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(Texto em Português depois deste)

The role of people in open innovation

Ideas are important if they are transmitted by carriers of the gene “p”. – Passion.

Chuck Frey made an analysis ofInnovation leaders: As senior executives stimulate, steer and sustain innovation “Jean-Philippe Deschamps, which highlights the six attributes of innovation leaders, i.e. innovation leaders, many or few, must combine a number of skills (be able) to achieve extraordinary results!

And here they are:

1 – A mixture of emotion and realism.

2 – The acceptance of uncertainty, risks and failures, along with a desire to make their team learn from them.

3 – A high degree of passion for their mission and innovation, and the burning desire to share this passion with his team.

4 – The desire to seek proactively external technologies and ideas, and then experience it with them.

5 – The courage to stop projects, not just start them, and talent to decide when to continue vs. abandon.

6 – A talent for building and running teams winning, and a knack for attracting and retaining innovative people.

I like this approach because it focuses mainly on people, not just the leader, but all who are involved in processes.

And this boat on calm blue sea is easy to drive by a leader with the characteristics outlined above, but is also easy to imagine that leaders with these characteristics do not sail in calm seas.

The open innovation is a challenge and an opportunity that some of these leaders have grabbed a seat and showed the way of success.

It is a fact often cited by Lindegaard that the approach companies on Open Innovation should be directed to a chosen target: “You should also have in mind that open innovation is a paradigm shift for most companies and this shift cannot take place without top-level support and commitment “.

And for what open innovation is a reality in enterprises whether they be larger or smaller the focus of these leaders must be the people and processes. One big advantage of open innovation when taken by top management is not to facilitate the blind spots of organizational perpectives, which provides internal perspective only.

The outside environment provided by open innovation, extends the focus and draws attention to any deviations or failures in processes and people.

Ideas are important, but if we’re stuck with them, without thinking about people and processes, we fall into a state of glare, i.e. we do not see anything beyond the nose.

People have different skills and abilities of each other, and some characteristics are not only related to leaders but also teams of innovation, are key to creating an environment for open innovation.

We need to select the best elements for these teams, not forgetting that they are also out of doors and above all choose the processes that facilitate the development of capacities of these people. Good ideas on good hands are substantially better than the good ideas in the hands of any person.

Communication processes, including networks, are a clear and secure foster passion and culture. A leader capable of galvanizing the people inside and outside the company facilitates the transfer of knowledge and builds relationships of trust and transparency which are fundamental to the implementation of Open Innovation.

As ideias são importantes se forem transmitidas por portadores do gene “p”. -Paixão.

Chuck Frey fez uma análise aLíderes da inovação: Como os executivos seniores estimular, orientar e sustentar a inovação”, Jean-Philippe Deschamps, onde destaca os seis atributos de líderes de inovação, isto é, os líderes, muitos ou poucos, de inovação devem combinar uma série de competências (ser capaz de) para atingirem resultados extraordinários!

E são elas:

1-   Uma mistura de emoções e realismo.

2-   A aceitação da incerteza, riscos e fracassos, juntamente com um desejo de fazer com que a sua equipa aprenda com eles.

3-   Um alto grau de paixão pela sua missão e pela inovação, bem como o desejo ardente de compartilhar esta paixão com sua equipa.

4-   A vontade de procurar, de forma proactiva, tecnologias externas e ideias, e, em seguida, as experimentar com eles.

5-   A coragem de parar projectos, não apenas iniciá-los, e o talento para decidir quando continuar vs abandonar.

6-   Um talento para a construção e direcção de equipas vencedoras, e um talento especial para atrair e reter os inovadores.

Eu gosto desta abordagem porque foca sobretudo as pessoas, não só o líder, mas todos os que estão envolvidos nos processos.

E este barco num mar azul e calmo é fácil de conduzir por uma liderança com as características apontadas acima, mas também é fácil imaginar que líderes com essas características não navegam em mares calmos.

A inovação aberta é um desafio e uma oportunidade que alguns destes líderes já agarraram e mostraram sede um caminho de sucesso.

É um facto, muitas vezes referido por Lindegaard que a abordagem às empresas sobre Inovação Aberta deve ser dirigida a um alvo escolhido: “Devemos também ter em mente que a inovação aberta é uma mudança de paradigma para a maioria das empresas e essa mudança não pode ocorrer sem o apoio e compromisso de nível superior.”

E para que a inovação aberta seja uma realidade nas empresas sejam elas de maior ou menor dimensão é necessário que o foco desses líderes sejam nas pessoa e processos. Uma das grandes vantagens da inovação aberta quando assumida pelo topo da gestão é, o não facilitar os pontos cegos de visão organizacional, que a perspectiva unicamente interna proporciona.

