Innovation创新.ppt

HefinDavid赫芬戴维,Innovation创新Lectureslides,InnovationMBA创新,InnovationinContext创新环境InnovativeLeadersIndividualsandTeams创新领导人，个人和团队HowOrganisationsKillCreativity组织如何窒息创新Networks,RelationshipsandTheirImpact网络，关系及影响LearningandProblemSolving学习与问题解决ReflectivePracticeandBusinessDevelopment反思实践与企业发展,“innovation”创新,.andwhatisit?创新是什么,Why为何study学习,Innovationequals.创新等于,Innovation创新=Conception概念+Invention发明+Exploitation利用,TypologyofInnovations创新类别,ProductInnovation产品创新ProcessInnovation过程创新OrganisationalInnovation组织创新ManagementInnovation管理创新ProductionInnovation生产创新Commercial/MarketingInnovation商业/营销创新ServiceInnovation服务创新,Source:Trott,2002,Organisation组织中创新,Innovationinthe,Beginswithcreativity起始于创造性,CREATIVITY创造性,Land,labour,capital土地，人工，资本Creativity,knowledge,innovation,learningegMicrosoft,Google,RSC创造性，知识，创新，学习如微软，Google,RSC等Exercise:练习Howwouldyoudefinecreativity?你如何界定创造性Writedownanywordsorphrasesthatthetermsuggeststoyou写下该术语使你联想起的任何词语,CREATIVITY创造性,Newness:unusualnessandoriginality.Alsorelativenovelty(somethingthatisnoveltotheperceiver),egeatingwithchopsticks新鲜：不寻常和新颖，相对比较新奇（对接受者具有新意的东西）如用筷子吃饭Appropriateness:differentandapt.Thereceivingaudienceaccepttheideaandfinditappealing.Bluebananas?VanillaCoke?恰当性：不同和适当。受众接受该主意并发现它有吸引力，蓝香蕉？香草可乐？,Cananyonebecreative?人人都有创造性？Anhistoricalperspective历史角度,Creativityassociatedwithluckandperhapsspecialpeople;writers,painters,musicians创造性与运气和特殊人群相关，如作家，画家，音乐家等1950s:Creativitywasanabilitygrantedtothegiftedfew50年代：创造性是少数有天赋者的能力1960s:Mentalflexibiltythatcouldbelearnt60年代：可以学到的思想灵活性1970s:Relevantexperiencethatcouldguide70年代：可以作为指导的相关经验1980s:Intrinsicmotivation;becauseyouareinterested(readinghistorybooks?)80年代：自然动机；因为你感兴趣（读历史书？）1990s:SocialandOrg.context90年代：社会与组织环境,TheCreativeIndividual创造性个人,Identifypeople(famousorknowntoyou)whomyoubelievetobecreative.找出你认为有创造性的个人（你认识或出名者）Whatsortofpeoplearethey?他们哪种人Howdotheydothings?他们如何做事,PuttingCreativitytoWork让创造性发挥作用1,Creativity-originalthinking,anewwayofperceivingorreconfiguringdata.创造性新颖思维，新的认识方法或数据的重新组合Innovation-istheimplementationofcreativethinking.“endowingresourceswithanewcapacitytocreatewealth”(Drucker).ThecaseoftheClockworkRadio创新-创造性思维的实现。“赋予具有新的能力的资源以创造财富”（杜拉克）发条收音机例子,PuttingCreativitytoWork让创造性发挥作用2,Nodirectrelationshipbetweencreativethinkingandintelligence:linkiswithCURIOSITY,EXPERIENCE,MENTALFLEXIBILITY,CLIMATE创造性思维与智力没有直接关系，与好奇心，经验，思想灵活性和氛围相关Innovation,knowledgeandcommunication,创新，知识和沟通fundamentalsourceofwealth.财富的基本源泉Caninnovationbemeasured能否衡量创新,IndividualInnovation-InnovationandCreativity(MargaretWheatley)个人创新创新与创造性,Thehumancapacitytoinventandcreateisuniversal人的发明与创造能力是普遍的The21stCentury-complexsystemsandenvironmentalturbulance-noplacefordispiritingmechanisticthinking21世纪复杂系统与环境动荡消沉的机械式思维没有位置NewWorldvieworParadigm-basedonlivingsystems新的世界观或标准基于现实系统Startwiththeassumptionthatpeople,likealllife,arecreativeandgoodatchange开始假设人与所有生命体一样，具有创造性，善于改变Humansposseesthecapabilitiestodealwithcomplexityandinterconnection.