O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Herding Cats: Innovation Management in an Unpredictable World

1.892 visualizações

Publicada em

Herding Cats: Innovation Management in an Unpredictable World
People can be creative without being innovative. Ever met those people who have great ideas but nothing ever actually happens? Innovation, however, produces something demonstrably new. Whether it’s a new product or a new process, innovation brings it into being.
From a business perspective innovation is a primary means by which organizations reinvent and reposition themselves and what they have to offer. Commercially, as someone once said, innovation is the ability to convert ideas into invoices.

  • Seja o primeiro a comentar

Herding Cats: Innovation Management in an Unpredictable World

  1. 1. Innovation Day "SAP Internet of Everything“ 29th September 2015 (Heidelberg, Germany) Herding Cats: Innovation Management in an Unpredictable World Dr. Michael von Kutzschenbach University of Applied Sciences and Arts Northwestern Switzerland michael.vonkutzschenbach@fhnw.ch
  2. 2. Challenges to “Internet of Everything” 26.02.2015michael.vonkutzschenbach@fhnw.ch 2 In the old economy, the challenge for management is to make product. Now the challenge for management is to make sense. - John Seely Brown
  3. 3. Overview (1) Changing context and challenges (2) Approaches to innovation (3) Organizational implications (4) Implications for herding cats 26.02.2015michael.vonkutzschenbach@fhnw.ch 3
  4. 4. The changing context  Market forces (e.g., the 2008 financial crisis) Sources of organizational change Organizational and managerial evolution, in response to the above issues, as well as the changes in individuals  Institutional changes (de-regulation and restructuring as a result)  Technology changes (e.g., IT) - (1) changing context and challenges - 26.02.2015michael.vonkutzschenbach@fhnw.ch 4
  5. 5. Key question – where are your ideas coming from?  Innovation “… can be defined as the creation of either a new process […] or a new product or service […] that has an impact on the way the organization operates.”* - (2) Approaches to innovation - Creating/Transforming Adapting/Planning Innovation continuum *(Clegg, Kronberger, and Pitsis 2011) 26.02.2015michael.vonkutzschenbach@fhnw.ch 5
  6. 6.  … is about bridging ideation towards operation Innovation Management Ideation Generate new ideas Operation Realize business value - (2) Approaches to innovation - 26.02.2015michael.vonkutzschenbach@fhnw.ch 6 What can be done to make the processes more effective and efficient??
  7. 7. Managerial Thinking Causation processes take a particular effect as given and focus on selecting between means to create that effect. Given GoalM1 M2 M3 M4 M5 Adapted from Sarasvathy (2001) Causal logic - (2) Approaches to innovation - 26.02.2015michael.vonkutzschenbach@fhnw.ch 7
  8. 8. Entrepreneurial Thinking Effectuation processes take a set of means as given and focus on selecting between possible effects that can be created with that set of means. M1 M2 M3 M4 M5 E1 E2 E3 E4 E5 Given Means Imagined Ends Adapted from Sarasvathy (2001) Effectual logic - (2) Approaches to innovation - 26.02.2015michael.vonkutzschenbach@fhnw.ch 8
  9. 9. Managerial vs. entrepreneurial thinking Attribute Causal logic frame Effectual logic frame View of the future Predictive Creative Basis for action Goal-oriented Means-oriented Predisposition toward risk and resources Expected return Affordable loss Attitude toward outsiders Competitive analyses Partnerships Attitude toward unexpected contingencies Avoiding surprise Leveraging contingencies Comparing causal logic vs. effectual logic (Dew, Read, Sarasvathy, and Wiltbank 2009) - (2) Approaches to innovation - 26.02.2015michael.vonkutzschenbach@fhnw.ch 9
  10. 10. “We can’t solve problems at the same level of thinking used to create them.” - (3) Organizational implications - Options for “Thought Leader” organizations 26.02.2015michael.vonkutzschenbach@fhnw.ch 10
  11. 11. A Necessary Managerial Paradigm Shift … a different way of seeing the world - a different way of thinking, speaking and acting in the world. - (3) Organizational implications - 26.02.2015michael.vonkutzschenbach@fhnw.ch 11
  12. 12. Ways to view the organization View Advantages with respect to ideation Advantages with respect to operation Stability Predictability/Control Self-Organizing Flexibility/Variety Picture Source: doctormacro.com Organizations asMachines Organizations asLiving System - (3) Organizational implications - 26.02.2015michael.vonkutzschenbach@fhnw.ch 12
  13. 13. Fostering innovation across the firm and its value chain “You can take a horse to the water, but you cannot make him drink. The drinking is his business. But even if your horse is thirsty, he cannot drink unless you take him. The taking is your business.” Gregory Bateson - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 13
  14. 14.  Effectual logic for divergent thinking The need for a combined approach  Causal logic for convergent thinking and closure - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 14
  15. 15. Combining the elements... What we can do Interact with other people Effectual stakeholder commitment Who we are What we know Who we know New goals New means New Markets and other effectual artifacts Available means Goals/courses of action possible Expanding cycle of resources Converging cycle of transformations of the artifact Adapted from Sarasvathy (2008) - (4) Implications for herding cats - + (Effectual Logic) - (Causal Logic) 26.02.2015michael.vonkutzschenbach@fhnw.ch 15
  16. 16. Places to intervene in a system Leverage points (from D.H. Meadows) 9. Numbers (subsidies, taxes, standards). 8. Material stocks and flows. 7. Regulating negative feedback loops. 6. Driving positive feedback loops. 5. Information flows. 4. The rules of the system (incentives, punishment, constraints). 3. The power of self-organization. 2. The goals of the system. 1. The mindset or paradigm out of which the goals, rules, feedback structure arise. IncreasingLeverage - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 16
  17. 17. Making innovation happen RoutinesFrameworks Individual MentalModels Individual Learning Assess Design Observe Implement Organizational Routines Weltanschauung Shared Mental Models Individual Action Organizational Action Environmental Response Double-Loop “Effectual Logic” Learning Single-Loop “Causal Logic” Learning Routines (adapted from Kim 1993) Challenges to co-innovation Connecting minds Developing critical thinkers - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 17
  18. 18. Shape the future What we can do Interact with other people Effectual stakeholder commitment Who we are What we know Who we know New goals New means New Markets and other effectual artifacts Available means Goals/courses of action possible Expanding cycle of resources Converging cycle of transformations of the artifact - + Dialogue: reflection, inquiry, and advocacy Vision Systems modeling: assumption surfacing, seeking high leverage options, communication, and advocacy, Mental models: reflection and inquiry Adapted from Sarasvathy (2008) - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 18
  19. 19. Herding Cats: Innovation Management Causal Logic (Organizations as Machines) Effectual Logic (Organizations as Living Systems) Ideation Operation (-)Freedom(+) (-) Control (+) Innovation Management Herding Cats: Balancing freedom and control! - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 19
  20. 20. Herding cats Develop employees’ minds Implications for managers  Foster synergy - (4) Implications for herding cats - 26.02.2015michael.vonkutzschenbach@fhnw.ch 20
  21. 21. Thank You For further information please contact: Email: michael.vonkutzschenbach@fhnw.ch Twitter: @MvKutzschenbach If innovation is risky, not innovating is even riskier!

×