creativity and innovation - ketchum change

WHAT ARE CREATIVITY AND INNOVATION?

WHY ARE THEY SO IMPORTANT NOW?

WHAT DO CREATIVE AND INNOVATIVE COMPANIES LOOK LIKE…

AND WHAT CAN HOLD COMPANIES BACK?

HOW PRIMED FOR CREATIVITY AND INNOVATION ARE OUR COMPANIES

TODAY?

WHAT ROLE DO LEADERS PLAY IN DRIVING CREATIVITY AND INNOVATION?

Q&A

2 ©2015 Ketchum Change

Sarah Davanzo

Chief Cultural Strategy Officer / sparks & honey

[email protected]

@culturecartog

Tyler Durham

Partner and President / Ketchum Change

[email protected]

@tdurham

David Owens

[email protected]

@daveowens

Professor for the Practice of Management and Innovation;

Faculty Director, VU Accelerator-Summer Business Institute;

Author: Creative People Must Be Stopped! Six Ways We Stop

Innovation Without Even Trying


mailto:[email protected]




WE NEED TO CHANGE AS FAST AS THE WORLD AROUND US


CHANGE WILL

NEVER BE

SLOWER THAN

IT IS TODAY


ARE WE ABLE TO CHANGE AS FAST AS

THE WORLD AROUND US?


13


14

CREATIVITY AND INNOVATION


SO, WHAT GETS IN THE WAY OF

CREATIVITY AND INNOVATION IN

YOUR ORGANIZATION?


Cre

ativ

eP

eo

ple

Mu

stB

eS

top

pe

d.c

om

©2015 David A. Owens 16

“individuals must have good ideas”

“groups must support risk taking”

“organizations must execute and scale”

“industry must offer a wiling market”

“society must accept as aspirational”

“technology must be developed to work”

©2015 David A. Owens

WHAT HAS TO BE TRUE FOR INNOVATION TO SUCCEED?

17

WHEN DOES INNOVATION WORK?


Perception (new data)

Intellection (new insights)

Expression (new articulations)

How do we have better ideas?

INDIVIDUAL CONTRAINTS


Take Risks

in Groups



Emotion

Culture

Space

Process

How do we support experimentation?

GROUP CONTRAINTS


CONVERGENCE

IMPLEMENT

DIVERGENCE

Generate

Ideas

Assess Ideas

Iterate

Set Direction Align

DIVERGE

CONVERGE Perform

INNOVATION AS SOCIAL PROCESS


Take Risks

in Groups Organization

For Execution



Structure

Strategy

Resources

How do we execute and scale?

ORGANIZATIONAL CONSTRAINTS


Take Risks


For Execution



Can we compete in the market?

Competition

Suppliers

Markets

INDUSTRY CONSTRAINTS


Learn

the Art

Master

the Art Practice

the Art

Update

the Art

INNOVATION IN PROFESSIONS The Costs of Updating our Knowledge?


Organization

For Execution

Take Risks

in Groups



Identity

Values

Regulation

History

Does it make me better?

SOCIETAL CONSTRAINTS


Organization

For Execution



Physics

Time

Ecology

Will it function in my context?

TECHNICAL CONSTRAINTS


Take Risks


For Execution

Innovation!



SIX CONDITIONS FOR INNOVATION

“individuals must have good ideas”

“groups must support risk taking”

“organizations must execute and scale”

“industry must offer a wiling market”

“society must accept as aspirational”

“technology must be developed to work”


36

OPEN RESEARCH CONTENT & BRAND

JOURNALISM

CULTURAL

STRATEGY PARTNERSHIPS

★ content and editorial

strategy

★ social marketing

★ the open studio

★ persons of interest

★ facilitation

★ organizational design

★ culture OS

★ cultural anthropology

★ trend analysis

★ cultural forensics

★ research

entertainment

★ culture treks

★ startup incubation

★ startup matchmaking

★ persons of interest

database

★ expert forums

★ incubation design

core practices

©2015 Sparks & Honey

CULTURE


CONTEXT


24/7

CULTURAL

INTELLIGENCE

SYSTEM

SHIFT

TO THE

HORIZONTAL

THE

OPEN

AGENCY


40

cultural trend framework // elements of

culture


41

structured data // cultural

database


42

PEOPLE

DATA

TOOLS PLATFORM

Newsroom

Elements of

Culture

Alert System

Daily/Weekly

Digests

PROCESS

OUTPUT

ANALYSIS

Interdisciplinary staff

IAB (influencer advisory board)

