INNOVATION创新

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Hefin David,赫芬 戴维,Innovation,创新,Lecture slides,1,Innovation MBA,创新,Innovation in Context,创新环境,Innovative Leaders Individuals and Teams,创新领导人，个人和团队,How Organisations Kill Creativity,组织如何窒息创新,Networks, Relationships and Their Impact,网络，关系及影响,Learning and Problem Solving,学习与问题解决,Reflective Practice and Business Development,反思实践与企业发展,2,“innovation”,创新,.and what is it,?,创新是什么,Why,为何,study,学习,3,Innovation equals.,创新等于,Innovation,创新,=,Conception,概念,+ Invention,发明,+ Exploitation,利用,4,Typology of Innovations,创新类别,Product Innovation,产品创新,Process Innovation,过程创新,Organisational Innovation,组织创新,Management Innovation,管理创新,Production Innovation,生产创新,Commercial/ Marketing Innovation,商业,/,营销创新,Service Innovation,服务创新,Source:Trott, 2002,5,O,rganisation,组织中创新,Innovation in the,Begins with creativity,起始于创造性,6,CREATIVITY,创造性,Land, labour, capital,土地，人工，资本,Creativity, knowledge, innovation, learning,eg Microsoft, Google, RSC,创造性，知识，创新，学习 如微软，,Google, RSC,等,Exercise:,练习,How would you define creativity?,你如何界定,创造性,Write down any words or phrases that the term suggests to you,写下该术语使你联想起的任何词语,7,CREATIVITY,创造性,Newness: unusualness and originality. Also relative novelty (something that is novel to the perceiver), eg eating with chopsticks,新鲜：不寻常和新颖，相对比较新奇 （对接受者具有新意的东西）如用筷子吃饭,Appropriateness: different and apt. The receiving audience accept the idea and find it appealing. Blue bananas? Vanilla Coke?,恰当性：不同和适当。受众接受该主意并发现它有吸引力，蓝香蕉？香草可乐？,8,Can anyone be creative?,人人都有创造性？,An historical perspective,历史角度,Creativity associated with luck and perhaps special people; writers, painters, musicians,创造性与运气和特殊人群相关，如作家，画家，音乐家等,1950s: Creativity was an ability granted to the gifted few,50,年代：,创造性是少数有天赋者的能力,1960s:,Mental flexibilty,that could be learnt,60,年代：可以学到的,思想灵活性,1970s:,Relevant experience,that could guide,70,年代：可以作为指导的,相关经验,1980s:,Intrinsic motivation,; because you are interested (reading history books?),80,年代：,自然动机,；因为你感兴趣（读历史书？）,1990s:,Social and Org. context,90,年代：社会与组织环境,9,The Creative Individual,创造性个人,Identify people (famous or known to you) whom you believe to be creative.,找出你认为有创造性的个人（你认识或出名者）,What sort of people are they?,他们哪种人,How do they do things?,他们如何做事,10,Putting Creativity to Work,让创造性发挥作用,1,Creativity -,original thinking, a new way of perceiving or reconfiguring data.,创造性,新颖思维，新的认识方法或数据的重新组合,Innovation - is the implementation of creative thinking. “endowing resources with a new capacity to create wealth” (Drucker). The case of the Clockwork Radio,创新,-,创造性思维的实现。 “赋予具有新的能力的资源以创造财富” （杜拉克）发条收音机例子,11,Putting Creativity to Work,让创造性发挥作用,2,No direct relationship between creative thinking,and intelligence: link is with,CURIOSITY, EXPERIENCE, MENTAL FLEXIBILITY, CLIMATE,创造性思维与智力没有直接关系，与,好奇心，经验，思想灵活性,和,氛围,相关,Innovation, knowledge and communication,创新，知识和沟通,fundamental source of wealth.,财富的基本源泉,Can innovation be measured,能否衡量创新,12,Individual Innovation - Innovation and Creativity (Margaret Wheatley),个人创新,创新与创造性,The human capacity to invent and create is universal,人的发明与,创造能力是普遍的,The 21st Century - complex systems and environmental turbulance - no place for dispiriting mechanistic thinking,21,世纪,复杂系统与环境动荡,消沉的机械式思维没有位置,New Worldview or Paradigm - based on living systems,新的世界观或标准,基于现实系统,Start with the assumption that people, like all life, are creative and good at change,开始假设人与所有生命体一样，具有创造性，善于改变,Humans possees the capabilities to deal with complexity and interconnection.,人类具有应付复杂性和交互关系的能力,13,Jane Henry:,Behaviours of Creative People,创造性人的行为,Positivity: Opportunity seeking, tolerance,积极性：寻找机会，容忍,Playfulness: mental flexibility, risk taker,活跃性：思想灵活，冒险者,Passion: motivation, commitment,热情：动机，投入,Persistence: experience, problem sensitivity,坚韧性：经验，对问题敏感,14,Incremental innovation.,渐进式创新,The innovation pathway of the radio,收音机的创新之路,The innovation pathway of the video camera,摄象机的创新之路,Any more?,还有吗？