O ambiente exterior fornecido pela inovação aberta, alarga o espectro do foco e chama a atenção para eventuais desvios ou falhas nos processos e pessoas.

As ideias são importantes, mas se ficarmos presos a elas, sem pensar em pessoas e processos, caímos numa situação de encandeamento, isto é não vemos nada para além do nariz.

As pessoas têm competências e habilidades diferentes umas das outras, sendo que algumas características, não só de líderes mas também de equipas de inovação, são fundamentais para se criar um ambiente favorável à inovação aberta.

Há que seleccionar os melhores elementos para essas equipas, não esquecendo que eles existem também fora de portas e acima de tudo seleccionar os processos facilitadores do desenvolvimento das capacidades dessas pessoas. As boas ideias, em boas mãos são substancialmente melhores que, as boas ideias, nas mãos de qualquer pessoa.

Os processos de comunicação, incluindo as redes, são uma forma clara e seguro de nutrir paixão e cultura. Uma liderança capaz de dinamizar as pessoas interna e externamente à empresa, facilita a transferência de conhecimento e desenvolve relacionamentos de transparência e confiança, fundamentais para a implementação de Inovação aberta.

 

 

Some of my readings:

 

Critical Lessons, Facts On Open Innovation by Stefan Lindegaard

In early May, I moderated a great panel discussion at The Front End of Innovation conference in Boston working with Chris Thoen, Managing Director of Open Innovation at P&G and Jeff Bellairs, Sr. Director Connected Innovation at General Mills.

To see the invisible make distinctions by Jorge Barba

Over the weekend  Ralph Ohr shared a blog post about 20 ways to see the invisible to which I want to add to it.

How many times a day do you notice something? 

My grandfather was a successful Mexican entrepreneur in his time, he designed bags for women and was also an interior designer. I was 7 seven years old when I started hanging out with my grandfather and one thing I remember about him is that he had deep empathy for people (my grandparents had a room in their house where they would give low-means people shelter for a few days).

E-tailing and the Net Generation by by Rowan Gibson

“Hey Dad, can I have your credit card number? I need to buy something online”. This is not just an annoying question my sixteen-year-old son seems to ask me two or three times a month. It’s a harbinger that e-tailing is set to go ballistic as soon as today’s teenagers get their first paychecks.

“I Link, Therefore I Am” by Mitch Ditkoff

Rene Descartes, the famous 17th century philosopher, mathematician, and physicist is best known for having distilled his world view down to five words: “I think, therefore I am.”

Innovation is playing offense, not defense by Jeffrey Phillips   via @ralph_ohr

Innovation is playing offense, not defense

Where would we be without a good sports analogy every so often?  I was thinking about the challenges of innovation recently and it occurred to me that corporate strategy and innovation is often about making a choice between defending turf and taking or creating turf.

Guidelines for Engaging in Generative Dialogue (a.k.a. The Conversation)  by Venessa Miemis 

This article is crossposted from Jorge Jaime’s blog, in response to my video post a few weeks back about “The Conversation.” I recorded an hour long chat on skype with Scott Lewis (@jazzmann91), broken down into 5 minute clips, in which we discussed the concept behind Junto. Namely, it is a conversation platform we are inspiring to be built around the intention of creating a respectful space where people can engage in generative dialogue and come to a place of understanding and shared meaning

 

Dozens of integrated tools help you capture what inspires you in Evernote By Chuck Frey

If you’ve read this blog for any length of time, you know that I’m a big fan of Evernote, an application that enables you to capture content from web pages, write notes, and store just about any kind of digital content you can think of. That makes it an ideal tool for me to capture all of my ideas and the things that inspire me. In short, it’s my idea management tool of choice.

Go Out and Do Great Stuff  by Tim Kastelle

I just finished an executive education course on Public Sector Innovation. It was a terrific week – doing a full course in one week is very intensive, but when you’re working with a really smart group, as we were this week, it is exhilarating.

 

The end of busy  by  Leo Babauta via Paul Sloane

Stop being busy and your job is half done.

Think about how busy we are, and how it has become a way of bragging: I’m so busy, I must be important.

 

Bruce Mau’s new book: The Third Teacher by hellodesigners

I had the opportunity to work with Bruce Mau Design at OWP/P a few years ago on a 50th Anniversary Book for the firm. Since then the two design firms completed a book, The Third Teacher. This is a strong-willed and informative book, as are all of BMD’s work. Large type, bold colors and the use of shocking statistics make this book a great addition to anyone involved in education, any parent concerned in their child’s education, and anyone questioning our country and planet’s future (hummm, that would be everyone).

Enjoy it!