Innovation Conf Presentation Final 02
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Innovation Conf Presentation Final 02
- 1. Innovation: Vision, People, and Process David Robertson Portfolio Manager Program Management Office [PMO] Strategic Planning & Transformation 08.25.08 2008 Health Care Product and Service Innovation Conference A nonprofit independent licensee of the BlueCross BlueShield Association
- 16. People: Factors for Success diversity metrics tools vision objectives leadership process culture incentives education information results & health
- 50. Thank you [email_address] 585.453.6253
Notas del editor
- Survey attendees. Provide an attendee a piece of paper and a pen than ask them to “innovate”.
- Thank you to attendees and Alex Levin; and the World Research Group. 15-years of marketing and sales experience from consumer goods to education to health care to insurance. Been a member and lead creative teams at advertising agencies and within corporate product development teams. I was asked to develop an innovation management process for Excellus BCBS, this task lead me to research innovation across multiple industries to identify positive examples and consider possible pitfalls. Why am I speaking here today? Share knowledge and experiences in the hopes of helping others to improve employee health and project results. And a passion for continuous improvement.
- Recruited to EHP by the VP, National Accounts Sales National Accounts Sales Manager > Product Development Manager > Portfolio/Program Manager - PMO Prior to joining EHP, I was the Director, Business Development & Marketing at GRIPA (Provider/Hospital partnership in upstate New York.)
- I have found to date, a great emphasis on deliverables and deadlines; and varied levels of focus on metrics. Often limited understanding/appreciation and effort applied to the creation, development, and recognition of creative teams. With the shift from manufacturing to service; and now from service to creative energy/ innovation – the interpersonal dynamics are critical. Without activation and a method/process for channeling the creative energy to a focused goal there is merely a collection of ideas.
- Each of the topics could provided an opportunity for a lengthy discussion, so this event will keep to a high-level while offering insights gathered through secondary research and personal experience. One of my first assignments at EHP was the development of an innovation management process. But, before I began to outline my concept, I wanted to research the latest finding on successful innovative companies. What are the patterns, best practices, keys to success, etc. I gathered research from business trade journals, magazines, consultants, and the premiere academic institutes -- Harvard and Wharton.
- Building a common language. Avoiding the pitfalls of miscommunication -- assuming that one’s definitions and expectations are mutually understood and accepted by others. An exercise that I have applied to a team is gathering everyone around a table and sharing individual definitions of an objective or purpose or goal. Can quickly identify gaps and build consensus.
- The challenge of defining innovation and creating a common understanding. My research enlightened me to the categories of innovation as defined by Charles O’Reilly and Michael Tushman. On my list of suggested reading. I leveraged these definitions to help facilitate clarify of purpose for an innovation team – different focus when goal is incremental innovation versus disruptive innovation. A common language is key to understanding a leader’s vision and one’s role in the effort.
- Objective(s) – short-term Vision – Medium to long-term (may reference as a goal)
- A leader sets the tone and shapes the culture for a team, business unit, or organizations. Innovation requires a break from a traditional command and control leadership style, so do you have the right leaders in the right roles to support the success of your innovation teams? Share example… Survey employees – What is the current corporate culture? Look for the obvious – Does the corporate performance evaluation reward risk-taking, creativity, autonomy, collaboration; the skills essential for innovation? If not, the vision is in conflict with the corporate practices.
- Making the tough decisions and taking actions. Of the 21 executive officers on staff when Perez arrived in 2003, only 3 remained as of 2007. Didn’t dismiss the skeptics, but leverage their constructive criticism, observations, and desire to influence positive change. Cultural readiness – support vision or move on. Valuing diversity of thought.
- Authenticity – the ability to communicate a message and be considered sincere and believable. Extremely powerful characteristic for a leader.
- Reference PMO – common tools and centralized information repository (WIKI). Culture = creative and collaborative.
- Industry example: Cleveland Clinic encourages every provider (1,800) to travel at least once a year to explore and learn about a clinical procedures, research, and techniques.
- Authenticity -- true to one's own personality, spirit, or character Autonomy -- self-directing freedom
- Take inventory of the skills and resources that are available and identify the gaps to determine those skills and resources required to complete the team. Lessons Learned: Leverage strengths and minimize weaknesses. Do not place individuals in position of failure. Example:
- The “Connector” is referenced in the Tipping Point by Malcolm Gladwell. Found patterns of personalities. Diversity and collaboration nurture creative spirit.
- Integrator = Activator
- Lessons Learned – Placing individuals in leadership roles based on years of service and specialized knowledge NOT their leadership abilities and skills. Leadership development path with training and mentoring support. Remove barriers and bureaucracy.
- Emphasize Statistic – IMPORTANT Does your company’s promotional timeline allow for a 2+ years assignment for an innovation team member?
- Innovation is about creativity and risk-taking NOT conformity. Creative energy is a balance of freedom and directed energy. Too many controls will squash the creative spirit. Do not dismiss the “lunatic fringe”.
- Consider your organization maturity and culture to determine the best approach to initiating a PMO. An industry example: Pilgrim Health – reference book by __________________
- Lisa DiTullio, the former Director of the EPMO, is the principal of Lisa DiTullio & Associates, dedicated to introducing project management as a business competency, enabling organizations to improve decision-making, instill accountability, and enhance communications. Lisa focuses on the set-up and management of enterprise project management models.
- Reference the PPT from ______________ at Bank of America for a list of their corporate innovation metrics.
- Reach out to peers within the industry and outside to benchmark innovation team metrics.
- For homework, consider reading Gary’s article for McKinsey Quarterly on the new leadership approach to innovation in the 21st century.