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1、Dr.Elijah EzenduFIMC,FCIM,FIIAN,FBDI,FAAFM,FAAPM,FCCM,MIMIS,MITD,ACIArb,ACIPM,PhD,DocM,MBA,CWM,CBDA,CMA,MPM,PME,CSOL,CCIP,CMC,Innovative Leadership,Learning Objectives,On completion of this course,participants shall be able to do the following:Identify the Importance of Innovative LeadershipIdentify
2、 various types of innovationIdentify approaches to InnovationLead organisation-wide implementation of innovation strategyCoordinate evolution of innovation culture,“Whether you like it or not,your business profession or line of work will evolve and you have two choices.First,you can be a proactive f
3、orce and get yourself and your organization involved in making innovations;or second,you can choose to react to the innovations of others and miss opportunities to grow and apply your experience in exciting,new ways.”Source:Center for Management&Organisation Effectiveness,“Innovation keeps businesse
4、s competitive it is widely recognized as providing a real impetus for growth and is at the heart of corporate strategy in many of the worlds leading firms.”Source:CBI,“Innovation isnt anything until it becomes part of your everyday business”-Carina Kemp,Head of Insight and Planning,HSBC.,The“functio
5、nal”source of innovation depends upon the functional relationship between innovator and innovation:An innovation is a USER innovation when the developer expects to benefit by USING it;An innovation is a MANUFACTURER innovation when the developer expects to benefit by SELLING it.,Source:Eric Von Hipp
6、el,Innovate or Buy,Drivers of Innovation,Improvement in Customer ExperienceDemand of CustomersCost ReductionOrganisational CultureNeed to Change or Reduce Raw MaterialsRegulatory RequirementsCompetitive PositioningMinimization of Environmental ImpactGap in the MarketImproving QualityReduction of Ene
7、rgy ExpenditureDifferentiationEnhancing Flexibility,Some Innovative Companies and Innovation Drivers 1,Some Innovative Companies and Innovation Drivers 2,Some Innovative Companies and Innovation Drivers 3,Source:CBI,Excellence in Service Innovation,Forward Innovation vs.Backward Innovation,Forward I
8、nnovation involves development of new functions in new or existing products,market or technology;while Backward Innovation encompasses development of existing functions more rapidly and cheaper.,Open Innovation,Open Innovation is an intentional course of action for identifying and exploiting interna
9、l and external novel initiatives in order to develop new products and services.It involves multi-stage collaboration with other entities outside a firm,in order to value capture and optimize the standard and value of the final product.,Sources of External Novel Initiatives in Open Innovation,Competi
10、torsDistributorsSuppliersFreelance CommentatorsContract Research OrganisationsIndependent Research OrganisationsPracticing ExpertsCustomers,Closed Innovation,Closed Innovation is a practice in which a firm focuses on internal sources of novel initiatives as its sole innovation provider,in order to m
11、aximize intellectual property exploitation and market control.,The Difference Between Open and Closed Innovation,Source:Henry Chesbrough&Melissa Appleyard,Company,Ecosystem,Value Capture,In-House,Community-Driven,Value Creation,Determinants of Innovation Approach,CompetitionInternal CapabilitiesScar
12、city of Expertise MarketingStrategyMissionExtent of Opportunities for Collaboration,10 Attributes of Successful Service Innovation,1.Start with unmet user needs,not new ideas2.Research methods are based on deep customer empathy(e.g.,ethnography)3.Focus is on the customer journey not merely your own
13、touch points4.Emphasis on identifying and winning the moments of truth5.Rapid,low-fidelity service prototyping6.Open innovation including the customer in the earliest stages7.Open innovation bringing together a unique value network8.Creating evidence of the brand attributes within the touch points9.
