Innovation and Learning
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1 Our most important innovation is the way we work Innovation and Learning The convergence of two critical disciplines 1 Curtis R. Carlson, Ph.D. Founder and CEO, Practice of Innovation President and CEO, SRI International: curt@practiceofinnovation.com website: September 26, 2016
2 How Is This Possible? $27B $7B $50B 3
3 Innovation s 5 Disciplines 1. Important customer and market needs X 2. Value creation process X 3. Innovation champions X 4. Innovation teams X 5. Organizational alignment = Societal success Top 10 Business Book of the Year! 14
4 Main Points Best time ever but performance is poor Innovative success requires rigorous adherence to value-creation best practices Today s students need value creation skills Both are mastered through project-based learning 4
5 Many Bad Ideas It s all about creativity and culture Only a few people can innovate Discipline destroys creativity Academics are not innovators Fail fast to succeed early Learn fast to succeed early 9
6 Learning Amplifiers Doing Real-Time Feedback Multiple Representations Teams Mentors Human Values Positive Incentives Tools and Frameworks Big Ideas Assessment The key insight All integrated into a complete system
7 Global Innovation Economy Exponential progress Intense competition New business models Endless opportunities Moore s Law 7
8 Jobs, Growth, and Prosperity Fewer new companies: fewer jobs Lower incomes 55 Less job security Competition: 1M/week moving to cities
9 NSF and NRF Center Programs Large government RD&I programs are marginally effective They do not use value-creation best practices Fail to address the important opportunity Inadequate pre-proposal process; poor team selection Failure to have and use a value-creation playbook syllabus Non-existent collaboration process: PIs work individually U.S. NSF Eng. RD&I Centers Singapore NRF Eng. RD&I Centers 9
10 What Is Innovation? Innovation: Delivery of new, sustainable value to society Invention: Something novel reduced to practice Creativity: Something original and imaginative 10
11 Value Creation is Learning Make an impact 3 Start over Innovation Value Important need 2 Value creation 11 R&D 1 Time
12 Def n of Stakeholder/Customer Value Value = Customer benefits Customer costs Benefits and costs as perceived by the stakeholder/customer: not by us 12
13 Framework: Value Propositions Need Important Approach Benefits/costs Competition or alternatives 13
14 Value-Creation Forums Recurring, multidisciplinary, and facilitated meetings 3-5 teams, 2-10 minute NABCs with feedback Presenters listen: no arguing Risk-reduction, IP, bring-it-to-life 17
15 Changing Needs of Society Innovation economy Value creation Knowledge economy Programing Industrial economy Drafting Agrarian economy Animal husbandry 15
16 What s the Purpose? Engineering Math, biology, chemistry, physics Economics, business Art, media, architecture Social sciences, psychology Political science!
17 Cornerstone Math: Blended Learning green
18 Transformational Results Student Total Gain Experimental group Control Treatment Individual classrooms ordered by rank
19 Aalto: Innovation Factories 19
20 Design Innovation: d.school 20
21 WPI s Global Projects
22 Girls Middle School
23 Main Points Best time ever but performance is poor Innovative success requires rigorous adherence to value-creation best practices Today s students need value creation skills Both are mastered through project-based learning 23
24 The way we work is our most important innovation Thank You Curtis R. Carlson, Ph.D. Founder Curtis and CEO, R. Carlson, Practice Ph.D. of Innovation President and Founder CEO, and SRI General International: Manager The Practice of Innovation 2 Portola Valley CA website: curt.carlson.cie@gmail.com September 26, Copyright 2015 The Practice of Innovation Curtis R. Carlson Not to be copied or distributed in any form without written permission
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