This document discusses the importance of trust in fostering innovation within organizations. It outlines a Behavioral Trust Framework (BTF) that identifies specific trust-building and trust-damaging behaviors. The BTF allows individuals and organizations to understand how to develop trust and collaboration, which are necessary for innovation. Applying the BTF can help reduce controls and proxies for trust, allowing for greater innovation capacity. Managing trust behaviors, rather than just outcomes, is key to catalyzing innovation.
This document summarizes a meeting on weak ties and innovation. It discusses how weak ties can provide non-redundant knowledge through knowledge recombination. Maintaining and strengthening relationships with weak ties can facilitate innovation. Behavioral dimensions of trust were presented as a framework for understanding how trust is built in relationships. Organizational design can impact employees' ability to build trust. The role of weak ties in new product development phases was discussed. Differences in how scientists and business people may leverage networks and focus on trust building was noted as an area for further exploration.
This document outlines 10 principles for leading successful organizational change based on the authors' experience and a survey of global executives. The principles are: 1) Lead with the culture by drawing on existing cultural strengths; 2) Start change initiatives at the top with executive alignment; 3) Involve employees at all levels for input and buy-in; 4) Make the rational and emotional case for change; 5) Act the part to drive new behaviors; 6) Engage employees constantly through communication; 7) Leverage informal leaders; 8) Tackle resistance directly; 9) Reinforce the message through actions; and 10) Sustain momentum over time with skills and support.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
Insights from neuroscience to motivate business stakeholdersKay Fudala
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
• Learn about the anatomy of the brain
• Discuss how the brain responds to change
• Learn practical ways to utilize this information to engage people
This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.
This document discusses leading organizational change and integrating change theory with practice. It provides an overview of several change management frameworks and tools that can be used to implement successful change initiatives, including Kotter's 8-stage process for change and stakeholder analysis. The document also highlights common challenges with change efforts and emphasizes the importance of measuring impact, communication, and addressing resistance to ensure changes are effectively anchored in the organization.
The document discusses three models of consultation: the expert model, doctor-patient model, and process consultation model. The expert model positions the consultant as an expert bringing solutions to clients. The doctor-patient model gives consultants more power to diagnose problems and prescribe solutions. Process consultation aims to build a helping relationship where clients address their own issues with consultant support. It emphasizes the client owning the problem and solution.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
Introduction to Change Management for MBAsPaul Gibbons
This document provides an overview of change management presented by Paul Gibbons to University of Wisconsin-Madison MBA students. It introduces key concepts in change management including resilience, resistance, stakeholders, involvement, and complexity. It discusses definitions of change management and common challenges. It also provides frameworks for analyzing resistance, mapping stakeholders, and assessing levels of involvement. The presentation concludes with an opportunity for student discussion and questions.
Reach Peak Performance Through Employee EngagementSurveyTelligence
This document discusses how organizations can achieve peak performance through employee engagement. It presents research showing that engaged employees are more productive, profitable, and less likely to leave their employer. The key to engagement is ensuring employees feel aligned with the organization's strategy, customers, people and positive culture. The document recommends a 4-step process of surveying employees, diagnosing engagement issues, analyzing the data, and implementing solutions. Implementation involves both top-down commitment from senior leaders and bottom-up training of engagement teams to analyze data and create "Creative Spaces" where employees can drive positive change.
This document summarizes key points from a two-day training course on leading and managing change. Day one focused on beliefs about change, coaching staff through change, and stakeholder analysis. Day two covered reasons for resistance to change, using Lewin's force field model to address resistance, and Kotter's eight steps for change. It also discussed managing transitions through the change curve and ensuring beginnings, middles, and endings are properly addressed. The document concludes with the attendee reflecting on taking a clear vision and communication approach to changes in their own team.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
The document discusses evidence-based management, which involves making management decisions using four key sources of information: the best available scientific evidence, organizational facts and metrics, stakeholder values and concerns, and practitioner expertise. It outlines where the concept originated from medicine and describes the five steps of an evidence-based practice approach: formulating a focused question, searching for evidence, critically appraising the evidence, integrating the evidence with expertise and context, and monitoring outcomes. Overall, the document promotes an evidence-based approach to management decisions to help address human biases and ensure practices are supported by scientific research rather than just experience or common beliefs.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
This document outlines an agenda for a TechConnect event on moving ideas to market. It discusses developing a value proposition by understanding customer pain points and gains. Creating a compelling value proposition involves either addressing an existing problem or enabling new capabilities. The document also covers barriers to adoption like integration challenges and behavior changes. It suggests strategies to facilitate adoption such as partnerships, trials, and alternative revenue models. Finally, it discusses when to pursue licensing versus creating a new venture based on factors like market dynamics, disruptive potential, and input requirements.
