Dear All,
Please find attached PPT on Innovation & Creativity in Organisation. Its small and to the point PPT. I hope you all will find it useful for your Organisation. Please post your comments and feedback for the same.
Regards
Sarang
Forscher Consultancy
Email-1:sarang@forscher.co.in
Email-2:being.innovator@gmail.com
Web: Forscher Consultancy
From India, Mumbai
3Please find attached PPT on Innovation & Creativity in Organisation. Its small and to the point PPT. I hope you all will find it useful for your Organisation. Please post your comments and feedback for the same.
Regards
Sarang
Forscher Consultancy
Email-1:sarang@forscher.co.in
Email-2:being.innovator@gmail.com
Web: Forscher Consultancy
From India, Mumbai
Thanks Mohan,
Well one of the slide says "Innovation and Creativity can be applied anywhere in everything we do". Its basically taken from 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 on below link, its a last video on list of Innovations defined by MNC companies videos. The Interview is very interesting and gives info about how Innovation is defined and handled in P&G. Please visit link below for details:
Being Innovator & Creative: Videos on Innovation
Please let me know if link doesn't work, I will post you tube 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
Well one of the slide says "Innovation and Creativity can be applied anywhere in everything we do". Its basically taken from 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 on below link, its a last video on list of Innovations defined by MNC companies videos. The Interview is very interesting and gives info about how Innovation is defined and handled in P&G. Please visit link below for details:
Being Innovator & Creative: Videos on Innovation
Please let me know if link doesn't work, I will post you tube 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
i'm Dr Edward Dias managing Director of Diaspagapong plc. I have resigned fr that company and i have form my own company by the name of Edward Dias & Associates doing Consultancy Training and Publishing. My website is being designed and other websites will be linked to it helping HR mainly. So please pray that it will be a good and a services company to all of us.
I'm
From Bangladesh, Dhaka
I'm
From Bangladesh, Dhaka
A senior HR professional mailed me, saying that he's going to be part of a panel discussion on Innovation and what are the areas I think HR can impact innovation. Here's what I wrote back to him:
1. If the culture of an organization is not geared to innovation, then a “skunkworks” approach to innovation is best. That is, a place and structure and group of people separated from the parent company – to form a separate group without the systems and processes of the parent group to reduce innovation.
2. On a personal level, innovation is the way to see reality from a different point of view – hence HR needs to stress on systems and processes that drive diversity in thought and execution.
3. Performance management needs to be tweaked so that risks are rewarded and inaction is penalized. The more risks are taken, the better the chances of innovation. That would also mean that managers need to change the way they view failures.
4. Move focus away from saying No to saying Yes. When an employee approaches a manager with a new idea or innovation in doing the work, the manager should be able to say yes easily, and when he/she says no, he/she should write a business case on why the idea won’t work. This process would incentivize saying Yes instead of No
From India, New Delhi
1. If the culture of an organization is not geared to innovation, then a “skunkworks” approach to innovation is best. That is, a place and structure and group of people separated from the parent company – to form a separate group without the systems and processes of the parent group to reduce innovation.
2. On a personal level, innovation is the way to see reality from a different point of view – hence HR needs to stress on systems and processes that drive diversity in thought and execution.
3. Performance management needs to be tweaked so that risks are rewarded and inaction is penalized. The more risks are taken, the better the chances of innovation. That would also mean that managers need to change the way they view failures.
4. Move focus away from saying No to saying Yes. When an employee approaches a manager with a new idea or innovation in doing the work, the manager should be able to say yes easily, and when he/she says no, he/she should write a business case on why the idea won’t work. This process would incentivize saying Yes instead of No
From India, New Delhi
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
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
Dear all,
Innovation & Creativity in small firms/organization can be attained in collaboration of business goals by foll. approaches:
1. Link Incentive Plans with creativity by keeping others factors same.
2. Promote new concepts ideas that save money, time and/or energy.
3. Training & development.
4. link it with CSR intiatives
surely if creativity will save the money, more and more co's will willingly take part and promote the good culture.
regards
Manish Gupta
From India, Mumbai
Innovation & Creativity in small firms/organization can be attained in collaboration of business goals by foll. approaches:
1. Link Incentive Plans with creativity by keeping others factors same.
2. Promote new concepts ideas that save money, time and/or energy.
3. Training & development.
4. link it with CSR intiatives
surely if creativity will save the money, more and more co's will willingly take part and promote the good culture.
regards
Manish Gupta
From India, Mumbai
Dear All,
Please read below article on Moneycontrol to understand importance of Innovation Initiatives in Company.
HP bullish on India, says innovation is key to success - CNBC-TV18 -
Regards
Sarang
From India, Mumbai
Please read below article on Moneycontrol to understand importance of Innovation Initiatives in Company.
HP bullish on India, says innovation is key to success - CNBC-TV18 -
Regards
Sarang
From India, Mumbai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Creativity and Innovation Quotations for Training program.doc
Innovation and Creativity (IC).pdf