Welcome! Our Journey

Transcription

1 Welcome! Our Journey

2 Alex Venn, 2001 Reflections on the keynote The context of the 21st century 1. Change: The pace is accelerating Necessity 1: Concurrency 3. Change - Increased connectivity Rate of Change What Matters to consumers... Changing Consumers Concurrency Necessity 2: Collaboration????? Human factors insights Emotional competence Technical competence Luxury, lust & passion Market driven by senses Market driven by individualism & fascination Market driven by value & quality Connectivity Complexity Collaboration Market driven by Distribution quantity & price competence Change - Convergence Convergence Innovation Necessity 3: Innovation Challenges to Humanity 5. Change: (Innovation) Challenges Scarcity of water Traffic Decreasing bio-diversity Renewable energy Obesity Deforestation Emerging economies Poverty Ageing population Financial crises Subsidies Floods Fast food Semi-arid land Terrorism

3 The context of the 21st century Individually, use the FoI Cards to explore what does it mean for your organisation? what are your strength, what your weaknesses? what challenges and opportunities arise from it? 5 min The context of the 21st century At your table using the FoI Cards, share your strength, weaknesses, challenges and opportunities 15 min Are there common themes? Is someone s strength someone else weakness?

4 Reflections on the keynote Perspective on Innovation

5 Things that have stayed the same Principle 1: Understanding the Context

6 Principle 2: A Holistic Approach The BvS Innovation Framework Principle 3: Understanding Human Nature

7 Things that have changed From NPD to neuroscience

8 Fear disables innovation Safety Unconditional respect or love Being listened to Clarity Permission Authentic attention Acknowledgement Trust Inclusion Generosity Physical threat Fear/Anxiety/Guilt Rejection/Exclusion Ambiguity & lack of clarity Perceived unfairness Not being listened to Sarcasm Being told how to think Being judged Vulnerability Group 8 Education VASSP Conference 18/19 August 2008 Laughter facilitates it

9 Leading, not best practice Leading of and for innovation Leaders of innovation: Personal characteristics (open, ambitious, committed, demanding, confident, courageous, passionate, good communicator Attitude (lateral thinker, rule benders, risk taker, customer obsessed, visionary) Ability to engages others (inspires, listens, involves, cares, ensures fun) Leading for innovation: execute projects Understanding innovation and its requirement provide the context Appreciating differences, their contributions, and implications Creating an environment in which innovation can thrive

10 Leading By Example The Mehrabian Model 55% 38% 7% We Need Differences...

11 ... which is not without challenges... As sales requested it As the drawing office designed it As production engineering saw it As the works built it As the service engineers installed it As the customer thought he described it to sales Dr Bettina von Stamm Source: Michael Smith in Lawrence, th October visualisation helps...

12 Experiencing Complexity Rules: Move slowly Keep moving Working in complexity Clear individual objective Few simple rules Discretion which way to move freedom of action Continuous feedback Tolerance to ambiguity/chaos The will and the skill of participants Underlying purpose Willingness to give up control Will, skill, mindset

13 Break Innovation Needs Diversity

14 Challenges include... Preferring the like-minded Wanting to fit in / fear to stand out Prejudices against those who are different Personal filters in seeing the world Language problems Why we need diversity

15 The KAI Instrument 25% 50% 25% Adaptor Innovator Conserver Pragmatist Originator Will only change if they really have to Change if it makes sense Want to push change Based on the work of Prof Michael Kirton Prejudices Is see high As as Boring Stodgy Over-cautious Old-hat Outdated As see high Is as Reckless Abrasive Dangerous Inefficient Out of control undisciplined

16 Professional preferences 96 Medical Practitioners Accounting Sales Finance Marketing Medical Researchers Adaptor Innovator Professional preferences 96 Accounting Finance Sales Marketing Medical Medical Practitioners Researchers Copying Energy Adaptor Innovator

17 Acceptance of others High Perception of Competence Low FRIENDS AVOID VALUE AND APPRECIATE KILL Low High Difference in KAI score Source: Charlie Prather Personal Styles Based on Make your Style Work for You David Merrill & Roger Reid, Radnor, PA.: Chilton, 1981

18 What is your dominant style Controls Emotions 4 Analytical 1 Driver Asks Tells 3 Amiable 2 Expressive Shows Emotions Dr Bettina von Stamm 35 7th October 2016 Personal styles Analytical formal measured + systematic seek accuracy / precision dislike unpredictability and surprises Amiable conforming less rushed + easy going seek appreciation dislike insensitivity & impatience Driver business like fast + decisive seek control dislike inefficiency and indecision Expressive flamboyant fast + spontaneous seek recognition dislike routine and boredom

19 Under Stress Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic Fears about change Analytical not enough information making a wrong decision being forced to decide Driver loss of control failure lack of purpose Amiable damaged relationships confrontations not being recognised for efforts Expressive being ignored being asked for detail being linked with failure

20 How to work better with other styles Analytical Tell How first List pros and cons Be accurate, logical Provide evidence Give them time Provide deadlines Don t rush or surprise Amiable Tell Why first Ask vs. tell Draw out their opinions Explore personal life Define expectations Strive for harmony Avoid deciding everything for them Driver Tell What first Keep fast paced Don t waste time Be businesslike Give some freedom Talk results Find shortcuts Expressive Tell Who first Keep fast paced Be enthusiastic, allow for fun Support creativity, intuition Talk about people and goals Handle the details for them Value feelings and opinions Be flexible Moving ahead

21 Given what you have learned today what specific things can you do in order to thrive in today s fastpaced and complex context by collaborating more / improving conditions for collaboration across boundaries? making your organisation more innovative / support innovation better? 5 min Parting thoughts

22 Thank You & Stay in Touch! uk.linkedin.com/in/bettinavonstamm/ BvonStamm