14、Use of storytelling to convey the experience intent10.Overcoming metrics that run counter to creating compelling experiences,Source:Customer Perspectives on Service Innovation,“Unsuccessful leaders often display stereotypical fallacies in their thinking.”-Sternberg,Stereotypical Fallacies Against In
15、novative Leadership,Egocentric fallacyInvulnerability fallacyOmnipotent fallacyUnrealistic optimism fallacyOmniscience fallacy,“The best organisations understand design and do not see innovation as something happening in a laboratory on its own”-Joe Heapy,Co-founder and Director,Engine.,Characterist
16、ic Features of Innovative Leadership,GuidanceGround breakingControlNovelDirectionModernInventiveHeadshipPioneering,Thinking Skills in Innovation,Multi-screen Thinking vs.Spot ThinkingAbstract Thinking vs.Specific ThinkingBreakthrough Thinking vs.Trade-off ThinkingIntensification Thinking vs.Sheltere
17、d ThinkingNon-linear Thinking vs.Linear ThinkingDiversity Thinking vs.Uniformity ThinkingStructured Thinking vs.Random ThinkingIdeality Thinking vs.Consumption ThinkingUltimate Goal Thinking vs.Shallow ThinkingEvolutionary Thinking vs.Random ThinkingLong-Term Thinking vs.Short-Term ThinkingWild Thin
18、king vs.Grounded ThinkingAnalytical Thinking vs.Jump-to-Solution ThinkingProblem Flow Thinking vs.Single Solution Thinking,Source:Valeri Souchkov,Power Thinking Skills For Innovative Leadership,7 Dimensions of Strategic Innovation,A Managed Innovation Process:Combining non-traditional and traditiona
19、l approaches to business strategy.Strategic Alignment:Building support.Industry Foresight:Understanding articulated emerging trends.Consumer/Customer Insight:Understanding articulated and unarticulated needs.Core Technologies and Competencies:Leveraging and extending corporate assets.Organisational
20、Readiness:The ability to take action.Disciplined Implementation:Managing the path from inspiration to business impact.,Source:Innovation Point,Systemic Approach to Innovation,Source:Vadim Kotelnikov,Business Innovation,Shifting the dimensions of Business ModelExamples General Electric:Evolving one o
21、f the most competitive firms Coscharis:Resolving multiple value streams into total value proposition,Organisational Innovation,Shifting from Industrial to Knowledge-Driven Organisation(Learning,Teaching and Coaching)ExamplesMicrosoft Corporation:Raising average intelligence quotient of employeesFirs
22、t Bank:Eliminating internal bureaucracy and building internal capacity for upward change,Strategy Innovation,Shifting from Strategic Rigidity to Flexibility in Approaching OpportunitiesExamplesCharles Schwab:Development of corporate guiding principles for leveraging opportunitiesZenith Bank:Realignm
23、ent of strategic intent to expansion opportunities,Technology Innovation,Developing Radical Innovation Capability and Strategic Alignment of Technology Portfolio.ExamplesZensys:Wireless technology for controlling home lighting,entertainment and security systemsMTN:Collaboration with Innovation Hubs
24、Coachlab for advancement of Innovative Technology,Process Innovation,Shifting from Functional to Cross-Functional Process Methodology and Integration of Novel Process Systems Such as Lean and EBPM.ExamplesFidelity Investments:Process improvement for boosting financial solutionRusselSmith:Process opt
25、imization for safety and quality enhancement,Product Innovation,Developing new products for providing customer satisfaction and veritable solutionExamplesMultispectral Solutions:Development of Ultra Wideband product technology for RFID,wireless communications,radar and geo-positioningStarcomms:Intro
26、duction of iZap super fast broad band internet connection into the Nigerian Market,Marketing Innovation,Exploring Value,Customer-Centricity and Competitive Advantage for Novel PositioningExamplesDell Computers:Development of customer partnership for tracking and exploiting value engineeringFriesland
27、 Foods(WAMCO):Built competitive advantage based on value-driven branding,Empowering Cross-Functional Teams for Leading Innovation,Define what work is requiredIdentify the key interdependenciesParse the innovation subtask to small,interlocking teams with defined leadersAgree on goals,schedule,and acc
28、ountabilityProvide resources but stay out of each teams task unless it is not meeting its major commitmentsCraft the firms overall shape,keep all the subtasks together,and link non-adjacent subtasks as necessary,Source:Christopher Meyer,Relentless Growth,Customer-Inspired Innovation,Customer-Inspire
29、d Innovation is the imaginative discovery of new business concepts(products,services,business models,strategies,etc.)by matching deep insight into customer needs with an organizations capabilities in unprecedented ways New insight into customers needs are discovered,new growth opportunities are iden
30、tified,new organizational competencies are mobilized,new solutions are created“Articulated Customer Needs”Needs that are recognized and communicated(stated)by customers“Unarticulated Customer Needs”Needs unrecognized by customers that when recognized and satisfied lead to products and services that
31、delight them While exploring customer behavior the challenge is to“read between the lines”and“make non-obvious connections”,Source:InnovationPoint,A successful Innovative Leader must provide guidance for implementation of innovation culture in every stratum of organisational hierarchy.,Obstacles to