,15,creativity,in a business organisation,?,What BLOCKS,什么抑制组织中的创新？,16,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,Meaning engages creativity,-,individuals must engage with meaningful problems,创造性意味着有意义,人们必须做有意义之事,When did anyone ever create something they didnt care about?,何时有人,创造出他们不在乎的东西？,When carrying out a task, how well can you do if you think the whole thing is pointless?,在执行一项任务时，如果你认为整个事情无意义，你能做到多好,？,17,Depend on diversity,-,if a system becomes too homogenous it becomes vulnerable to environmental shifts,依赖多元性,如果系统变得过于单一，它对于环境的变动将很脆弱,What if the School of Business and Management was full of accounting lecturers?,如果商业管理学院全都是会计教师将会怎样,What if an Information Technology firm was full of software engineers?,如果一家,IT,企业全都是软件工程师将会怎样,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,18,Involve everyone who cares,-,encourage participation. No two people see the world the same way. We cannot force change.,让所有关心的人参与进来,鼓励参与，每两个人看世界的方式都不同，我们不能强行改变,Perception is everything. Try sitting under the table. Everyone who cares can make a valid and meaningful contribution.,观念决定一切。试一下坐在桌子下面。每一关心的人都能作出有效和有意义的贡献,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,19,Diversity is the path to unity,-,through diverse interpretations we discover a unifying centre,多元性是通向统一的途径,通过不同的理解，我们发现一个统一的中心,These things must be brought together: innovation isnt about people working alone on pet projects.,这些东西必须聚集到一起：创新不是人们单独去做小项目,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,20,People will always surprise us,-,move past labels. “You cannot hate someone whose story you dont know”,人人都有意外表现,不要给人贴标签。“你不能讨厌你不了解其背景之人”,Organisational politics and a lack of empathy kill innovation. Think of someone youre not keen on. Why do they behave the way they do?,组织政治以及缺乏同感窒息创新。想一个你不喜欢的人，他们为什么有那样的行为方式？,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,21,Rely on human goodness,-,there is no substitute for human creativity, human caring, human will. Positive reinforcement.,依赖人好的一面,-,人的,创造性，,人的爱心，人的意志。正面强化,If people understand why we are doing something they are more likely to help us achieve.,如果人们理解我们做某事的原因，他们更有可能帮助我们实现,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,22,Stop treating organisations as machines,: structure is vitally important.,不要把组织看做机器：结构非常重要,How is your organisation structured and does that structure lend itself to an innovative climate?,你单位结构如何？该结构是否有助于创新氛围的形成？,Creativity in the Organisation (Margaret Wheatley),组织中的创造性,23,Stop the self fulfilling prophesy,- passive, unemotional, fragmented, incapable of self-motivation, uninterested in meaningful questions,不作自以为是的预言,被动，缺乏热情，零乱，没有自我动力，对有意义的问题不感兴趣,Talk, listen, reflect, support.,交谈，倾听，反思，支持,Dont be over critical,不要过于尖刻,Creativity in the Organisation,组织中的创造性,(Margaret Wheatley),24,Exercise,练习,Talent, Temperament, Technique,才能，气质，技术,25,Organisational Innovation The New Route to Wealth (Gary Hamel),组织创新,致富的新途径,Where does new wealth come from?,新的财富来自何方,Consider,考虑,the minivan,小汽车,Sony Walkman,索尼随身听,CNN,First Law of the Innovation Economy: Companies that are not constantly pursuing innovation will soon be overwhelmed by it (IBM).,创新经济第一条定律：不持续追求创新的公司将被创新打败,Strategy innovation is the only way to deal with discontinuous and disruptive change.,战略,创新是应付间断性和爆发性变化的唯一途径,26,Organisational Innovation The New Route to Wealth (Gary Hamel),组织创新,致富的新途径,The Innovative Imperative - do it now!,创新迫切性,现在就做,Youre never too old to innovate - abandon strategy-by habit,对于创新你永远不会太老,放弃战略,通过习惯,The Innovation Life Cycle,创新生命周期,Three realities,三个现实,The inevitability of commoditisation,商品化的不可避免性,The impossibility of forecasting future trends,未来趋势的不可预测性,The futility of waiting for inspiration,等待激励的无效性,27,Organisational Innovation The New Route to Wealth (Gary Hamel),组织创新,致富的新途径,Creating an Innovation Engine,创造一个创新引擎,Recognizing that innovation does not follow a schedule eg: Nokia colour-co-ordinated mobile phones,认识创新并不按照计划进行。