The document discusses the Best (BEST) program at Lassonde, which combines engineering, business, and social science courses with experiential learning opportunities to develop knowledge and skills. It prepares graduates for a variety of careers by encouraging entrepreneurship and solving important issues. The BEST program offers academic courses, international experiences, co-ops, activities, and a lab where students can start ventures. It aims to enhance the student experience and provide a roadmap for all Lassonde students. The top ten ways to improve BEST further include enhancing its brand, providing more resources, developing partnerships, and extending opportunities internationally.
The document discusses the importance of teamwork and effective problem solving. It explains that teamwork requires embracing different skills, perspectives, and consensus decision making. The key elements of effective teamwork are individual personality, the creative problem solving process, and problem solving styles. To understand these elements, the document introduces the Myers-Briggs Type Indicator personality assessment and the Basadur problem solving styles assessment. It provides an overview of each tool, how to use them to improve team performance, and their benefits and disadvantages.
The document provides guidance on developing an effective value proposition and adoption model to bring an innovation to market. It discusses segmenting the market between pain killers that address existing problems and vitamins that provide new benefits. For each, it emphasizes the importance of demonstrating how the solution creates value by reducing costs or improving outcomes. It also stresses facilitating adoption through compatibility, ease of use, and addressing perceived costs like integration and risks of new technologies. The overall goal is to motivate customers to see that the benefits of the solution dramatically outweigh any costs and risks of changing behaviors.
This document provides an overview of the York-Technion Program, which aims to provide students an educational experience based on Israel's innovation ecosystem. The program will include lectures, workshops, visits to startups and entrepreneurs, and trips around Israel. It encourages finding problems by listening to customers, experts, and one's inner voice. The document outlines steps for understanding problems, including root cause analysis and competitive analysis. It provides an example of a company called VisualTau that developed collaboration software. An appendix includes a template for defining a problem or idea with sections for the customer, job to be done, problem description, scenario, and root cause.
This document provides an overview and agenda for a workshop on innovation adoption. It discusses how commercial success requires understanding how customers become aware of solutions, know if they work, are motivated to purchase, and overcome concerns. It outlines steps to identify market segments, stakeholders, barriers to adoption, and constraints for opportunities. Finally, it discusses generating business model and revenue options to stimulate adoption by modifying the technology, business model, or revenue streams to increase benefits or reduce costs and risks for stakeholders. The goal is to help participants better understand the technology commercialization process from both technological and behavioral perspectives.
The document presents a behavioural trust framework diagnostic scale for assessing levels of trustworthiness, capability, trusting behaviours, and receptiveness. It includes scales ranging from +5 to -5 for dimensions such as consistency, benevolence, competence, disclosure, and receptiveness. For each dimension, descriptions are provided for behaviors associated with each level on the scale. The document appears to be a tool for evaluating levels of trust within relationships or organizations.
This document discusses various funding opportunities and support programs for translational research at universities, including:
1) Short proposal opportunities through the NSF I-Teams program and TechConnect workshops that provide up to $50,000 over 6 months to assess technical and commercial opportunities.
2) The NSF I-Teams program which provides up to $150,000 over 6 months to assess technical merit, feasibility, and commercial potential through more extensive 15-page proposals.
3) Support programs through universities like mentorship, masters degrees in innovation management, and technology commercialization certificates to help researchers assess commercial feasibility.
The document discusses creative problem solving techniques. It recommends spending time defining the problem before leaping to solutions. It outlines techniques like the Five Whys method and brainstorming or brainwriting where participants build on each other's ideas. The goal is to remove contradictions and think outside the box to find novel solutions by not dismissing any ideas and working together to group and build upon concepts.