人类具有应付复杂性和交互关系的能力,JaneHenry:BehavioursofCreativePeople创造性人的行为,Positivity:Opportunityseeking,tolerance积极性：寻找机会，容忍Playfulness:mentalflexibility,risktaker活跃性：思想灵活，冒险者Passion:motivation,commitment热情：动机，投入Persistence:experience,problemsensitivity坚韧性：经验，对问题敏感,Incrementalinnovation.渐进式创新,Theinnovationpathwayoftheradio收音机的创新之路Theinnovationpathwayofthevideocamera摄象机的创新之路Anymore?还有吗？,creativity,inabusinessorganisation?,WhatBLOCKS,什么抑制组织中的创新？,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Meaningengagescreativity-individualsmustengagewithmeaningfulproblems创造性意味着有意义人们必须做有意义之事Whendidanyoneevercreatesomethingtheydidntcareabout?何时有人创造出他们不在乎的东西？Whencarryingoutatask,howwellcanyoudoifyouthinkthewholethingispointless?在执行一项任务时，如果你认为整个事情无意义，你能做到多好？,Dependondiversity-ifasystembecomestoohomogenousitbecomesvulnerabletoenvironmentalshifts依赖多元性如果系统变得过于单一，它对于环境的变动将很脆弱WhatiftheSchoolofBusinessandManagementwasfullofaccountinglecturers?如果商业管理学院全都是会计教师将会怎样WhatifanInformationTechnologyfirmwasfullofsoftwareengineers?如果一家IT企业全都是软件工程师将会怎样,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Involveeveryonewhocares-encourageparticipation.Notwopeopleseetheworldthesameway.Wecannotforcechange.让所有关心的人参与进来鼓励参与，每两个人看世界的方式都不同，我们不能强行改变Perceptioniseverything.Trysittingunderthetable.Everyonewhocarescanmakeavalidandmeaningfulcontribution.观念决定一切。试一下坐在桌子下面。每一关心的人都能作出有效和有意义的贡献,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Diversityisthepathtounity-throughdiverseinterpretationswediscoveraunifyingcentre多元性是通向统一的途径通过不同的理解，我们发现一个统一的中心Thesethingsmustbebroughttogether:innovationisntaboutpeopleworkingaloneonpetprojects.这些东西必须聚集到一起：创新不是人们单独去做小项目,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Peoplewillalwayssurpriseus-movepastlabels.“Youcannothatesomeonewhosestoryyoudontknow”人人都有意外表现不要给人贴标签。“你不能讨厌你不了解其背景之人”Organisationalpoliticsandalackofempathykillinnovation.Thinkofsomeoneyourenotkeenon.Whydotheybehavethewaytheydo?组织政治以及缺乏同感窒息创新。想一个你不喜欢的人，他们为什么有那样的行为方式？,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Relyonhumangoodness-thereisnosubstituteforhumancreativity,humancaring,humanwill.Positivereinforcement.依赖人好的一面-人的创造性，人的爱心，人的意志。正面强化Ifpeopleunderstandwhywearedoingsomethingtheyaremorelikelytohelpusachieve.如果人们理解我们做某事的原因，他们更有可能帮助我们实现,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Stoptreatingorganisationsasmachines:structureisvitallyimportant.不要把组织看做机器：结构非常重要Howisyourorganisationstructuredanddoesthatstructurelenditselftoaninnovativeclimate?你单位结构如何？该结构是否有助于创新氛围的形成？,CreativityintheOrganisation(MargaretWheatley)组织中的创造性,Stoptheselffulfillingprophesy-passive,unemotional,fragmented,incapableofself-motivation,uninterestedinmeaningfulquestions不作自以为是的预言被动，缺乏热情，零乱，没有自我动力，对有意义的问题不感兴趣Talk,listen,reflect,support.