Dear All,
Please find attached a PPT on Innovation & Creativity in Organization. It's a concise presentation, and I hope you will find it useful for your organization. Kindly share your comments and feedback.
Regards,
Sarang
Forscher Consultancy
Email 1: sarang@forscher.co.in
Email 2: being.innovator@gmail.com
Web: [Forscher Consultancy](http://www.forscher.co.in)
From India, Mumbai
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3Please find attached a PPT on Innovation & Creativity in Organization. It's a concise presentation, and I hope you will find it useful for your organization. Kindly share your comments and feedback.
Regards,
Sarang
Forscher Consultancy
Email 1: sarang@forscher.co.in
Email 2: being.innovator@gmail.com
Web: [Forscher Consultancy](http://www.forscher.co.in)
From India, Mumbai
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Hi Mohan,
One of the slides says, "Innovation and Creativity can be applied anywhere in everything we do." It's basically taken from an Interview of P&G CEO "A.G. Lafley" with Harvard Business School Publishing Head on Innovation in Procter & Gamble (P&G). You can watch this interview on my blog via the link below. It's the last video on the list of Innovations defined by MNC companies videos. The interview is very interesting and provides information about how Innovation is defined and handled in P&G. Please visit the link below for details:
Being Innovator & Creative: Videos on Innovation
Please let me know if the link doesn't work, and I will post a YouTube link for the same.
Thanks,
Sarang
Forscher Consultancy
Email-1: sarang@forscher.co.in
Email-2: being.innovator@gmail.com
Web: Forscher Consultancy
From India, Mumbai
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One of the slides says, "Innovation and Creativity can be applied anywhere in everything we do." It's basically taken from an Interview of P&G CEO "A.G. Lafley" with Harvard Business School Publishing Head on Innovation in Procter & Gamble (P&G). You can watch this interview on my blog via the link below. It's the last video on the list of Innovations defined by MNC companies videos. The interview is very interesting and provides information about how Innovation is defined and handled in P&G. Please visit the link below for details:
Being Innovator & Creative: Videos on Innovation
Please let me know if the link doesn't work, and I will post a YouTube link for the same.
Thanks,
Sarang
Forscher Consultancy
Email-1: sarang@forscher.co.in
Email-2: being.innovator@gmail.com
Web: Forscher Consultancy
From India, Mumbai
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I'm Dr. Edward Dias, Managing Director of Diaspagapong plc. I have resigned from that company and have formed my own company by the name of Edward Dias & Associates, specializing in Consultancy, Training, and Publishing. My website is currently being designed, and other websites will be linked to it to assist mainly in HR. Please pray that it will be a good services company for all of us.
From Bangladesh, Dhaka
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From Bangladesh, Dhaka
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A senior HR professional emailed me, stating that he's going to be part of a panel discussion on Innovation and asking for my thoughts on the areas where HR can impact innovation. Here's my response:
1. If the culture of an organization is not geared towards innovation, then a "skunkworks" approach to innovation is best. This involves creating a separate place, structure, and group of people separated from the parent company—to form a distinct group without the systems and processes of the parent group to foster innovation.
2. On a personal level, innovation is a way to perceive reality from a different perspective; therefore, HR needs to emphasize systems and processes that promote diversity in thought and execution.
3. Performance management should be adjusted so that risks are incentivized and inaction is penalized. Encouraging risk-taking increases the likelihood of innovation. This also implies that managers need to alter their perception of failures.
4. Shift the focus from saying No to saying Yes. When an employee presents a new idea or innovation to a manager, the manager should be willing to say yes readily. If the answer is no, the manager should provide a business case explaining why the idea may not work. This approach would encourage a culture of saying Yes instead of defaulting to No.
From India, New Delhi
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1. If the culture of an organization is not geared towards innovation, then a "skunkworks" approach to innovation is best. This involves creating a separate place, structure, and group of people separated from the parent company—to form a distinct group without the systems and processes of the parent group to foster innovation.
2. On a personal level, innovation is a way to perceive reality from a different perspective; therefore, HR needs to emphasize systems and processes that promote diversity in thought and execution.
3. Performance management should be adjusted so that risks are incentivized and inaction is penalized. Encouraging risk-taking increases the likelihood of innovation. This also implies that managers need to alter their perception of failures.
4. Shift the focus from saying No to saying Yes. When an employee presents a new idea or innovation to a manager, the manager should be willing to say yes readily. If the answer is no, the manager should provide a business case explaining why the idea may not work. This approach would encourage a culture of saying Yes instead of defaulting to No.
From India, New Delhi
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Greetings,
I echo the opinions shared here. In addition to it here's an interview of Fred J. Palensky, chief technology officer at one of the world’s most innovative companies, explains how to foster the ongoing cross-pollination of ideas, as published on Strategy + Business .
