Session #7: Disinnovation: Why Standing Still is Not an Option

Transcription

1 Session #7: Disinnovation: Why Standing Still is Not an Option Presenter: Richard Brynteson, Ph.D. Elm Creek Saturday, Jan. 7, :15 a.m. 12:15 p.m.

2 Richard Brynteson, Ph.D. Dr. Richard Brynteson is an international consultant, author, executive coach, speaker and professor. As a professor at Concordia University, he helps lead a high quality MBA program. Much of his research, consulting, and writing has focused on innovation and behavioral economics. He has lived and worked on four continents.

3 Minnesota Hospital Association 2017 Winter Trustee Conference Dr. Richard Brynteson June 2015 Feeling stuck? Examples of stuckness? The landscape is littered. 1

4 The choice is yours! Cultural change. Personal change. Tools and techniques 2

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7 Velocity Uncertainty Complexity Ambiguity Nine Dot Exercise 4 lines 5

8 Nine Dot Exercise 3 lines 6

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10 Step #1: Forget Unlearn Destroy Dismantle Creative destruction 8

11 To innovate successfully, you must hire, work with, and promote people who are unlike you. If you want innovation, then practice creative abrasion. Managing the process of creative abrasion means making sure that everyone in the group is talking. 9

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15 Empathetic design: #1: Observation #2: Capturing data #3: Reflection and analysis #4: Brainstorming for solutions #5: Developing prototypes of possible solutions. 13

16 Name the greatest of all inventors. Accident. (Mark Twain) Key point: Who notices accidents? What do people do with accidents? One is the observed event: the invention is the way the mind seizes upon an inconspicuous occurrence. (Chowder) 14

17 Assumption Testing 15

18 1928, Fleming left window open next to petri dish with a colony of bacteria. He looked through a microscope at his ruined experiment. He saw mold destroying the bacteria. Accident plus acute observation. Percy Lebaron Spencer had 120 patents, mostly in the defense industry. One day, he walked by a magnetron- a machine used in radar. The candy bar in his pocket melted. He grabbed a handful of popcorn kernels and put them in front of the magnetron they popped! 16

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21 Unexpected occurrences Incongruities Process needs Industry and market changes Demographic changes Changes of perception New knowledge How about your organization? 19

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24 It is not about getting out of the box. It s about getting into another box. It s about how well connected you are. New technologies are a confluence of people, ideas, objects. 22

25 One designer had designed inflatable splints. Two others had worked on medical IV bags. Several others had worked on diagnostic instruments. Result: inflatable air bladder with mini pumps, tubes and valves. Ford s engineers brought together three manufacturing technologies that had evolved over the last hundred years and one that was relatively new: interchangeable parts, continuous work flow, the assembly line, and the electric motor. 23

26 Original idea proposed in Commercial efforts under way since Invented by Fulton in The components of both the steam engine and the ship s design drew from a continuous and incremental line of technological predecessors, each improving on the last. 24

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28 Risk and failure must be tolerated. Change should be sought out. The ability to challenge assumptions and to shift paradigms. Thinking of how to maximize potential rather than minimize losses. Understanding of the power of passion, humor, and joy. Tolerance of ambiguity and uncertainty Open dialogue: lively discussions, trust Encourage new ideas: brain writing, brainstorming, blue ocean sessions Reinforcement: Recognition Long term perspective: culture change is long term Challenge and involvement: building of responsibility Risk-taking: experimentation Freedom: Goals not means 26

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30 Ways to innovate 28

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