innovation the classic traps v3
DESCRIPTION
TRANSCRIPT
INNOVATION
THE CLASSIC TRAPS
HBR Article by: Rosabeth Moss Kanter
BACKGROUND
Never a fad, but always in or out of fashion, innovation
gets rediscovered as a growth enabler every half dozen years (that’s about the length of a managerial
generation)
4 MAJOR WAVES• Late 70’s to early 80’s = Global
Information Age
• Late 80’s = Pressure to Restructure
• 90’s era = Digital Mania
• Current wave = Global Recession
GLOBAL INFORMATION AGE
Evolution to
PRESSURE TO RESTRUCTURE…
1st computer reservations system
take over scare of the late 80’s
DIGITAL MANIA
vs
CURRENT WAVE
INNOVATION Here is a chance to collect some of what is
known about innovation traps and how we can avoid them
STRATEGY MISTAKES
Hurdles to high an scope to narrow
Execs seek the next blockbuster
Assuming that only new products count
Launching to many minor product extensions can confuse customers and increase internal complexity
STRATEGY REMEDIES
Widen the search
BROADEN THE SCOPE Focused Thinkin
g
Customer
Acuity
Technical
Capability
Inventors Ability
Take a few big bets that represent clear directions
The Innovation Pyramid
An Innovation strategy that includes incremental innovations
PROCESS MISTAKES
Controls to tight = strangle innovation
Subject to same budget metrics
Subject to same performance metrics
PROCESS REMEDYThe key is Flexible planning and control systems
Example: BBC biggest hit comedy “The Office” happened by accident when a new recruit too the initiative to use money originally allocated for a BBC Training film to make the pilot series
Introduce things like…
STRUCTURE MISTAKES
Poor connections between greenfield and mainstream business
Operating in silos, companies miss innovation opportunities
Example: CBS was once the world’s largest broadcaster owned by the largest recording company, yet failed to invent a music video channel…. This opportunity was done by MTV
Culture clashes Corp Citizens ($ makers) and Innovators (creators of the future)
STRUCTURE REMEDY
Facilitate close connections bet innovators & mainstream business
Loosen formal controls that would stifle innovations
Flexible organisational structures allows cross functions of teams
Example: Saatchi & Saatchi combined people across ad agency & technology groups to focus on customers and brands which in tuen brought about “ holistic communications” to the business
SKILLS MISTAKESLeadership too weak & Communication too poor
Undervaluing & underinvesting in human side of innovation
Teams convened without interpersonal skills can’t collaborate
Example: Seagate had seven different design centers working on innovations with lowest R&D productivity, a change of CEO & COO allowed for cross functional innovation and now create electronic devices for cellphones & iPods
SKILLS REMEDY Select for leadership & interpersonal skills
Surround innovators with a supportive culture of collaboration
Value relationships to help choose the right mix of innovation teams
Add cross company teams to help bridge the gaps between mainstream and innovation
WRAP UP
Innovation
involves
ideasCreate the futureLearn
from the past
Get the balance rightCollaborate!
FUTHER READING
In search of excellence– Tom Peters & Bob Watersmans
Intrapreneuring – Gifford Pinchot’s
Winning Through Innovation – Michael Tushman & Charles O’Reilly
The Innovator’s Dilemma – Clayton Chritensen
To innovate successfully, replace common mistakes with potent remedies
THANK YOU
Jenny Craig