S+B: Can you describe how 3M’s open innovation processes are organized?
PALENSKY: The reason 3M is what it is today — a company that has developed organically across consumer, electronic, transportation, industrial, safety, security and display, and electronic markets — is our shared, leveraged technology and innovation model. We assume that technologies and technological capabilities have no boundaries or barriers. Any product or manufacturing technology is available to any business in any industry in any geography around the world.
As the company’s senior technology executive, I’m responsible for the corporate research laboratories. I represent the entire technical community at 3M, which includes about 10,000 R&D people in 73 labs around the world. About 15 to 20 percent of those people work in corporate research, which is responsible for developing, transmitting, and supporting technologies throughout the company. I also head up the corporate technical operations committee, or CTOC, which ensures the development, health, sustainability, and transmission of 3M’s tech capabilities across all the businesses, geographies, and industries in which we operate.
We have 63 full-scale operating businesses in dozens of industries in more than 70 countries around the world. Each one of those businesses conducts its own research, while maintaining connections with all the other R&D operations throughout the company.
S+B: What enables the cross-pollination of ideas?
PALENSKY: We believe that no one business has everything it needs to conduct business in its marketplace without leveraging the rest of the company. So every single technical employee in the company has dual citizenship — they’re part of a particular business, lab, or country, and part of the 3M global technical community. We don’t restrict people from moving from one business to another, from one industry to another, or across country boundaries. Most of the people who run the businesses, the country offices, and the labs have been in five or six or 10 different parts of the company before. They’ve grown up inside the 3M culture. I myself have been at 3M for 34 years, and I’ve had 14 different jobs in five different industries and three different countries. I like to think of it as a movement of people and ideas that’s not mandated but officially endorsed.
S+B: 3M also has an active external open innovation program. Can you describe it?
PALENSKY: Our corporate labs are continually bringing in new employees and technologies from universities and other sources. And we collaborate closely with customers. We have 30 customer technology centers around the world, where our technical and marketing employees meet with customers and expose them to the full range of 3M technology platforms. We ask them what their technical issues, problems, and opportunities are, and whether any of 3M’s many different technologies can help them. The constant technical interaction is critical in creating new innovations.
S+B: Can you discuss a specific product that arose out of 3M’s open innovation process?
PALENSKY: Really, all of them. To take one example, we just introduced an entirely new kind of sandpaper — shaped, fine-grained, self-sharpening, structured abrasives. The mineral technology came from the abrasives division, some of the shape technology came from optical systems, coating technologies came from the tape division, and mathematical modeling and fracture analysis came from the corporate research center. Altogether, the abrasives division used seven different technologies to create the product, only two of which came from the division itself.
S+B: What role does culture play in sustaining open innovation at 3M?
PALENSKY: I think our success is driven much more by culture than it is by structure or organization. We’ve been practicing open innovation at 3M throughout our history. The company started out making sandpaper, and our salesmen sold our products to all kinds of people. When they visited auto-body shops, they watched workers struggle to paint fine lines and borders. So the salesmen went back to the office and talked about the problem. That was the beginning of our masking tape business. That’s the culture that has sustained us ever since.
But we also actively support that culture. All of our technical people at the corporate labs dedicate about 15 percent of their efforts toward programs, interactions, learning, and teaching in areas outside their particular responsibilities. In addition to the various programs we’re developing at the corporate labs, we are working on more than 300 joint programs with various divisions and businesses. So, in addition to their corporate responsibilities, everyone is also a member of a team that is working alongside division members in either technology transfer or new product development projects.
All of this creates a community of collaboration, and it ensures that everybody has some skin in the innovation game. And because our senior leaders have grown up in this culture, they continue to nurture and protect this highly collaborative, enterprising environment. Cultures are unique and extraordinarily difficult to duplicate. And it takes a real effort to sustain them.
Source:Strategy+Business
From India, Mumbai
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I echo the opinions shared here. In addition to it here's an interview of Fred J. Palensky, chief technology officer at one of the world’s most innovative companies, explains how to foster the ongoing cross-pollination of ideas, as published on Strategy + Business .
S+B: Can you describe how 3M’s open innovation processes are organized?
PALENSKY: The reason 3M is what it is today — a company that has developed organically across consumer, electronic, transportation, industrial, safety, security and display, and electronic markets — is our shared, leveraged technology and innovation model. We assume that technologies and technological capabilities have no boundaries or barriers. Any product or manufacturing technology is available to any business in any industry in any geography around the world.
