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“Innovation is triggered by creativity and other factors. What are the other factors?”
Innovation is the process of combining various activities to create substantial new values for the target stakeholders. Innovation is creating new patterns of doing things. Innovation is a result of our new ways of seeing things, of seeing problems and issues… and innovation can happen in any levels: individuals, organizations, societies.
Innovation is the “economically successful introduction of a new technology or a new combination of existing technologies in order to create a drastic change in the value/price relationship offered to the customer and/or user.” (De Meyer, Arnoud., & Garg, Sam. 2005. Inspire to innovate: management and innovation in Asia. Plagrave Macmillan, p.12)
Center for Innovation Studies wants to facilitate the innovation management process. In so doing, CIS applies open systems perspectives and its systems approach. Sterman (2000:4)1 describes systems thinking as:
The ability to see the world as a complex system, in which we understand that “you can’t just do one thing” and that “everything is connected to everything else.” If people had a holistic worldview, it is argued, they would then act in consonance with the long-term best interests of the system as a whole, identify the high leverage points in systems, and avoid policy resistance.
CIS applies double-loop learning perspective. Sterman (2000:19) writes about double-loop learning as follows:
Feedback from the real world can also stimulate changes in mental models. Such learning involves new understanding or reframing of a situation and leads to new goals and new decision rules, not just new decisions.
1 Sterman JD. 2000. Business dynamics: system thinking and modeling for a complex world. Irwin McGraw-Hill.
CIS focuses on activities in three areas: Coaching for Innovation, Education Development, Research and Publication.
CIS initiates and organizes: Sharing Session, Discussion & Caucus on Innovation Management; implementing research on innovation-related issues; and Coaching for Innovators in and for organizations.
Please contact us at imed[at]avantifontana.com for more information on CIS activities.
Sites Reference on Innovation, e.g.,:
- Innovate, Journal of Online Education
IMED™ SESSIONS INNOVATION MANAGEMENT & EDUCATION DEVELOPMENT
Session Designed by: Avanti Fontana, Ph.D., CF, CPBC
Type of Delivery: Workshop & Coaching
Served by: Certified Facilitators & Coaches
Duration per Workshop Session: 60 Minutes
Duration per Coaching Session: 45 Minutes
Type-A: Introductory Sessions ……A1. Coaching for Innovation & Management (1S) ……A2. Coaching for Education & Development (1S) ……A3. Principles of Innovation (2S) ……A4. Innovation Management (2S) ……A5. Principles of Innovation Management (2S) ……A6. Innovation Value Chain (1S) ……A7. Business Innovation (1S) ……A8. Innovation Climate (1S) ……A9. Innovation Performance (1S)
Type-B: Diagnostic Sessions ……B1. Do we need Coaching? Why? (2S-3S) ……B2. Organization for Innovation (2S-3S) ……B3. Innovation Climate (2S-3S) ……B4. Innovation Value Chain (2S-3S) ……B5. Innovation Radar (2S-3S) ……B6. Knowledge Management for Innovation (2S-3S) ……B7. Innovation Performance (2S-3S)
Type-C: Coaching-for-Innovation Sessions* ……C1. Coaching for Development ……C2. Coaching for Improvement ……C3. Coaching for Performance ……C4. Coaching for Management ……C4.1. Coaching for Leadership ……C4.2. Coaching for Creativity ……C4.3. Coaching for Organizational Integration ……C4.4. Coaching for Calculated Risk Management ……C4.5. Coaching for Excellent Project Management ……C4.6. Coaching for Knowledge Management ……C4.7. Coaching for Protection of Creative Efforts ……C4.8. Coaching for Market Sensing *Number of sessions will be defined in the Discovery Session offered for Type-C.