如：诺基亚彩色手机外壳,Shatter the strategy monopoly. To encourage innovation, unlock ideas from across the company eg; Virgin Atlantic / Virgin Bride,打破战略垄断。鼓励创新，从全公司收集主意 如维珍大西洋航空,/,维珍新娘,From Ideas to Action - creating a breed of “innovation activists”. eg: Disney Imagineers,从主意到行动,创造一代“创新活动家” 如迪斯尼想象师,Start new conversations, seek new perspectives, spark new passions,从新的对话开始，寻找新的角度，激发新的热情,28,WL GORE Associates,戈尔伙伴公司,In groups of 4 address the following; 4,人一组解决以下问题,How does the Gore company compare with the theory that we have identified so far (you may consider for example his background and education and that of his employees)?,戈尔公司与我们目前所学到的理论相比较如何？可以考虑他和他的员工的背景及受教育情况,Are there elements of the company that may make employees uncomfortable?,公司是否有让员工感觉不自在的成分,Are there improvements you would like to make?,你是否想提出一些改进？,29,So.,那么,What happens to creative managers?,创造性经理会如何？,30,Innovative Insiders,创新的内部人,Creative Leader: should have a vision and be able to inspire others,创造性领导：应具有远见并能激励他人,Champions: develop a more tangible strategy, advocate a new approach and gather people together,旗手：制定更为有形的战略，倡导新的方式并聚集人们,Creative Manager: ensure a suitably open atmosphere to ensure that others are able to operate freely,创造性经理：确保合适的开放氛围以保证他人能够自由发挥,31,Kanter,坎特,Kanter suggests that some organisations do not lend themselves to innovation even if they require it.,坎特认为有些组织尽管需要创新但却并不致力于创新,These organisations are often not entirely devoid of innovators however,然而这些组织常常并不完全缺乏创新者,They may contain “corporate entrepreneurs”,他们可能拥有“团体企业家”,32,Kanter: Corporate Entrepreneurs,坎特：团体企业家,The generalist, the people who step outside the processes of the organisation (perception again!),通才，走出组织程序之外的人（又是观念）,“Kaleidoscope thinking”,万花筒思维,The example of Clarence Birdseye,Clarence Birdseye,的例子,Thinking differently: sitting under the table,不同的思考：坐在桌子下面,Persistence: setting a goal and suffering,setbacks,坚持不懈：设定目标并经受挫折,33,Kanter: Corporate Entrepreneurs,坎特：团体企业家,Communicating your vision: when ready,传达你的远见：准备好时,The coalition builders,建立同盟,Supporters across the organisation,全组织的支持者,Bankers, information sources, legitimisers,银行家，信息来源，授权者,“Tincupping”: modifies ideas following advice from the older and wiser “,讨主意”，修改主意，听从长者和智者的主意,Horsetrading takes place,发生交换,34,Kanter: Corporate Entrepreneurs,坎特：团体企业家,Implementation Stage: Teambuilders,实施阶段：团队建立者,Entrepreneurs create TRIBES not HEROES,企业家创立,部落,而不是,英雄,People with a shared belief, agreement on goals,有着共同信念，共同目标的人,Sharing the credit and rewards,共享荣耀与回报,35,Could it just be down to EQ (Goleman)?,只是情商,1,？,Self awareness,: understand the effects of moods, emotions and drives on others,自我意识：,了解情绪，情感的作用及对他人的推动,Self regulation,: control or redirect disruptive impulse and think before acting,自我调节,：控制或转移破坏性冲动，三思而后行,Motivation,: intrinsic motivation, energy and persistence,动机：天然动机，精力和坚持不懈,36,Could it just be down to EQ (Goleman)?,只是情商,2,？,Empathy,: understand and treat people according to their emotional reaction,移情：理解并根据别人的情感反应来待人,Social skill,: proficient rapport, relationship and network builder,社交技能：精通友好关系，关系与网络的建立者,37,Exercise,作业,Make brief notes on leaders you admire and compare these with a colleague. What were their qualities?,简要介绍你所敬佩的领导人并将其与一位同事相比较。他们的品质是什么？,38,