Business model innovation refers to reinventing a company's business model to compete on value proposition and profit formula rather than just products alone. It involves aligning a company's value proposition, revenue streams, partnerships, supply chain, activities, and customer relationships to enhance value creation. Changing aspects of the business model can help companies increase value, revenues, strategic partnerships, supply chain leverage, customer value, and relationships to gain competitive advantage.
The document discusses sources of innovative ideas and developing good ideas. It outlines seven approaches to identifying innovation opportunities: design thinking, technology trajectory, gaps in current solutions, value chain analysis, building on technology platforms, business model innovation, and future foresight. It also discusses developing the value proposition of an idea by persuading customers to adopt something new or switch from existing options. Finally, it notes that a good idea must be desirable to people, financially viable, and technologically/organizationally feasible.
The document discusses fostering innovation through organizational culture change. It emphasizes that leadership plays a critical role in culture and that senior leaders often resist change unconsciously. It also highlights that experimentation, trusting relationships, and ideation are important aspects of an innovative culture. The document provides frameworks for assessing trust behaviors and lists several actions organizations can take to support innovation, such as establishing an innovation strategy and rewarding experimentation.
This document discusses how trust and weak ties can promote innovation. It notes that innovative companies are able to build relationships with weaker ties that are informal with infrequent communication and complementary knowledge. These weak ties are a source of innovation but relationships are difficult given limited track records. The document suggests changing organizational behaviors and design to better develop these weak tie relationships and manage relationship risk through trust rather than control. It provides a framework for understanding how specific trust behaviors can build, damage, or violate relationship trust over time.
This document discusses frameworks for commercializing novel technologies. It describes how traditional technology commercialization focuses on pushing technologies to market without understanding customer needs, while lean startup focuses more on market pull but may ignore technology advantages. The document then introduces the TechConnect framework, which involves 5 stages to develop technologies in a market-centric way: 1) identifying jobs a technology can perform, 2) developing value propositions for those jobs, 3) selecting the most promising opportunities, 4) identifying barriers to adoption, and 5) encouraging adoption. It provides an example applying this framework to LED technology and discusses exercises for participants to experience parts of the process.
This document discusses how to persuade customers to adopt a new product. It explains that customers buying a product means they were persuaded to change their behavior, switch from an existing option, or adopt something new. This persuasion provides awareness, motivates trial and adoption, lowers costs/risks, and convinces customers that benefits outweigh alternatives. Key factors that influence adoption are relative advantage, compatibility, complexity, trialability, and observability. The document stresses the importance of experimentation to test customer interest and sales through cheap, simple, and fast initial efforts.
The document discusses key concepts for marketing technology innovations, including diffusion of information and adoption decisions. It notes that diffusion is the process by which an innovation is communicated over time through certain channels among members of a social system. Adoption looks at what motivates individuals to adopt an innovation based on its perceived attributes. Successful marketing requires understanding both diffusion and adoption frameworks to develop strategies that inform customers and compel use.
The document discusses managing relationships and innovation through trust rather than controls. It notes that innovation is increasingly sourced from and shared through weak ties characterized by informal relationships. Building trust with weak ties requires a new approach as it involves managing relationship risk. The workshop agenda includes discussing how trust, weak ties, and innovation are linked, reflecting on experiences of trust behaviors, and discussing the organizational implications of managing relationships through trust instead of controls.
The document provides information about the IAOIP Foundation Level Certification exam for individuals seeking to become a Certified Professional Innovator (CPI). It discusses the benefits of obtaining the certification, including building knowledge and skills in applying innovation, publicly endorsing one's innovation skills, and gaining access to the IAOIP member network. The certification is based on the body of knowledge from the Global Innovation Science Handbook and tests knowledge and comprehension of innovation concepts, culture, types, methods/tools, processes, and creativity/ideation. The Foundation Level exam serves as an entry point for pursuing additional practitioner-level certifications in specific innovation domains.
The document discusses improving innovation quotient. It begins by explaining that innovation is difficult because organizations are designed to stifle it and it means stopping existing successful practices. It then introduces the innovation quotient as a way to measure an individual or organization's capacity for innovation. Key components that impact innovation quotient are strategy, culture, processes, resources, and relationships. Trust behaviors between individuals and across an organization can also impact innovation. A behavioral trust framework is presented as a way to identify specific trust-building and trust-damaging behaviors and increase relationship trust to ultimately improve innovation.
