© 2013: chris trimble. this presentation may be shared...

© 2013 Chris Trimble

Spoiler Alert

It is best to watch this video

after you read Stella.


Part I – Stella’s Core Message

Part II – The Most Common Objection


Who Really Saved the Farm?


The TEAM saved the farm.


How can I identify the

real innovation heroes

in my organization?


How can I knock down at

least some of the barriers

that they will face?


Innovation is a two-part

challenge:

IDEAS

EXECUTION


Sure, one person can come

up with an idea …


But can one person execute?


The execution challenge:

Tackle two tasks at once –

1) Build something new 2) Sustain what exists


These two tasks are:

Very distinct

and very often in conflict.


Innovation requires a special kind of team.


Not just a team

but a team with a

very specific structure.


Organizations Are Designed to be Performance Engines

Performance Engine

Ongoing Operations • Today’s Customers • Today’s Competitors • Efficiency • Accountability • On-Spec • On-Budget • On-Time • Profitable


Fundamental Incompatibilities

Predictability Repeatability Method of the Performance Engine

Uncertain Non-Routine Realities of Innovation


Resources for Innovation are Scarce!

Performance Engine

Innovation

20


OK, so how do you

simultaneously:

1) Build something new 2) Sustain what exists


The TEAM is

a PARTNERSHIP

between a DEDICATED TEAM

and a SHARED STAFF.


A Special Kind of Team

PARTNER-SHIP

Dedicated Team

Shared Staff


You CAN ask the Shared Staff to do MORE work …

But you CANNOT ask the Shared Staff to do DIFFERENT work.


The Shared Staff Can Only Take on Tasks that:

1) Are Familiar or Quickly Learned

2) Fit Existing Workflows 3) Fit Existing Roles



PARTNER-SHIP

Dedicated Team

Shared Staff



Partnership Dedicated Team

Shared Staff

Project Leader

Functional Heads

General Manager

Senior Leader

Performance Engine

All Other Performance

Engine Staff

Detached Analyst


Common Error #1 Failing to Create a Dedicated Team

Performance Engine


Common Error #2 Isolating Innovation

Performance Engine

Dedicated Team


Common Error #3 Breaking the Performance Engine

Performance Engine


Common Error #4 - Asking Too Much of the Performance Engine

Dedicated Team

Shared Staff

PARTNER-SHIP


Common Error #5 Building a Little Performance Engine

Shared Staff

LPE PARTNER-SHIP


Common Error #6 Poorly Managed Partnership

Hostility Dedicated Team

Shared Staff



PARTNER-SHIP

Dedicated Team

Shared Staff


The Farm’s Special Kind of Team

Stella

Andrea The Alpaca

Matt Max

Maisie

Animal Care Staff

Mav

Rambo

Bull

Deirdre

Performance Engine

All Other

Animals Esp. Sheep

Einstein


How hard is it to have a productive

discussion about Stella?


It is easy!

Just gather a few colleagues for a casual meeting to discuss:

Who really saved the farm?


Part I – Stella’s Core Message

Part II – The Most Common Objection


A Dedicated Team for a single initiative seems very expensive.

It is always necessary?


What is innovation?

Sustaining Disruptive

Incremental Radical Reverse Strategic

Architectural Modular

Competence Enhancing Competence Destroying


Definition of Innovation:

Any project that is new to you and has an uncertain outcome.


Innovation Spectrum

Harder Easier


Projects require resources.


Physics of Innovation

Rtot = Rops + Rinn


The Critical Resource: TIME

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


The Critical Resource: TIME

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Part Time Contributions from All

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Innovation


Part Time Contribution from Some

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Innovation


Full Time Contribution from a Few

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Inn

ovat

ion


Innovation Depends on “Leftover” Resources

People

Frac

tio

n o

f Ti

me

10%

80%

90%

70%

60%

40%

50%

30%

20%

100%

Ongoing Operations

0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Inn

ovat

ion

Innovation


The Key to Success:

Assign the right tasks to the right people,

full time and part time.


Innovation Spectrum

Harder Easier


Innovation Spectrum

Harder Easier

Model R

Model S

Model C


Three Models for Innovation

Model S Small

Model R Repeatable

Model C Custom


Model S

• Create a “Culture of Innovation”

• Encourage all employees to pursue innovation every day, on their own initiative.

• Innovation = Ideas + Motivation


Model S Roles

PART TIME FULL TIME

Model S Take Initiative Provide Support


Innovation Spectrum Model S is for Small Projects

Model S

Limitations of Individual Slack Time

Harder Easier


Model R

• Repeatable Innovation

• Treat innovation like any other business process. Script it. Make it efficient. Make it routine.

• Innovation = Ideas + Process


Models S and R: Roles and Responsibilities

PART TIME FULL TIME


Model R Commercialize Develop


The more efficient the innovation process becomes, the more

specialized it becomes.


Innovation Spectrum

Harder Easier

Model R

Model S

Model C

Limitations of Repeatability

Limitations of Individual Slack Time



PARTNER-SHIP

Dedicated Team

Shared Staff


Three Models: Roles and Responsibilities

PART TIME FULL TIME


Model R Commercialize Develop

Model C

Familiar Tasks

Existing Workflows Same Roles

Unfamiliar Tasks New Workflows Custom Roles


Three Models: What Each Delivers

Model S Lots of small projects

Model R

Model C

Series of similar projects

One special project


Three Models: How Each Deals With the Performance Engine

Model S Squeeze innovation into the slack in the system.

Model R

Model C

Make innovation look as much like day to day operations as possible

Separate incompatible innovation tasks from day to day operations

© 2013: chris trimble. this presentation may be shared...

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