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Unwrapped – Creating an Innovative Workplace Culture

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Unwrapped – Creating an Innovative Workplace Culture Mike Brown The Brainzooming Group September 2014


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eBooks Online at: Brainzooming.com/CFMA


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Is creating an innovative culture kind of a big deal? What do you think?


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“Creativity is the most important leadership quality, according to CEOs.”


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The Deloitte Millennial Survey, 2014 “Seventy-eight percent of Millennials were strongly influenced by how innovative a company was when deciding if they wanted to work there.” ”


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The Creative Economy Report, London School of Economics, 2008 “Employing a worker in a creative occupation is an innovation input in a similar manner to employing a scientist.”


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But . . .


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Photo by: diesel | Source: photocase.com


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Able to create fundamental, valuable improvements compared to the status quo.


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7 Keys in Creating an Innovative Workplace Culture


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Providing Direction


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Big Ideas vs. Big Vision


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Core Purpose Vision Statement Mission Statement Brand Promise The reason for existence A bold promise of the future The best of what is done now The customer expectation and experience


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“We need to be more innovative!” isn’t a BIG statement. It’s another way of saying . . .


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“Innovation is hard to define, but we’ll know it when we see it.”


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A 50,250 lb. Mini-Van Based on Existing Technology for Trips to the “Grocery Store”


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The Basic Question “What are we trying to achieve?”


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Tesco


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Assessing Your Big Statement Pick one of your big statements. Perform a quick assessment.


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Next Steps Tally your score. Where are you? What are the biggest strengths? What are the next opportunities?


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Inviting Broad Participation


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“I not only use all the brains I have, but all I can borrow.” - Woodrow Wilson


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Spread the Thinking


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Diverse Perspectives Strategic, Innovative Thinking Business Experience Functional Expertise Creative Energy


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Seek Out Hidden Experts


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“You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.” – Steve Jobs


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How can you turn a large gathering into a massive focus group? 120 People 40+ concepts to gain reactions Expand the concepts with new ideas All in 45 minutes at the end of 3 active days


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How can you turn a large gathering into a massive focus group?


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How can you turn a large gathering into a massive focus group?


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Glimpse the Future


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Who completes your team? Quickly note a “go-to” person for each perspective.


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Next Steps Review the names. Any apparent gaps? How broad is your team? Can you broaden the team’s diversity?


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Meaningfully Engaging and Involving


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Where do we and don’t we create value?


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Little or No Value Created Close to Adding Value Create Incredible Value Value Signal Stop sign with a post it on it


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What’s YOUR experience?


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What will have happened?


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If we have ____, what will have happened? Outrageous Success! Failed


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What didn’t these ask for? (Fill in the blank) Ideas


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Ask for . . . Ideas (of any type) Challenges and opportunities Customer requests Problems Workarounds Fixes


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Enough detail to take a next step What’s been tried? What to watch out for? A name to follow up


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Encouraging Change


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“It's hard for corporations to understand that creativity is not just about succeeding. It's about experimenting and discovering.” - Gordon Mackenzie “Creative Paradox”


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Creating Change Transform Experiment Incremental Modifications Create a Burning Platform Frustration with the Status Quo Perceived Need for Dramatically Different Results High Low Low High http://ow.ly/ndToa


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Protecting Questions & Ideas


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Sharing Messy Thinking


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Small, Possible Steps


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Learning from Mistakes


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Stating objectives without detailing the answers Challenging the status quo Cultivating diversity Asking rich questions Encouraging contradictory views Letting leaders be owners Listening to ideas with timely responses Speaking now and forever holding your peace Deciding once, not multiple times How are you at encouraging change?


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Next Steps Are you universally strong or weak? Where are the challenges? Where have you made changes and seen successes?


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"The best way to have a good idea is to have lots of ideas." Linus Pauling


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“ . . . by pitting multiple scenarios of the future against one another and leaving many different doors open, you can prepare yourself for a future that is inherently unpredictable. Brainstorming pays off. And the more possibilities you can entertain, the less likely you are to be blindsided.” - August 30, 1999 http://ow.ly/ndHCK


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Looking Differently


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Different Views Move Further Away Look Closer Look from a Different Height Look from a Different Perspective


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Varying


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W hat’s It Like? Your Situation Another Situation ~ Fixing things Take care of customers Employ people Learning takes place Make money


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W hat’s It Like? Describe an issue or opportunity. Generalize it and identify a comparable situation. How would another organization address it?


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What Happens Next?


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Pursuing Smart Possibilities


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Strategic Impact Creating vital change to meaningfully propel an organization forward.


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Sound, Timely Decisions


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Individual Advocacy Group Perspective


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Prioritizing Ideas Just Do It! Tactics Why Bother? Future Advantage Difficulty to Implement Expected Impact Simple Complex Evolutionary Revolutionary http://ow.ly/ndToa


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Pushing for Change How can we give the idea more of an edge? Why is this? Could there be long-term potential? What change could move it up and to the left? Difficulty to Implement Comfort with the Idea Simple Complex Low High http://ow.ly/ndToa


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“Critical” and Beneficial Thinkers http://ow.ly/ndJRx


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Whole Brain Metrics


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A Metrics Menu


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Staying Agile


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When New and Innovative Becomes Status Quo Is a prior innovation . . . Still linked to something important? Failing to deliver maximum value or performance? Already matched by competitors? So old no one remembers before it happened?


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What Matters for Your Organization?


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How will this impact . . . ? Our core purpose, values, and/or vision The brand, its representation, or promise Key audiences - broadly and/or directly Our ability to attract customers and prospects Potential dissatisfaction of customers and prospects Our financial prospects Resources / raw materials in dramatic ways The organizational structure or alignment


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What matters?


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Benefits of Constraints


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P M I R Plus Minus Interesting Recommendation


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P M I R


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Celebrating Progress and Success


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Celebrating Success Progress, Determination and Culture Trying and Learning


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“I developed the practice of writing notes to our employees. Over 10 years, it amounted to more than 30,000 notes, and we had only 20,000 employees. Wherever I’d go in the world, in employee cubicles you’d find my handwritten notes posted on their bulletin boards.” - Douglas Conant Former CEO of Campbell’s Soup


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An Innovative Workplace Culture Provides Direction Invites Broad Participation Meaningfully Engages and Involves Encourages Change Pursues Smart Possibilities Stays Agile Celebrates Progress and Success


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eBooks Online at: Brainzooming.com/CFMA


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Blog: www.Brainzooming.com Email: mike.brown@brainzooming.com Twitter: @Brainzooming Phone: 816-509-5320


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