Using Innovation and Creativity to Improve Student Learning May 17, 2013 Faculty Development Day.
Innovation May 2013
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Transcript of Innovation May 2013
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Raising innovation in Ontario
by Toronto Training and HR
May 2013
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CONTENTS 5-6 Definitions7-9 Drivers of innovation10-11 Major categories of innovation12-13 Skills to lead innovation14-15 An innovative culture16-17 Innovation in multi-invention contexts18-19 Drill20-21 Members of a team and innovation22-23 Mediating team processes24-25 Practices which set innovative organizations
apart26-27 High-performing organizations and
innovation28-30 In-hand innovation31-32 Managing empirical innovation at J & J33-34 Business innovation indicators in Canada35-36 Performance indicators to measure
motivation in Canada37-38 Measurable elements of GDP per capita39-41 How does Canada compare?42-43 Innovation pathways in Canada44-45 AIMS for innovation in Canada46-47 Comparing Canada to the US48 Case studies
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions
• Innovation• Invention• Creativity
• Theories of innovation
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Drivers of innovation
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Drivers of innovation 1 of 2
• Skilled workers• Capable managers• Scientific and engineering
talent• Investments in technology• Vigorous competitors• Clusters of people and
businesses• Balanced regulatory
environment
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Drivers of innovation 2 of 2
• Pressure• Support
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Major categories of innovation
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Major categories of innovation
• Finance• Process• Delivery• Offering
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Skills to lead innovation
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Skills to lead innovation
• Associating• Questioning• Observing• Experimenting• Networking
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An innovative culture
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An innovative culture
• Leaders visibly promote new ideas from all areas of the organization
• Entrepreneurial and risk-taking behaviors are encouraged
• Growth as a result of innovation is considered as important a goal as cost reduction
• Learning from mistakes is important, with toleration for failure
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Innovation in multi-invention contexts
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Innovation in multi-invention contexts• ARM• Kentron Technologies• RIM
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Drill
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Drill
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Members of a team and innovation
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Members of a team and innovation
• Creative team members• Conformist team members• Attentive-to-detail team
members
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Mediating team processes
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Mediating team processes
• Task conflict• Team potency• Adherence to standards
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Practices which set innovative
organizations apart
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Practices which set innovative organizations apart
• They have diverse teams• The work best without barriers• They encourage employees to
share and nurture their passions at work-within reason
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High-performing organizations and
innovation
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High-performing organizations and innovation
• Sources of innovation• Recognition of innovation as a
competency• Learning strategies that foster
innovation• Roadblocks that inhibit
innovation
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In-hand innovation
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In-hand innovation 1 of 2
• Innovations that were previously developed but never launched, owing to circumstances that may have changed
• Features of past products that may meet newly critical customer needs
• Existing offerings that should be repositioned, because customers like them for unforeseen reasons
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In-hand innovation 2 of 2
• Elements of bundled offerings that could stand alone
• New combinations of elements, in which the bundled value to customers is greater than the sum of the parts
• Overdesigned offerings that could be pared down for less-demanding customer segments
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Managing empirical innovation at J & J
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Managing empirical innovation at
J & J• Focus• Shape• Persist
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Business innovation indicators in Canada
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Business innovation indicators in Canada• Expenditure on research &
development, as a % of GDP• Direct and indirect government
funding of business research & development, as a % of GDP
• Investment in machinery and equipment, as a % of GDP
• Venture capital, relative to GDP
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Performance indicators to measure innovation
in Canada
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Performance indicators to measure innovation in Canada
• Talent• Research and development• Innovation
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Measurable elements of GDP per capita
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Measurable elements of GDP per capita
• Profile• Utilization• Intensity• Productivity-industry mix,
cluster mix, cluster effectiveness, urbanization, education, capital investment and productivity residual
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How does Canada compare?
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How does Canada compare? 1 of 2
• Higher education performance of R&D
• Intensity of R&D• R&D share of value added in
industry• Distribution of business
performance by R&D by revenue size of organization
• ICT capital intensity• IT services intensity• Cross-border trademarks per
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How does Canada compare? 2 of 2
• Graduation rates from tertiary education
• Graduates of doctoral (advanced research) programs per million of population
• Total number of degrees granted in doctoral (advanced research) programs
• Private internal rate of return for an individual obtaining tertiary education as part of initial education
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Innovation pathways in Canada
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Innovation pathways in Canada
• Research• Talent• Development and
commercialization• Government support• Sales and marketing
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AIMS for innovation in Canada
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AIMS for innovation in Canada
• Attitudes• Investment• Motivations• Structures
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Comparing Canada to the US
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Comparing Canada to the US
• GDP per capita• Prosperity gap • Labour effort• Productivity• Real GDP annualized quarterly
growth rate• Participation rates• Unemployment rates• Venture capital
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Case studies
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions