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.

5 Cycles Remote Innovation - Systems

A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.

Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.

The foundations are clarity and a commitment to learn, and improve.

Great companies have 3 characteristics that set them apart from the rest. These characteristics are:
1. An ability to see and build on strengths
2. A commitment to build innovation eco-systems and
3. A commitment to ongoing action

Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.

  • Seja o primeiro a comentar

  • Seja a primeira pessoa a gostar disto

5 Cycles Remote Innovation - Systems

  1. 1. Cycles The simplest, proven way to build your business. Systems
  2. 2. You gotta put in the effort to simplify ! Complexity Time / Effort Your message Your Target
  3. 3. Organization There will be 3 evaluations for your certification 1. Your group work + a review of your work by your team mates (45%) 2. A multiple choice test + Reflection (due 31/7) – (45%) 3. Submit one question to Simran by 09:00 tomorrow simran@bryancassady.com Requirements A good final group presentation A review of your group 1 question + Test
  4. 4. Systems
  5. 5. What’s the core message today… View 1: To move forward effectively you need to focus your energies on the most important parts of your business, the best way to do this is to use a systems view to identify death threats and key opportunities. View 2: Bullets, then cannonballs. View 3: Going slow to go fast. Understand what you’re aiming at and why, take time to shoot bullets together, then fire cannonballs. Final
  6. 6. The Theory
  7. 7. What is a system ? 2 or more independent parts working together to achieve a common aim A way of doing things A good system = product of parts
  8. 8. A bowl of fruit A football team A Toaster A Kitchen A Marriage Tools in a Toolbox Collection vs Systems
  9. 9. System A bowl of fruit A football team A Kitchen A ToasterA Marriage Tools in a Toolbox Collection
  10. 10. A system versus a process A way of doing things (it doesn’t mean people will work together) A PROCESS is 2 or more independent parts working together to achieve a common aim A GOOD SYSTEM is
  11. 11. The construction of new roads increases the overall capacity of the communication system, and the situation improves (P1). Unfortunately, only for a short time. Shorter travel time attracts more car users. We use a car more often to run some little errands (P2). Average travel time increases (P2), more people buy cars, resigning from public transport (P3). Traffic gets even worse. Meanwhile, the income of public transport companies drops, and the quality of service (P4) deteriorates. We enter the death spiral of public transport!
  12. 12. Hacking the system New Zealand
  13. 13. A good innovation system A holistic view, so you can be honest with yourself A momentum , a way to do things that stick  Purpose  Process  Persistency
  14. 14. The big value of systems They keep you learning and they keep you thinking
  15. 15. A systematic approach to making ideas happen
  16. 16. Quality Of Ideas Time Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers
  17. 17. Cycles: The ABC’s Of Growth. Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Align/Ask Build Communicate Check Systematically Improve Idea Quality Time
  18. 18. ‘Fire bullets, then cannonballs’ approach explains the success of companies 10x better than big-leap innovations and predictive genius Jim Collins
  19. 19. Video: bullets then cannonballs
  20. 20. What an amazing idea !!
  21. 21. How to think in systems
  22. 22. 3 Guys and a Genie
  23. 23. Assembling the best car ever
  24. 24. Best Parts don’t a system make!
  25. 25. The world is often not linear Versus
  26. 26. The language of systems Turn knob Measure Change Causalities Filling a glass of water 
  27. 27. Reinforcing feedback The engine of growth and decline. Small changes amplify causing accelerated growth or decline.
  28. 28. Balancing Feedback
  29. 29. Work alone
  30. 30. ? Identify the missing link which connects all the cycles together
  31. 31. How to think in systems
  32. 32. We resist system thinking Because it is harder and usually more confrontational
  33. 33. Some old, but very good advice 1. Appreciation of a system 2. Understand Variation Common Causes vs Special Causes 3. Understand human behavior 4. Theory of knowledge 20171982 1993
  34. 34. ICEBERG MODEL One cannot see the tip of the iceberg if the base is not deep enough! There is a lot more than the final outcome which goes unnoticed
  35. 35. Understanding Systems A system is complex. It is made up of interrelated components of people and processes with a clearly (or unclearly) defined, shared destination or goal. Appreciation of a system depends on quality leaders’ understanding the interconnectedness and interdependence. In a good orchestra people play together The same should happen in business
  36. 36. Variation Common Cause versus Special Cause Common Cause Special Cause  Is inherent in the design of the process  Is due to regular, natural or ordinary causes  Affects all the outcomes of a process  Results in a “stable” process that is predictable Also known as random or unassignable variation  Is due to irregular or unnatural causes that are not inherent in the design of the process  Affect some, but not necessarily all aspects of the process  Results in an “unstable”” process that is not predictable  Also known as non-random o
  37. 37. Common cause or Special Cause ?
