Creative Leadership Workshop

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Creative Leadership Workshop

• Paul Sloane

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The Nine Dots Puzzle

• Start on any dot
• Can you draw 4 straight lines going through all
  the dots without taking your pen from the paper?

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Agenda

• Innovation Discussion
• Creative Leadership
• Problem Analysis
• Idea Generation
• Idea Evaluation
• Six thinking Hats
• Organising for Innovation

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What is Innovation?
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Innovation
Incremental Radical
Product
Process
Route to Market
Marketing
Partnership
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Innovation Traffic Light Indicator
Objective Green Amber Red
How many people understand the goals of our organisation? Everyone Most Few or none
How often do we hold idea generation meetings? More than once a month A few times a year Rarely or never
Do we set goals for ideas, initiatives and innovation? Yes everyone has them A few No - none
Do we have a positive attitude to risk management? Risks are fine. We manage them We try risks sometimes No we are risk averse
Do we look for ideas outside our organisation? We often look outside for ideas We sometimes look outside We rarely look outside for ideas
Do we encourage, recognise and reward internal ideas? Yes Somewhat No
Can anyone question or challenge anything? People can question and they do People sometimes challenge The boss knows best
Do we try prototypes and pilots to test ideas? We are always trying new things Sometimes we try new things We rarely try new things
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How innovative are you?

• Survey scores
• What is impeding innovation?

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What are the characteristics of an innovative
leader?
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The Vision

• A shared sense of purpose and direction
• Understood by everyone
• Inspirational
• Leads to goals, objectives and metrics

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Be a Storyteller
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Anne Mulcahy - Xerox
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Elevator Pitch

• For A who need B, we are a C who offers D.
  Unlike other C, we E.
• A Target Customer
• B Customer Need
• C What kind of Business are we?
• D Our Offering
• E What makes us Different?

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The Culture

• Entrepreneurial
• Welcomes ideas
• Questions everything
• Encourages lateral thinking
• Empowers individuals
• Manages risk

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How do you measure up?

• Are people empowered?
• Do people challenge the way things are done?
• Is risk-taking encouraged or discouraged?
• Is failure discouraged?
• Is there time to try new things?

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The Process

• Problems are analysed
• Lots of ideas are generated
• Internal and external sources
• Idea generation techniques
• Rapid prototyping
• Project Gating
• Fast to market

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Innovation Cycle
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Selling benefits

• Dont sell me a ..
• Feature
• Sell me a ..
• Benefit
• Benefit
• Benefit
• Benefit

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Selling benefits example

• Dont sell me a ..
• Coca Cola
• Sell me
• Refreshment
• Excitement
• Thirst quenching satisfaction
• A youthful,vigorous lifestyle

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Brainstorming

• Quantity is good
• No idea is a bad idea
• Suspend judgment
• Go beyond reason
• Build on ideas of others
• Ideas should be
• Short
• Specific
• Action-oriented

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Brainstorm Meeting Quiz

1. How many people should there be in a brainstorm?
2. What sort of people should you invite?
3. What are the two phases of a brainstorm?
4. Who should facilitate the meeting?
5. Should the manager be present?
6. What criteria will you use to evaluate ideas?

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Evaluation Criteria

• Synectics
• N
• A
• F
• Tesco
• B
• S
• C

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The Nominal Method

• Write the challenge at the top of sheet
• Write 5 different ideas to meet the challenge
• Pass the sheet
• Write 3 fresh ideas on the sheet
• Pass again
• Add a further 2 new ideas
• Pass again
• Select the best two ideas on the sheet you receive

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Reverse the Problem

• Individuals write down ideas to make the problem
  much worse
• Share the ideas
• Take one (it does not matter which)
• Generate positive ideas from it
• Take Another
• Evaluate the best ideas
• It is fun and it generates incremental ideas

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Random Word

• Find a noun at random
• List some attributes of the noun
• Force an association between the word and the
  objective
• Generate new ideas
• Why does it work?

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Similes

• Individually think of a situation in another walk
  of life that is like the challenge
• Our problem is like..
• Discuss and select the best simile
• Brainstorm that problem
• See if any of the solutions translate back into
  the original problem

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Idea Cards

• Write two ideas for solutions on cards
• One reasonable
• One wacky
• Exchange cards with different people
• Combine the two you receive

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Two conversations....

• One person make a suggestion for customers.
• 2nd person says Yes but........
• 1st person says Yes but......
• And so on

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Two conversations....

• One person make a suggestion for staff.
• 2nd person says Yes and........
• 1st person says Yes and......
• And so on

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Six thinking hats

• Traditional thinking is adversarial
• Prosecution and defence
• Government and Opposition
• I am right you are wrong
• Ego interferes with judgment
• Six thinking hats is parallel
• Everyone evaluates from all points of view

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Six Thinking Hats

• White - Information
• What do we need to know?
• Red - Feelings
• How does this make me feel?
• Yellow - Optimism
• What is good about the idea?

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Six Thinking Hats

• Black - Caution
• What is wrong with this idea?
• Green - Creativity
• How can we adapt this to make it work?
• Blue - Control
• Is the process working?

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Six Hats Propositions

• There are just two layers of management in your
  organisation.
• Employees vote to elect their boss.
• Every employee must take a 3 month sabbatical
  every 3 years on half pay.

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Six Hats Propositions

• Malta builds the worlds largest casino to boost
  tourism.
• All train and bus journeys will be free to
  passengers and paid for by increased tax.
• Schoolchildren cannot go up a year until they
  pass literacy and numeracy tests.
• Turkey is admitted to the EU.

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The Process

• Problems are analysed
• Lots of ideas are generated
• Internal and external sources
• Idea generation techniques
• Rapid prototyping
• Project Gating
• Fast to market

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The Innovation Funnel
Ideas
Ideas
Ideas
Ideas
Ideas
Assessment Gate
Development Gate
Test Gate
Launch
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How to Innovate

• Paint the vision, set the goal
• Analyse the problem
• Encourage ideas
• Run effective brainstorms
• Look outside
• Allocate time and money for experimentation
• Prototype/Implement
• Manage risk/Learn from failure

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Innovation best practices -1
Company Sector Practice
Shell Energy Gamechanger
Bouyges Telco Astonishment report
3M Manufacture 15 time for innovation engineers
Google Media 20 time for innovation all staff
HP Technology Medal of Defiance
Tata Manufacture Innometer
Nokia Technology Silos, X-discipline teams
Haier Manufacture Customer Observation
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Innovation best practices -2
Company Sector Practice
Vodafone Telco Segment customers by innovation
Bristol Myers Pharma Ideas Searcher
Alessi Design Greatest Failures
PG FMCG Open Innovation 50 target
Reckitt Benckiser FMCG Open Innovation Leapfrog day
Carphone Whouse Technology Attitude to risk
Toyota Manufacture 2 million ideas
Virgin Diverse Empowerment
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Creative Leadership Workshop

• Paul Sloane
• www.destination-innovation.com