Type-D: Education & Development ……D1. Coaching for Innovation* ……D1.1. Principles of Coaching & Code of Ethics ……D1.2. Coaching Mastery ……D1.3. Coach Certification ……D1.4. Certified Manager Coach ……D2. Research Approach: Engaged Scholarship (9S)** ……D2.1. Engaged Scholarship in a Professional School ……D2.2. Philosophy of Science Underlying Engaged Scholarship ……D2.3. Formulating the Research Problem ……D2.4. Building a Theory ……D2.5. Variance and Process Models ……D2.6. Designing Variance Studies ……D2.7. Designing Process Studies ……D2.8. Communicating and Using Research Knowledge ……D2.9. Practicing Engaged Scholarship **Reference: Andrew H. Van de Ven. 2007. Engaged scholarship: A guide for organizational and social research. Oxford.
Articles on Innovation published in Harvard Business Review (HBR), e.g.,
Leonard, D., & Rayport, J.F. Spark innovation through empathic design. HBR November-December, 1997. (“What customers can’t tell you might be just what you need to develop successful new products.”)
Hargadon, A., & Sutton, R.I. Building an innovation factory. HBR May-June, 2000. (“The best innovators aren’t lone geniuses. They’re people who can take an idea that’s obvious in one context and apply it in not-so-obvious ways to a different context. The best companies have learned to systematize that process.”)
Ulwick, A.W. Turn customer input into innovation. HBR January, 2002. (“Lots of companies ask customers what they’d like to see in new products and services—but they go about it all wrong. A new methodology for capturing customer input promises to galvanize the innovation process.”)
Drucker, P. The discipline of innovation. HBR August, 2002. (“In business, innovation rarely springs from a flash of inspiration. It arises from a cold-eyed analysis of seven kinds of opportunities.”)
Hammer, M. Deep change: How operational innovation can transform your company. HBR April, 2004. (“Breakthrough innovations in operations—not just steady improvement—can destroy competitors and shake up industries. Such advances don’t have to be as rare as they are.”)
Moore, G.A. Darwin and the demon: Innovating within established enterprises. HBR July-August, 2004. (“Innovation comes in many forms—products, processes, marketing, business models, and more. Which kind should you be pursuing? It depends: Where are you in your product category’s life cycle?”)
Kim, C.W., & Mauborgne, R. Value innovation: The strategic logic of high growth. HBR July-August, 2004. (“What separates high-growth companies from the pack is the way managers make sense of how they do business.”)
Hamel, G. The why, what, and how of management innovation. HBR February, 2006. (“Over the past century, breakthroughs such as brand management and the divisionalized organization structure have created more sustained competitive advantage than anything that came out of a lab or focus group. Here’s how you can make your company a serial management innovator.”)
Huston, L., & Sakkab, N. Connect and develop: Inside Procter & Gamble’s new model for innovation. HBR March, 2006. (“Procter & Gamble’s radical strategy of open innovation now produces more than 35% of the company’s innovations and billions of dollars in revenue.”)
Kanter, R.M. Innovation: The classic traps. HBR November, 2006. (“Every few years, innovation resurfaces as a prime focus of growth strategies. And when it does, companies repeat the mistakes they made the last time. Here’s how to avoid those errors.”)
Christensen, C.M., Kaufman, S.P., & Shih, W.C. Innovation killers: How financial tools destroy your capacity to do new things. HBR January, 2008. (“Most companies aren’t half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What’s stifling innovation? There are plenty of usual suspects,..”)
Iyer, B., & Davenport, T.H. Reverse engineering Google’s innovation machine. HBR April, 2008. (“Every piece of the business plays a part, every part is indispensable, every failure breeds success, and every success demands improvement.”)
Bettencourt, L.A., & Ulwick, A.W. The customer-centered innovation map, HBR May, 2008. (“By thoroughly mapping the job a customer is trying to get done, a company can discover opportunities for breakthrough products and services.”)
Books on Innovation, e.g.,
De Meyer, A., & Garg, S. 2005. Inspire to innovate: management and innovation in Asia. Plagrave Macmillan.
Prahalad, C.K., & Krishnan, M.S. 2008. The new age of innovation: Driving cocreated value through global networks. McGraw-Hill.
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