Global scouts

Daily guests

Creators & Makers

Cultural Listening

Social

Primary Research

Broadcast / Media

Behavioral

Search

Others

Over 25 tools

Predictive algorithms

Cultural intelligence

database

Persons of Interest database

Influencer Marketing

Daily briefings

Client briefings

Scoring (signals +

influencers)

Daily burst analysis

Workshops, Roundtables

PLAYshops

Strategy

Cultural Trends

Editorial Content

Social Marketing

Distribution and

amplification

Product/Service innovation

Cultural analytics

Content analytics

Measurement and analysis

strategy

CULTURAL

INTELLIGENCE

SYSTEM

People, Platforms, Process:

Agency as System


44

global scout program Global network that taps into local

influencers for trend identification &

validation

influencer advisory board Network of industry leaders & CEO’s

across 15+ business categories to identify

and validate trends

creators & makers We work with a network of emerging and

established artists, studios, and creative

communities

120+ Scouts, 21 Countries

open agency // global talent


CASE


48

MONITORING

CULTURE ENERGY AND/OR

RELEVANCE?

STRUCTURED

DATA (Cultural

database)

yes CULTURAL BRIEFINGS

(Internal/External Guests)

ENERGY AND/OR

RELEVANCE?

yes

*Persons of Interest

DNA Reports

Tours

Live feeds

Internal Content

LABS Experiments

Research

Process

POI ID*

CONTENT Hub

Social

Live

Maker/Creator

CULTURE AS SYSTEM

Data Analytics / Lessons Learned


49

MACRO TREND

IDENTIFICATION TO INFORM

DNA & LAB DEVELOPMENT

REPORTING TO SPREAD

KNOWLEDGE ACROSS

CREATOR

EOC ID &

REPORTS

CULTURAL

DATABASE,

WEEKLY EMAILS,

& BRIEFINGS

2015

CULTURAL

CALENDAR

OPEN

SOURCE

FORUM

AN ONGOING CULTURAL PULSE

INTO THE CREATOR TEAM; ALIGNED

WITH CREATOR CULTURAL

VERTICALS

CULTURAL ACCELORATORS

TO INFORM 2015 LABS &

CULTURAL TRACKING

SERIES OF TALKS & HANDS ON

WORKSHOPS

ENABLE IDEATION ACROSS

TEAMS AND INSPIRE CREATIVE

SOLUTIONS TO BUSINESS

OPPORTUNITIES


50

GROWING INFLUENCE OF

MAKER MOVEMENT TRENDS AT THE INTERSECTION

OF MAKERS AND BEVERAGES

ENGAGE MAKERS TO

COMMUNICATE AND LEARN

FROM THE COMMUNITY

POP-UP LAB AT MAKER

FAIRE + INTERNAL REPORT

AND EXPERIENCE AT

COMPANY

TREND

TRACKING

CULTURAL

ANALYSIS

LAB FOR

RESEARCH &

C0-CREATION

INTERNAL AND

EXTERNAL

CONTENT


51

STAY CONNECTED WITH EMPLOYEES

GIVE EMPLOYEES A DIRECT LINE TO LEADERS

HELP PEOPLE CONNECT WITH ONE ANOTHER

BREAK DOWN BARRIERS

BE TRANSPARENT ABOUT WHAT’S HAPPENING

GIVE EMPLOYEES CONTEXT…AND SPARK IDEAS

DRIVE CREATIVITY AND INNOVATION IN YOUR OWN SPACE

HOW COMMUNICATORS CAN

IMPACT CREATIVITY AND

INNOVATION

Closing Thoughts


Q&A


THANK YOU

Tyler Durham

Partner, President, Ketchum Change

[email protected]

T. +1.646.935.4311

www.ketchum.com/change-management


creativity and innovation - ketchum change

Business

ketchum change change

president ketchum change

innovation work

tdurham david owens

execution innovation

art innovation

com2015 david

innovation faculty director