交谈，倾听，反思，支持Dontbeovercritical不要过于尖刻,CreativityintheOrganisation组织中的创造性(MargaretWheatley),Exercise练习,Talent,Temperament,Technique才能，气质，技术,OrganisationalInnovationTheNewRoutetoWealth(GaryHamel)组织创新致富的新途径,Wheredoesnewwealthcomefrom?新的财富来自何方Consider考虑theminivan小汽车SonyWalkman索尼随身听CNNFirstLawoftheInnovationEconomy:Companiesthatarenotconstantlypursuinginnovationwillsoonbeoverwhelmedbyit(IBM).创新经济第一条定律：不持续追求创新的公司将被创新打败Strategyinnovationistheonlywaytodealwithdiscontinuousanddisruptivechange.战略创新是应付间断性和爆发性变化的唯一途径,OrganisationalInnovationTheNewRoutetoWealth(GaryHamel)组织创新致富的新途径,TheInnovativeImperative-doitnow!创新迫切性现在就做Yourenevertoooldtoinnovate-abandonstrategy-byhabit对于创新你永远不会太老放弃战略通过习惯TheInnovationLifeCycle创新生命周期Threerealities三个现实Theinevitabilityofcommoditisation商品化的不可避免性Theimpossibilityofforecastingfuturetrends未来趋势的不可预测性Thefutilityofwaitingforinspiration等待激励的无效性,OrganisationalInnovationTheNewRoutetoWealth(GaryHamel)组织创新致富的新途径,CreatinganInnovationEngine创造一个创新引擎Recognizingthatinnovationdoesnotfollowascheduleeg:Nokiacolour-co-ordinatedmobilephones认识创新并不按照计划进行。如：诺基亚彩色手机外壳Shatterthestrategymonopoly.Toencourageinnovation,unlockideasfromacrossthecompanyeg;VirginAtlantic/VirginBride打破战略垄断。鼓励创新，从全公司收集主意如维珍大西洋航空/维珍新娘FromIdeastoAction-creatingabreedof“innovationactivists”.eg:DisneyImagineers从主意到行动创造一代“创新活动家”如迪斯尼想象师Startnewconversations,seeknewperspectives,sparknewpassions从新的对话开始，寻找新的角度，激发新的热情,WLGOREAssociates戈尔伙伴公司,Ingroupsof4addressthefollowing;4人一组解决以下问题HowdoestheGorecompanycomparewiththetheorythatwehaveidentifiedsofar(youmayconsiderforexamplehisbackgroundandeducationandthatofhisemployees)?戈尔公司与我们目前所学到的理论相比较如何？可以考虑他和他的员工的背景及受教育情况Arethereelementsofthecompanythatmaymakeemployeesuncomfortable?公司是否有让员工感觉不自在的成分Arethereimprovementsyouwouldliketomake?你是否想提出一些改进？,So.那么,Whathappenstocreativemanagers?创造性经理会如何？,InnovativeInsiders创新的内部人,CreativeLeader:shouldhaveavisionandbeabletoinspireothers创造性领导：应具有远见并能激励他人Champions:developamoretangiblestrategy,advocateanewapproachandgatherpeopletogether旗手：制定更为有形的战略，倡导新的方式并聚集人们CreativeManager:ensureasuitablyopenatmospheretoensurethatothersareabletooperatefreely创造性经理：确保合适的开放氛围以保证他人能够自由发挥,Kanter坎特,Kantersuggeststhatsomeorganisationsdonotlendthemselvestoinnovationeveniftheyrequireit.坎特认为有些组织尽管需要创新但却并不致力于创新Theseorganisationsareoftennotentirelydevoidofinnovatorshowever然而这些组织常常并不完全缺乏创新者Theymaycontain“corporateentrepreneurs”他们可能拥有“团体企业家”,Kanter:CorporateEntrepreneurs坎特：团体企业家,Thegeneralist,thepeoplewhostepoutsidetheprocessesoftheorganisation(perceptionagain!)通才，走出组织程序之外的人（又是观念）“Kaleidoscopethinking”万花筒思维TheexampleofClarenceBirdseyeClarenceBirdseye的例子Thinkingdifferently:sittingunderthetable不同的思考：坐在桌子下面Persistence:settingagoalandsufferingsetbacks坚持不懈：设定目标并经受挫折,Kanter:CorporateEntrepreneurs坎特：团体企业家,Communicatingyourvision:whenready传达你的远见：准备好时Thecoalitionbuilders建立同盟Supportersacrosstheorganisation全组织的支持者Bankers,informationsources,legitimisers银行