Comments on: The careers of innovation leaders and intrapreneurs http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/ Open innovation, social media tools and intrapreneurship Wed, 08 Feb 2012 08:07:53 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Stefan Lindegaard http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/comment-page-1/#comment-115 Stefan Lindegaard Thu, 21 May 2009 07:22:21 +0000 http://www.15inno.com/?p=398#comment-115 Hi Mahid, I have developed a TBX (O) model which I believe is quite useful for developing an innovation culture. See below and check this blog post: <a href="http://stefanlindegaard.com/2009/05/12/open-innovation-mindset/" rel="nofollow">http://stefanlindegaard.com/2009/05/12/open-innov...</a> Stefan • T (Top Down) - Get executives on board and require their personal commitment to the innovation activities. Without executive support, no change occurs. • B (Bottom Up) - Value creation begins with people—one by one, team by team. Nothing happens unless you get employees engaged, involved, and trusting that their voices are being heard by those higher in the organization. If ideas just seem to fall into a sinkhole, never to re-emerge, or if leaders are not able to commit resources to any ideas, you will lose the trust of the employees. • X (Across) - The biggest challenges will come from the middle managers placed across the organization, because they have a narrow focus on their own profit-and-loss responsibility. They do not see the full picture, and thus will not give up resources when doing so does not benefit them in the short run, even though it is the right thing for the company in the long run. If not dealt with appropriately and effectively, they can bring innovation to a grinding halt, which will destroy the trust of both executives and those doing the actual work of innovation. As we move towards open innovation, we should consider adding another factor: O (Outsiders). External partners will bring knowledge, skills, experience – and demands – to your organization. Hi Mahid,

I have developed a TBX (O) model which I believe is quite useful for developing an innovation culture. See below and check this blog post: http://stefanlindegaard.com/2009/05/12/open-innov…

Stefan

• T (Top Down) – Get executives on board and require their personal commitment to the innovation activities. Without executive support, no change occurs.

• B (Bottom Up) – Value creation begins with people—one by one, team by team. Nothing happens unless you get employees engaged, involved, and trusting that their voices are being heard by those higher in the organization. If ideas just seem to fall into a sinkhole, never to re-emerge, or if leaders are not able to commit resources to any ideas, you will lose the trust of the employees.

• X (Across) – The biggest challenges will come from the middle managers placed across the organization, because they have a narrow focus on their own profit-and-loss responsibility. They do not see the full picture, and thus will not give up resources when doing so does not benefit them in the short run, even though it is the right thing for the company in the long run. If not dealt with appropriately and effectively, they can bring innovation to a grinding halt, which will destroy the trust of both executives and those doing the actual work of innovation.

As we move towards open innovation, we should consider adding another factor: O (Outsiders). External partners will bring knowledge, skills, experience – and demands – to your organization.

]]> By: Madhu http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/comment-page-1/#comment-114 Madhu Thu, 21 May 2009 05:32:00 +0000 http://www.15inno.com/?p=398#comment-114 Hi Stefan, Do you believe that innovation culture and intrapreneurship needs to be developed using the top down approach (management dictating how the innovation needs to happen or a few areas to focus on) or it is better to let it develop through the bottoms up approach (adopt a few ideas or innovations from the field and promote it) While the former has the advantage of being easier to get corporate funding and promotion, the latter has the advantage of being really grounded and hence the adoption value is much better and this can be turned into a success story more easily. This also enhances the innovation culture within an organisation and encourage everybody to think grounds up about how they can improve the situation. Interested in getting your thoughts Madhu Hi Stefan,
Do you believe that innovation culture and intrapreneurship needs to be developed using the top down approach (management dictating how the innovation needs to happen or a few areas to focus on) or it is better to let it develop through the bottoms up approach (adopt a few ideas or innovations from the field and promote it)

While the former has the advantage of being easier to get corporate funding and promotion, the latter has the advantage of being really grounded and hence the adoption value is much better and this can be turned into a success story more easily. This also enhances the innovation culture within an organisation and encourage everybody to think grounds up about how they can improve the situation.

