Post on 08-Jul-2018
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u ng nnovat ve rgan zat on
Tubagus Hanafi Soeriaatmadja, MBA, MSi
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Sharing Objectives
By the end of this course you will Understand about:
1. Why innovation
is
essential
for
both
individual
and
.
organization: Creative Thinking, Climate and Action
2
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Why Innovation?
Leader of Business Computer at 1985. Where are they now?
3
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Why Innovation?
100
years
100
years
25
years
25
years
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Why Innovation?
Our
study
in
blue
chip
group
of
companies
showed:
To
have
a
frog
leap
growth,
this group needs habits of innovation with invention in one or combination of the
followin as ects: value ro osition business rocess technolo and eo le
Growth of a High IQ
Company (%):
• Innovation with
invention
Growth of a MediumIQ Company (%):
• Innovation with
ingenuity
Innovation and
“business as
usual” do notprovide an
adequate growth
Source: BINUS
analysis,
2004
‐2009
5
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Why Innovation?
Your Passport for Higher Job Security
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u ng nnova ve
Organization
In 3 years beat Sony
& Microsoft
Grew almost 200x in
17 years
nnovat ve rgan zat on
Creative Thinking Climate Action
• The dynamics that
underlie creative thinking • The climate for
creativity in an
• Leadership:
Fostering Systemic
Creativity
• Becoming creatively
fit
as
an individualenterprise
• Personal creative
• Purposeful
Creativity
7
connections for an
enterprise
bubble • Sustaining the
Change
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Creative Thinking
Motivation
reat ve n ng
• The d namics Curiosity &
Fear
that underlie
creative thinking Non Customer: why
they
don’t
consume? How to
creatively fit as
an individual
Brea ing &
Making
Connections:
Formin
help them do work
better?
• Breaking and
making
connections for
New ideas urrent
Customer: What
make them more
ha ?
Evaluation
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Creative Thinking
MotivationWhat do you want
in life?
reat ve n ng
• The d namics Curiosity &
Fear
Do you learn
things daily that
interest ou?
that underlie
creative thinkingCreative
Profile Can you accept itwhen things don’t
creatively fit as
an individual
Brea ing &
Making
Connections:
Formin Reclaiming
wor out t e way
you thought they
might?
Do ou en o new
• Breaking and
making
connections for
New ideasCreative
Healthideas both yoursand other
people’s?
EvaluationCan you see how
most new ideas
have merit?
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Breaking & Making
Connection Tools
. . .
PAMA Pit
Stop
Case
2. ERRC Grid : Eliminate, Reduce, Raise, Create (see
next
a e
1010
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Breaking & Making
Connection Tools
ERRC Grid:
REDUCE
Which factors
should
be
reduced well below the
’
ELIMINATE
CREATEA NEW
VALUE
CURVE
Which of the factors
that the industry takes
for granted should be
eliminated
Which factors should be
created that the
industry has never
offered?
RAISE
1111
raised well above the
industry’s standard?
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Creative Thinking
Encourage Conflict of
Ideas
reat ve n ng
• The d namics
Encourage Risk
Taking
that underlie
creative thinking Promote Diversity
creatively fit as
an individual Organize for Intrinsic
Motivation
• Breaking
and
making
connections for
Information Flows that
Support Creativity
Using More & Less
Information
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Climate
Expectations &
Behavior Underpin
mate
• The climate for
creativity
in
an
Expectations &
Behaviors Reinforcing
Creativity
enterprise
• Personal creative Providing Autonomy &
bubble
Large‐Scale Climate
Change
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Climate
Expecting mate Success
• The climate for
creativity in
an
The Bubble
Passion
enterprise
• Personal creative
The Bubble
bubble
Corporate
mates apt ng
to Personal
Climates
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Action
Reduced Controls
ct on
Creativity Friendly
Rewards
• Leadership:
Fostering
Systemic
New Attitude About
Efficiency & Failure
• Purposeful
Creativity
Communicating The
Value of Creative
Change
• Sustaining the
Change Resources
Guiding The
Corporation
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Action
Stage 1: Groundwork & Immersion
ct on Stage 2: Divergent Exploration
• Leadership:
Fostering
Systemic
Stage 4 : Focused
Exploration
• Purposeful
Creativity
Stage 5: Initial Articulation of a
Potential Solution
• Sustaining the
ChangeStage 6: Development &
Transformation
Stage 7 : Implementation
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Action
Plan Ahead
ct on
• Leadership:
Fostering
Systemic
• Purposeful
Creativity Expect Resistance
• Sustaining the
Change
Encourage The Flow of
Information
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References
1. Creativity, Inc., Jeff Mauzy, Richard Harriman, Harvard Business School
Press, 2003
2. Innovating at
the
Top,
Roland
Berger,
Soumitra Dutta,
Tobias
Raffel &
Geoffrey Samuels, INSEAD Business Press, 2009
3. Blue Ocean Strategy, W. Chan Kim, Renee Mauborgne, Harvard Business
Press, 2005
4. “PT Pamapersada Nusantara’s (PAMA) Continuous Transformation:
Sudiarso Prasetio’s Value Based Leadership”, Tubagus Hanafi
Soeriaatmadja, BINUS
Business
School
Case
Study,
2009
5. BINUS Business School Stud on Indonesia Grou of Com anies vs.
Fortune 500 Company’s Growth, 2009
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thanafi@binus.edu
tubagushanafi@gmail.com