You have wanted to read about innovation?
Rethinking the Role of Human Resources – Design Thinking
Recognize and reward creativity
“Fortunately, companies can now prepare itself for the changed dynamics of hiring that lie ahead. All you have to do is stop acting like big companies bureaucratic and impersonal, and begin to create a fast moving and a vibrant atmosphere. Companies will need to mimic the rise in small businesses and provide entrepreneurial initiatives as a natural thing. Teams will be smaller, flatter organizations , and the values of honesty , informality and innovation should be introduced into the culture. People will need to feel that what they say matters, regardless of the classification and title. Perhaps most important, is that organizations need to understand that when the recovery comes, the stars will no longer wait around for them to be given the authority to make decisions or to be promoted. The alternative of running your own show has a very strong appeal. “- Jack Welsh – Business Week
Is not innocent the meaning behind these words of JW
It’s a warning to all those responsible for Human Resources, which has long been filling his professional life , not just with pictures of discouragement produced by a culture that has always favored the to be rewarded for doing well what was established and never rewarded creativity.
The Human Resources as part of the organizations have been looking at and have been left looking like weak elements in the chain of organizational values.
People involved in the traditional Human Resources feel confronted with more fluid business environments with multiple implications of evaluations, awards and contracts.
Historically, HR has not played a very strategic role in innovation. This needs to change. HR needs to support the culture change to enable innovation; and the upcoming generation isn’t going to settle for an ‘administrative-only’ role.
On happiness and value innovation by JORGE BARBA
I’ve been thinking about and pounding you in this blog with the idea of not wasting people’s time (also see here). I found out two things today, one is that I’m not the only one thinking about it and second that recent research says that in order for people to be happy we like to spend a certain amount of time on some activities.
Why smaller companies should embrace open innovation by Stefan Lindegaard
Open innovation at small and medium-sized enterprises (SMEs) presents both great opportunities and great challenges. Forming open innovation relationships can give a growing enterprise access to resources that might normally are beyond their reach with the potential for greatly speeding up time to market.
Will SME feed the large companies in Open Innovation ?
A Portuguese case
Small and medium enterprises, around the world are the drivers of global technological innovation and economic development.
It is likely that its importance has been obscured by the shadow of large multinational companies. In fact the news and exchange of opinion almost always fall into the issues of concern to companies like Microsoft, Apple and IBM among others.
If we imagine that these companies with the size of IBM are large trees in a dense forest, you’ll find around them small businesses that feed and make possible the majestic visibility of companies like Apple or Microsoft.
Are small and medium-sized plants that remain alive and strong the big trees!
These ecosystems are a good analogy with the open innovation with regard to the participation of each firm in the innovation process of a product or service.
SMEs embrace open innovation mainly for reasons related to the market, such as answering customer requirements (often large companies) or to remain in competition with competitors.
To live in an environment of unequal size SMEs face challenges as the most important challenges organizational and cultural issues. These challenges are a consequence of having to deal with the increase of external contacts.
Open innovation can be seen from several perspectives that are based on a combination of absorption and transfer of knowledge and / or technology.
– Companies use licensing of intellectual property as a way of obtaining return.
– Companies set of co-development partnerships as a means to innovate the business model that allows increasing the innovation performance in business.
– Companies establish cooperation with scientific and technological system. This connection enables the research undertaken in universities and institutes of R & D meets the industrial requirements, allowing the expertise of each entity and hence generate returns for both parties.
Do not wait for the generation y! Become a design thinker!
(Text in Portuguese after this )
Most companies have had their lives guided by the principles of maximizing of the existing as the best way to get the maximum profit. Their leaders have no concern with what is valid and reject the possibility to take the risk by establishing a dialogue to reach a decision.
Thus these companies will never be able to deliver to the user or consumer products under the brand “Wow!”
Here are three assumptions to develop a response according to Gary Hamel– “Wow“
– A brilliantly conceived product is clever and amazing.
– A great design is ingenious and intuitive, and perfectly suited to its purpose.
– A truly great design delivers the visual equivalent of a cioccolato gelato.
When business leaders seeking to create amazing products that cause awesome reactions in people they have to begin to experience an approach to design thinking .
Companies cannot wait for the next generations to integrate new ways of thinking and managing, because is not only through schools and curricular changes that we can build new forms of management .
Leaders also learn!
We do not create a culture of innovation with metrics! It builds on the basis of values!
(Texto em Português depois deste)
My confirmation bias!
I was writing, inspired by an article I had read, Jason Krieger – “Creating a Culture of Innovation“, when my attention was diverted by another article from Jorge Barba -”How to Fight the Confirmation Bias” where one can read:
“It is difficult to lay aside a confirmed passion.” – Caius Valerius Catullus
I’m quite agreeing with this statement and this is a trend very strongly in all of us.
For example, when I read the article about the culture of innovation and though I agree with much written by Janson, I felt that the valuation metrics was unbalanced.
My notion of a culture of innovation was far from fit in this article. Of course I tried immediately to confirm my idea, but at the same time tried to confirm the idea conveyed by the article.
I follow a principle of not having to choose A or B, and find a new C. It seems to me a healthy balance.
Jason says: ” In the “new normal,” fostering innovation will be a driver of organic growth. Organizations must have these six key steps in place.
Innovation assessment, On boarding and training, Innovation index, Customer metrics, Employee metrics and An innovation scorecard.”
In fact my first look, I like and I always liked numbers, it was think that the relative weight of the metrics placed there, when it comes to building a culture, was excessive.
It lacked focus more on people and their emotions, attitudes and behavior and the necessarily environment where they take place.
It was there that my confirmation bias led me up to a recent article by Tim Kastelli:
“The main points with metrics are:
-Don’t mistake metrics for what we’re actually trying to measure: metrics are proxies – especially if we are trying to measure something abstract like innovation, or the quality of universities. So don’t get too hung up on your metrics – concentrate on your overall goal.