  38. 38.  Innovation does not work in 94% of organizations  You’re late for class because of a flat tire  You’re always late for class  85% of start-ups fail Deming estimates : 94% of problems are due to common causes and are management's responsibility. He estimates that only 6% of problems are due to special causes Common Cause or Special Cause
  39. 39. Understand human behaviour Theory of knowledge Most psychologists agree that humans have an innate desire to perform well, to take pride in what they do. Successful organizations harness this by ensuring that systems allow workers to contribute towards improvement. Improvement isn’t something you do once and forget about, it isn’t a process with an end-point. Improvement within an organization has to be continuous.
  40. 40. How to think in systems
  41. 41. It’s Easy To Ignore What You Don’t Want To Do. The Stockdale Paradox (Named after Vietnam Prisoner of War) Retain faith that you will prevail in the end, regardless of the difficulties. AND at the same time confront the most brutal facts of your current reality, whatever they might be
  42. 42. Success is about getting everything “good enough” ++ +++ - +++ + + + + Failure Success
  43. 43. Option 1: You can fix a “death threat” ++ +++ - +++ Failure Succes s ++ +++ + +++
  44. 44. Option 2:You can find a “one thing”, that makes many things better ++ +++ - +++ Failure Success+++ ++++ + +++
  45. 45. 2 ways to be really effective parallel to sequentialmulti‐tasking to “unit asking”
  46. 46. Work alone
  47. 47. Find the answer here If only one parameter can be improved, in investing 40 hours, by given percentages,  what would be your choice and why?
  48. 48. A simple answer! - Work where most progress
  49. 49. The most powerful tool ever invented for a start-up Do Now Do Later Don't do 
  50. 50. A study by Economist intelligence with 312 companies split into 2 groups:  Go, go, go  Think, go , think, go (paused at strategic moments) The companies with strategic pauses achieved: 40% higher sales and 52% higher profits Slower is faster !
  51. 51. How to think in systems
  52. 52. What does it mean to learn as you go? Quite Simply… Test Learn Take Action
  53. 53. Mini versus Maxi Learning cycles Mini Low stakes beta test Bullet Maxi High stakes investment Cannonball
  54. 54. Your hypothesis matters  Hypothesis, Test, Learn  Take Action
  55. 55. A system of Active learning = The heart of Innovation  Holistic and honest view.  Accept and Overcome business shortcomings.  Momentum: a way to doing things that stick  Purpose  Process  Persistency  Making decisions and taking action as you go An Innovation system is incomplete without active learning
  56. 56. Quick Recap Increase your odds of working on the  right things  Clarity to move  forward Problem finding +  Stimulus  + Diversity + Work Ideas / solutions  worth testing Clarity First Really Listen Be honest Opportunities Death Threats  Understand Analyse Make decisions A smart next step A little or a big cycle
  57. 57. If you got it right, launch cannonballs. If not, fire more bullets or try another target 1. Understand what you’re aiming at and why Alignment 2. Look for better solutions Build 3. Check progress Communicate + Check 4. Make decisions Systems
  58. 58. Your Work in Groups Today
  59. 59. Work today  What (review key risks) / Who will do what  Mentor talks  2 groups 1. Risk Reduction 2. Pitch
  60. 60. Work tomorrow Speed Dating Integrate feedback Presentations end of the day
  61. 61. Pitch / Demo Schedule Group Start End Eval 4 13:30 13:38 13:40 2 13:40 13:48 13:50 5 13:50 13:58 14:00 7 14:00 14:08 14:10 11 14:10 14:18 14:20 3 14:20 14:28 14:30 Break 14:30 14:45 6 14:45 14:53 14:55 1 14:55 15:03 15:05 10 15:05 15:13 15:15 8 15:15 15:23 15:25 9 15:25 15:33 15:35 Target 5 minutes Then 2 minutes for feedback 09:00 if you want to join the speed dating LINK = Lecture LINK Optional 11:00 CET Meet with your team to review feedback Team ready 13:30 CET LINK = Lecture LINK
  62. 62. Look back at your Mapping How user finds out about new thing How user finds out about new thing How user confirms they will use the new thing How user confirms they will use the new thing A realistic entry point Ideal ending  (to test if users would  actually do this) Failure Rate Failure Rate Failure Rate Failure Rate What could you do in 8 hours Failure Rate Failure Rate Failure Rate Failure Rate
  63. 63. What is most important to work on now ? https://app.mural.co/template/e669b951- 002e-4c3d-aad3-e25e017884ad/bc76ddc4- 0d60-4614-a2a8-cd3c59821bb7
  64. 64. A realistic Assessment What evidence of value What evidence value capture
  65. 65. Your pitch (max 5 minutes/ 8 slides) Your challenge / sprint objectives What you learned Your solution (4P) Evidence of innovation (value * Value capture) Your reco (shoot, continue with change, go) + next step Why – 3 reasons Live grading + comments Leader board
  66. 66. Break

    Seja o primeiro a comentar

A lot of research has shown that systems are the key to innovation success. Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal. Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system. The foundations are clarity and a commitment to learn, and improve. Great companies have 3 characteristics that set them apart from the rest. These characteristics are: 1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.

Vistos

Vistos totais

150

No Slideshare

0

De incorporações

0

Número de incorporações

0

Ações

Baixados

35

Compartilhados

0

Comentários

0

Curtir

0

×