This document discusses ways to measure and promote innovation in organizations. It provides three key points:
1. Output measures like new products and patents don't necessarily guide improvements, which require changes in employee behavior and decision-making through modifying procedures, structures, incentives and culture.
2. Common barriers to innovation include annual budgets, clearly specified outcomes, strict quality processes, lean systems with no slack, and defined roles, rather than cross-functional collaboration and experimentation.
3. Promoting innovation requires developing trust across functions and with new partners through open knowledge sharing, speedy decision-making, and accepting failure. Changing organizational design and behaviors can help organizations innovate.
The document discusses innovation and trust in organizations. It notes that while innovation is a priority for many companies, they are often bad at it due to leaders not understanding innovation, not measuring it, and limiting innovation unintentionally. It also discusses how innovation requires changing products/services, business models, culture, processes, and behaviors. The document emphasizes that building trust, particularly weak ties with outside organizations, is important for innovation, and outlines factors that build and damage trust between parties. It provides a diagnostic tool for organizations to assess where they stand on different trust dimensions with weak tie partners.
This document discusses trust behaviors that are important for innovation. It notes that innovative companies are able to build relationships with weak ties, characterized by informality and complementary knowledge. However, current organizational practices make it difficult to establish relationships with weak ties. The document outlines a workshop where participants will learn to audit trust behaviors, identify trust damaging behaviors in their own organizations, and discuss how to encourage more trust building behaviors. It then discusses different types of trust behaviors and how specific behaviors can build, damage, or violate trust in a relationship. The goal is for organizations to focus on and develop trust building behaviors to facilitate innovation.
Why trust is vital to success with Knowledge ManagementStephen Bounds
- The necessity of trust
- The impact of trust
- Evaluating trust
- Interpersonal and impersonal trust
- 5 key dimensions of trust
- Assessing and acting on trust evaluations
The document discusses navigating the innovation journey in healthcare organizations. It outlines the challenges of innovation, including that organizations are designed for performance, not innovation. It introduces a 5-step innovation process that includes establishing objectives, collecting ideas, initial pilots, experiments, and scaling up. Fostering an innovation culture is also discussed, including encouraging collaboration, idea sharing, experimentation, and incentives for new activities. Measuring innovation capacity is suggested using a Behavioral Trust Framework that assesses trusting, capability, trustworthiness, and communication behaviors.
This document summarizes a keynote presentation about organizational innovation. It discusses how organizations are designed for performance and efficiency rather than innovation. Innovation requires behaviors like collaboration, idea sharing, learning from failure, and balancing loose and tight processes. A Behavioral Trust Framework is introduced to measure innovation capacity based on levels of trust between individuals and organizations. Trust is built through behaviors like competence, consistency, openness, and willingness to be vulnerable. The framework can be used to identify actions to increase innovation by reducing controls and building trusted partnerships.
CVS Surveyors |Hows build-up trust in Business | PresentationCVSSurveyors701
Chief Executive of CVS business rates specialists CVS,CVS Surveyors, Mark Rigby, explains exactly what the Revaluation is, and what impact it will have on you as a business ratepayer.For many businesses this Revaluation has provided some relief. Rateable Values were last assigned in 2008 and were followed almost immediately by the recession, which saw commercial property values collapse. The Government then, for reasons somewhat unknown, decided to extend the Rating List (the length of time a business pays their assigned bills for). This means that businesses throughout the UK were stuck paying outdated values for an additional 2 years. The recent Revaluation is a chance to rebalance the situation.
This document summarizes reasons why organizational change efforts often fail and ways they can succeed. It discusses 17 common reasons for failure or success, including: a lack of clear performance focus; not having a compelling case for change; failing to engage pivotal groups; insufficient leadership willingness to change; causing more disruption than needed; and bypassing formal change management and communications plans. The document emphasizes the importance of assessing an organization's current state, keeping project information confidential, and communicating details of changes clearly. Addressing these factors can help ensure organizational redesigns are "done right" and achieve their performance goals.
1. The document discusses the importance of trust in the workplace from multiple perspectives including employees, management, and boards/stakeholders.
