Developing "relationship capital" is something more than adding more connections to your network. This is an abridged deck for a talk I give on how to differentiate between connections and relationships to maximize innovation.

1. The Value of Relationship Capital
Managing Connections
to
Maximize Innovation
© SFB Associates, Inc. 2008

2. The creative productivity of R&D
organizations depends on
identifying, developing and capitalizing
on connections and relationships,
internal and external.
Leveraging “Relationship Capital” is the
competitive advantage where tacit
relationships are prevalent and
essential.

3. Connection Collaboration Relationship
Exchange of value
Joint creation of value
Sustained multiple investments
Trust in competency in joint creation of new value
Trust in intentions
Trust in perceptions
Increasing Disclosure and Complexity

4. Connection Collaboration Relationship
Arms Length
Licensing Consulting
Services Contract
Research Collaborative
Research Joint Venture
In‐Sourcing &
Joint Venture
Ready to use
elements
Experience & Equipment
Defined outcomes
Defined problems
Shared problems
From: Kleyn, D., Atun, R, and Kitney, R., “Partnerships and
Reciprocal IP
Innovation in the Life Sciences, Imperial College, London, 2006

5. ELECTRONICS INFOCOMM
Advanced Display
Imaging
Electronic Components Communications
Nano‐elect. Ultra wide
Data Software &
Polymer Elec. Electronic Modules Storage
Computing Band
Digital Content &
Semiconductors MicroElectronics Media Home 2015
Photonics Storage & Peripherals Devices
Info‐Comm Sciences
Materials Sciences
Chemical Sciences
Nanotechnology Manufacturing Technology
Human‐factor
Engineering
Human‐machine interface
Arrayed sensor networks
Precision
Specialty Chemicals
Components
Performance Materials Precision
Sensors
Modules
Machinery & Systems
Petroleum/Petrochemicals Synthetic
Bio & Consumer Chemistry Aerospace Mfg
Chemistry Systems
Process Engineering Offshore Engrg
CHEMICALS ENGINEERING
Energy
Singapore Science and Engineering Research Council

6. Dealing with Barriers to Innovation
Individual/Professional
e.g. Eliminated barriers
to sending “bad news”
up
Project Team /Group
e.g. Monthly work day
at one site
Organizational
e.g. New central
resource organization
to deploy technical
talent with agility across
projects

7. To what extent do your connections
enhance creativity or distract? How do
you know?

8. Politics of Creativity™
Paying
Pacing The
Productivity Price
What risks am I willing to take to
How do our internal and
maximize the benefits of our
external connections impact Managing Connections connections and build
our pacing? relationships?
How do my relationships make
Capitalizing learning safe?
on
Failure
© SFB Associates, Inc. 2008