As the company’s senior technology executive, I’m responsible for the corporate research laboratories. I represent the entire technical community at 3M, which includes about 10,000 R&D people in 73 labs around the world. About 15 to 20 percent of those people work in corporate research, which is responsible for developing, transmitting, and supporting technologies throughout the company. I also head up the corporate technical operations committee, or CTOC, which ensures the development, health, sustainability, and transmission of 3M’s tech capabilities across all the businesses, geographies, and industries in which we operate.
We have 63 full-scale operating businesses in dozens of industries in more than 70 countries around the world. Each one of those businesses conducts its own research, while maintaining connections with all the other R&D operations throughout the company.
S+B: What enables the cross-pollination of ideas?
PALENSKY: We believe that no one business has everything it needs to conduct business in its marketplace without leveraging the rest of the company. So every single technical employee in the company has dual citizenship — they’re part of a particular business, lab, or country, and part of the 3M global technical community. We don’t restrict people from moving from one business to another, from one industry to another, or across country boundaries. Most of the people who run the businesses, the country offices, and the labs have been in five or six or 10 different parts of the company before. They’ve grown up inside the 3M culture. I myself have been at 3M for 34 years, and I’ve had 14 different jobs in five different industries and three different countries. I like to think of it as a movement of people and ideas that’s not mandated but officially endorsed.
S+B: 3M also has an active external open innovation program. Can you describe it?
PALENSKY: Our corporate labs are continually bringing in new employees and technologies from universities and other sources. And we collaborate closely with customers. We have 30 customer technology centers around the world, where our technical and marketing employees meet with customers and expose them to the full range of 3M technology platforms. We ask them what their technical issues, problems, and opportunities are, and whether any of 3M’s many different technologies can help them. The constant technical interaction is critical in creating new innovations.
S+B: Can you discuss a specific product that arose out of 3M’s open innovation process?
PALENSKY: Really, all of them. To take one example, we just introduced an entirely new kind of sandpaper — shaped, fine-grained, self-sharpening, structured abrasives. The mineral technology came from the abrasives division, some of the shape technology came from optical systems, coating technologies came from the tape division, and mathematical modeling and fracture analysis came from the corporate research center. Altogether, the abrasives division used seven different technologies to create the product, only two of which came from the division itself.
S+B: What role does culture play in sustaining open innovation at 3M?
PALENSKY: I think our success is driven much more by culture than it is by structure or organization. We’ve been practicing open innovation at 3M throughout our history. The company started out making sandpaper, and our salesmen sold our products to all kinds of people. When they visited auto-body shops, they watched workers struggle to paint fine lines and borders. So the salesmen went back to the office and talked about the problem. That was the beginning of our masking tape business. That’s the culture that has sustained us ever since.
But we also actively support that culture. All of our technical people at the corporate labs dedicate about 15 percent of their efforts toward programs, interactions, learning, and teaching in areas outside their particular responsibilities. In addition to the various programs we’re developing at the corporate labs, we are working on more than 300 joint programs with various divisions and businesses. So, in addition to their corporate responsibilities, everyone is also a member of a team that is working alongside division members in either technology transfer or new product development projects.
All of this creates a community of collaboration, and it ensures that everybody has some skin in the innovation game. And because our senior leaders have grown up in this culture, they continue to nurture and protect this highly collaborative, enterprising environment. Cultures are unique and extraordinarily difficult to duplicate. And it takes a real effort to sustain them.
Source:Strategy+Business
From India, Mumbai
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Dear all,
Innovation and creativity in small firms/organizations can be achieved through collaboration with business goals by following approaches:
1. Link incentive plans with creativity while keeping other factors constant.
2. Promote new concept ideas that save money, time, and/or energy.
3. Training and development.
4. Link it with CSR initiatives.
Surely, if creativity can lead to cost savings, more companies will willingly participate and promote a positive culture.
Regards,
Manish Gupta
From India, Mumbai
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Innovation and creativity in small firms/organizations can be achieved through collaboration with business goals by following approaches:
1. Link incentive plans with creativity while keeping other factors constant.
2. Promote new concept ideas that save money, time, and/or energy.
3. Training and development.
4. Link it with CSR initiatives.
Surely, if creativity can lead to cost savings, more companies will willingly participate and promote a positive culture.
Regards,
Manish Gupta
From India, Mumbai
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Dear All,
Please read the article on Moneycontrol to understand the importance of Innovation Initiatives in a company.
[HP bullish on India, says innovation is key to success - CNBC-TV18](http://www.moneycontrol.com/news/business/hp-bullishindia-says-innovation-is-key-to-success_564065.html)
Regards,
Sarang
From India, Mumbai
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Please read the article on Moneycontrol to understand the importance of Innovation Initiatives in a company.
[HP bullish on India, says innovation is key to success - CNBC-TV18](http://www.moneycontrol.com/news/business/hp-bullishindia-says-innovation-is-key-to-success_564065.html)
Regards,
Sarang
From India, Mumbai
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