32、Innovation,Lack of a shared vision,purpose and/or strategy Innovation not articulated as a company-wide commitment Lack of ownership by Senior Leaders Constantly shifting prioritiesShort-term thinking Internal process focus rather than external customer focus Focus on successes of the past rather th
33、an the challenges of the future Unwillingness to change in the absence of a burning platform Politics efforts to sustain the status quo to support entrenched interests Rewarding crisis management rather than crisis prevention Hierarchy over-management and review of new ideas Under-funding of new ide
34、as in the name of sustaining current efforts Reluctance to kill initiatives that are not succeeding,but have been funded and staffed,Fear that criticizing current practices and commitments is a high-risk activity Workforce workloads(i.e.too much to do,not enough time)Risk aversion(i.e.punishment for
35、 failure)Micromanagement Inelegant systems and processesAddiction to left-brained,analytical thinking(data is God)Absence of user-friendly idea management processes Unwillingness to acknowledge and learn from past failuresInadequate understanding of customers Innovation not part of the performance r
36、eview processLack of skillful brainstorm facilitation Lack of spec time to develop new ideas and opportunities Inadequate innovation coachingNo creative thinking training No reward and recognition programsInnovation relegated to R&D,Source:Mitchell Ditkoff,11 Practice Tips for Innovation,Provide str
37、ategic alignmentDefine the innovation process publiclyBuild cross-functional expertiseEstablish a creative chaos environmentChallenge assumptionsCross PollinateReward idea generationExperiment to pursue opportunitiesAllow freedom to failMeasure the progressMake business fun,Source:Vadim Kotelnikov,T
38、he CaseOf Innovation in Unilever,Background,Until 1990 Highly decentralized Federation of Companies 5 Central Laboratories Common Code of Business Principles Innovation and Marketing all at Company level(circa 200),Start of Modern Innovation Journey,1990-1995 Conference to establish need for Innovat
39、ion Process Dedicated Innovation Resources Development of Concept of Innovation Centers Random software developments 14,000 odd databases were created Some innovations at Innovation Centers,Unilevers Mission,Unilevers mission is to add vitality to life.We meet everyday needs for nutrition,hygiene,an
40、d personal care with brands thathelp people feel good,look good and getmore out of life.,In The Evolving Journey,2005 onwards Additional features Group Executive announced R&D aligned within the businesses Focus is on Consumers,Brands&Customers,Key Features of Unilever Innovation Process Management,
41、ObjectivesBig,bold consumer relevant innovations-rolled out fast;and we always remindourselves that:-The process is only there to help enableinnovation:the IT software is just to supportthe process.,Key Features of Unilever Innovation 1,Innovation is Consumer focused Unilever reach in 150 countries
42、Respect for individual tastes,preferences and way of living All the 16,000 people who are involved in Innovation are connected via a common software in all the countries around the world Global Community on line with common purpose Senior people manage,allocate and guide resources Senior management
43、commitment,Key Features of Unilever Innovation 2,Regular meeting mechanism to review and movethe Innovation agenda ahead Formal process to seize opportunities and to makebusiness daring To manage risks and to assess opportunities The Innovation output is measured by three Key Performance Indicators;
44、viz Underlying Volume Growth,Innovation Rate and Expenditure on R&D What you measure is what people focus on,Key Features of Unilever Innovation 3,There is formal process of capturing learning to build a continuous learning organisation There is a Steering Group and network ofInnovation to keep the
45、capability buildingprogrammes,processes and systems leadingedge,Key Features of Unilever Innovation 4,Capability building programmes Leadership Courses Marketing Academy Courses Project Management and Creativity Modules/Facilitations,Key Learning 1,Picklist codings highlighted the enormouscomplexity
46、 of managing 1800 odd brands,henceBrand Focus Initiative:To focus on 40 Power Brands Like many other companies,Consumer Disconnect became apparent when the modern journey began,hence this initiative on Consumer Re-connect Brand fragmentation had created a weak and inefficient supply chain system,hen
47、ce the World Class Supply Chain Initiative,Key Learning 2,To make Innovation top of the mind agenda has resulted in Enterprise Culture Initiative in which leadership is being focused on growth Common process and systems have brought simplicity and focus towards growth Advent of E-Economy coupled wit
48、h other developments in Market Environment like growing Service Sectors gave impetus to innovate new-Channels hence the initiative on Pioneering New Channels,Dr.Elijah Ezendu is a multidisciplinary professional whosebusiness experience mounts through diverse fields.He is a Certified Management Consu
49、ltant,licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council.As a result of his strides in management consulting,he received Merit Award for Excellence in Consulting.He is concurrently Senior Partner
50、,Shevach Consulting;Director of Strategy and Performance,Fortuna;Lead Assessor and Member of Governing Council,Institute of Management Consultants;Director of Training,International Council of Business Development Professionals;Member of Marketing Committee,International Council of Management Consul
