown in the culture of your
organization in the future in order to be most effective?
• What kinds of values are members of your organization actually
rewarded for showing in behavior now?
• What kinds of values do you expect your significant clients or
customers would rate your organization as showing toward
them?
Typical Barriers to Growth and Innovation
10 Culture Building Principles
1) Communicate your dream and operationalize it.
2) Be clear about what you stand for, inside and outside
your company.
3) Design your organization for what it needs to win.
4) Get your team right.
5) Champion innovation of all kinds.
6) Set your standards very high.
7) Train all the time.
8) Do a few symbolic things to create excitement about
what is important.
9) Think like a winner, act like a winner.
10)Live your desired legacy.
http://www.forbes.com/sites/martinzwilling/2012/03/03/10-ways-to-build-a-business-culture-like-apple/
Myers-Briggs Assessment
SCALES ARE…
• Gathering Information
• Processing Information
• Judging Information
• Time to make decisions
The Four Preferences
• Extraversion or Introversion
• Sensing or Intuition
• Thinking or Feeling
• Judgment or Perception
There is no right / wrong or preferred type !
Source: Looking At Type: A Description of the Preferences Reported by The Myers-Briggs Type Indicator by Earle C. Page
Myers Briggs Type Indicator
• 1. the MBTI describes rather than prescribes;
• 2. it pinpoints preferences and strengths;
• 3. it puts all preferences on equal standing;
• 4. it provides a framework to understand human
behavior; and
• 5. refrains from making judgments.
SOME KEY WORDS
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E
Extraversion
Initiating
Expressive
Gregarious
Active
Enthusiastic
Sociable
People
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I
Introversion
Receiving
Contained
Intimate
Reflective
Quiet
Inward
Depth
These Characteristics Often Develop
From E And I Preferences—Some Of Them May Be True Of You
S
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SOME KEY WORDS
Sensing
Concrete
Realistic
Practical
Experiential
Traditional
Details
Present
Facts
Sequential
Repetition
Literal
N
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Intuition
Abstract
Imaginative
Conceptual
Theoretical
Original
Patterns
Future
Innovations
Anticipation
Inspiration
Change
These Characteristics Often Develop
From S And N Preferences—Some Of Them May Be True Of You
SOME KEY WORDS
F
T
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Thinking
Logical
Reasonable
Questioning
Critical
Tough
Justice
Impersonal
Precise
Principles
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Feeling
Empathetic
Compassionate
Accommodating
Accepting
Tender
Harmony
Appreciate
Persuasive
Values
These Characteristics Often Develop
From T And F Preferences—Some Of Them May Be True Of You
SOME KEY WORDS
J
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Judgment
Systematic
Planful
Early Starting
Scheduled
Methodical
Organized
Control
Decisive
Deliberate
P
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Perception
Casual
Open Ended
Pressure
Prompted
Spontaneous
Emergent
Flexible
Experience
Curious
Options
These Characteristics Often Develop
From J And P Preferences—Some Of Them May Be True Of You
THE SIXTEEN TYPES
By the use of
inferential statistics,
an estimate of the
distribution found in
the US population has
been gathered.
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
2.4%
1.8%
11.6%
5.1%
4.3%
8.7%
13.8%
8.8%
8.5%
12.3%
1.5%
4.4%
8.1%
2.1%
3.3%
3.2%
Each Of These Sixteen Types Is Gifted And Valuable
For 20 in
this group
THE SIXTEEN TYPES
10% (2)
By the use of
inferential statistics,
an estimate of the
distribution found in
the US population has
been gathered.
5% (1)
15% (3)
10% (2)
INFJ
INTJ
ISTJ
ISFJ
11.6%
0% (0)
0% (0)
1.5%
5% (1)
ISTP
ISFP
INFP
13.8%
0% (0)
8.8%
0% (0)
ESTP
5.1%
4.3%
0% (0)
ESTJ
8.7%
5% (1)
INTP
0% (0)
3.3%
5% (1)
ESFP
ENFP
ENTP
5% (1)
25% (5)
15% (3)
ENFJ
ENTJ
2.4%
1.8%
8.5%
ESFJ
12.3%
4.4%
2.1%
8.1%
3.2%
Each Of These Sixteen Types Is Gifted And Valuable
MB Creativity Index: (3*S/N)+J/P-E/I-(0.5*T/F)
Range: (400 to -150)
Einstein end /
Innovative
Edison end /
Adaptive
Rainmaker Index (Range: -100 to 100)  S/N – T/F
“Fuzzy” front end
Managing both sides
Adapter
Rose Noesges, Energizer Holding Co.
Joe Yanoska, American Greetings Interactive
How Great Leaders Inspire Action
EDGE Fellows
Summer Intern Program
The Ideas
• 45 business ideas studied
• From NE Ohio established businesses, start-ups,
and organizations.
• 30% of projects generate new revenue for NEO.
Connect
Develop
Grow
InnoQuest - Innovation Management Program
Next Meeting: Wednesday, June 19th
Topic: “Where and How to Innovate”
Austen Bioinnovation Institute in Akron