Interested in getting your thoughts

Madhu

]]> By: William http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/comment-page-1/#comment-113 William Mon, 20 Apr 2009 04:20:56 +0000 http://www.15inno.com/?p=398#comment-113 Hi Stefan to make Innovation successful you need to be able to deliver the Strategic & Tactical requirements on the ground with the right type of Intrapeneurs....difficult word to spell and difficult to find these people. Some organisations appoint people into positions of Innovation delivery with limited competence on Innovation Management and Creativity. They normally start with Idea Management tools to capture ideas but don't have a SIMPLE process to convert the ideas in business benefit, or have the real insight to make the ideas fly. It's insight that converts ideas into reality... Ideas - X - Insight - X - Impact = Business Value Yes we need 2 types of people to make innovation successful but with Strategy must also come active particpation, not passive to steer, guide & sponsor where we need to focus our Innovation approach...and make sure stakeholders also are actively managed. 1/ Product 2/ Service 3/ Process 4/ New Business Model Innovation does not need to be too academic in it's approach, my view is to make it simple, non-technical business speak of ideas, IRR, NPV, etc. With these 2 key types of people you also need an innovation framework to piece together what elements of Innovation you will focus on. I'm involved on implementing Innovation on the ground working in a Global organisation....1st steps are to ensure the Innovation energy is focused in the right direction with an inspiring leader at the helm... Thanks William Hi Stefan to make Innovation successful you need to be able to deliver the Strategic & Tactical requirements on the ground with the right type of Intrapeneurs….difficult word to spell and difficult to find these people.
Some organisations appoint people into positions of Innovation delivery with limited competence on Innovation Management and Creativity. They normally start with Idea Management tools to capture ideas but don't have a SIMPLE process to convert the ideas in business benefit, or have the real insight to make the ideas fly. It's insight that converts ideas into reality…
Ideas – X – Insight – X – Impact = Business Value

Yes we need 2 types of people to make innovation successful but with Strategy must also come active particpation, not passive to steer, guide & sponsor where we need to focus our Innovation approach…and make sure stakeholders also are actively managed.
1/ Product
2/ Service
3/ Process
4/ New Business Model
Innovation does not need to be too academic in it's approach, my view is to make it simple, non-technical business speak of ideas, IRR, NPV, etc.
With these 2 key types of people you also need an innovation framework to piece together what elements of Innovation you will focus on.
I'm involved on implementing Innovation on the ground working in a Global organisation….1st steps are to ensure the Innovation energy is focused in the right direction with an inspiring leader at the helm…
Thanks
William

]]> By: Jeff http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/comment-page-1/#comment-112 Jeff Fri, 17 Apr 2009 23:48:22 +0000 http://www.15inno.com/?p=398#comment-112 Stefan: Cool article, Thanks! As a serial intrepreneur, now I can show my wife what I do! Call me. Easier to chat. Been an intrepreneur across many successful ventures..each of which had unique twists and all of which had hidden risks.... Jeff 770.436.3175 Stefan:

Cool article, Thanks! As a serial intrepreneur, now I can show my wife what I do!

Call me. Easier to chat. Been an intrepreneur across many successful ventures..each of which had unique twists and all of which had hidden risks….

Jeff
770.436.3175

]]> By: Claudia Kuzma http://www.15inno.com/2009/04/16/the-careers-of-innovation-leaders-and-intrapreneurs/comment-page-1/#comment-111 Claudia Kuzma Fri, 17 Apr 2009 01:11:54 +0000 http://www.15inno.com/?p=398#comment-111 Stefan--couldn't have said it better. I'm definitely a intrapreneur and have often questioned the status quo, thus resulting in being labled. My Master's program in Liberal Studies/Leadership taught me the creative thnking skills needed to be an innovator/intrapreneur but organizations haven't fully embraced the knowledge worker coming out of University with this mentality, and offered opportunities as you outline in your career path model. It's still a very rigid organizational structure. Stefan–couldn’t have said it better. I’m definitely a intrapreneur and have often questioned the status quo, thus resulting in being labled.

My Master’s program in Liberal Studies/Leadership taught me the creative thnking skills needed to be an innovator/intrapreneur but organizations haven’t fully embraced the knowledge worker coming out of University with this mentality, and offered opportunities as you outline in your career path model. It’s still a very rigid organizational structure.

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