2. It uses a case study of KiwiRail to illustrate how open communication from leadership after a service disruption can help rebuild passenger trust.
3. Various models and frameworks are presented for developing trust through actions like transparency, integrity, treating people fairly, having open communication, and delivering on commitments.
1. The document discusses the importance of trust in the workplace from multiple perspectives including employees, management, and boards/stakeholders.
2. It uses a case study of KiwiRail to illustrate how open communication from leadership after a service disruption can help rebuild passenger trust.
3. Various models and frameworks are presented for developing trust through actions like transparency, integrity, treating people fairly, and delivering on commitments.
Project Managers as instrument of change (change agents in action)PMI-Montréal
This document discusses best practices for incorporating change management into projects. It begins by defining change management and explaining why it is important for project success. It then covers developing a change management strategy and plan integrated with the project plan, identifying stakeholders and assessing impacts, managing resistance to change, and engaging sponsors. Key elements discussed include developing a case for change, impact analysis, communication strategies, and education/training plans to support the changes. The presentation emphasizes the importance of change management in helping people transition successfully to new processes and ways of working.
This document outlines leadership competencies and behaviors for success. It discusses 15 specific competencies across three categories: individual leader, people leader, and senior leader. The competencies include behaviors like aspiring high, thinking broadly, building talent, leading with vision, planning for the future, driving execution, and continuous improvement. Developing these competencies can provide direction for an organization and foundation for talent management. Self-reflection is important to understand how the competencies apply to one's own role and goals.
Paroma Enterprises Limited Uganda for the last 5 years have been promoting practical entrepreneurship mainly extending practical and business skills to emerging, potential and existing entrepreneurs whereby through their services over 50,000 people have benefited with their services.
However most of the beneficiaries have been coming to their centers for the services and concentration being mainly in the Central Region.
According to the research made by this team, we realized even people in upcountry districts need these services so that they create alternative sources of income, acquire new skills in modern Agricultural projects, value addition, industrial processing, resources utilization, modern trade & general trade, international trade requirements, branding, sales & marketing for the sake of jobs creation, control of rural urban migration and encouragement of rural technological development.
This project covers all sectors in Micro, Small, Medium Enterprises (MSMEs) in Uganda and East Africa.
Topics during this Programme:
• Introduction to Micro, Small & Medium Enterprises (MSME)
• Hands on/Basics of Practical Entrepreneurship and MSME management)
• Import and Export trade – The market requirements
• Introduction to all locally productive small and medium scale projects
• Resources identification and possible utilization for jobs creation
• Social responsibility and Co-existence
• Environmental protection and development
• Information on the current Uganda Government interventions/incentives for MSME
• Guide on industrial possible projects on small and medium scale
• Career match
• Self-help groups formation/CSOs/NGOs/CBO/Societies/Foundations
• Legalities
• Entrepreneurship Development, Customer care, Entrepreneurial Competencies, Entrepreneurship process, Legal Issues in Business, Formulating Business Plan
NOTE: We specialize in Industrial trainings, Modern Agricultural Skills transfer, Value addition, Resources Identification & utilization, Export & Import information/International trade, Local assorted MSMEs/projects, Branding, sales & Marketing.
This document discusses ethical dilemmas that can arise in the workplace and how to address them. It begins by defining ethics and explaining why ethics are important in the workplace, such as building credibility and trust. It then describes types of ethical dilemmas like double binds and fairness dilemmas. Examples of common unethical workplace behaviors are provided like lying, stealing, and favoritism. The document recommends steps organizations can take like establishing clear policies, training employees, and having an ethics hotline. It emphasizes treating all employees equally and with respect. Overall, the document stresses the importance of ethics for business success and having open communication to resolve any ethical issues.
Making Behavioural Change Stick - This looks at the three steps to making a change in an organisation lasting and effective.
To find out more, get in touch with LogiKal
Email: info@logikalprojects
Call: +44 (0)20 7404 4826
Dave Moran's Agile Expectations presentation from Agile Maine Day, April 26, 2019. The objective is to help identify key sources of organizational friction as well as understanding where to establish a new set of Agile Expectations for how your organization in order to fully transform into a highly productive, agile organization.
ReadyforAgile Webinar hosted by ICAgilesparkagility
The document discusses assessing organizational agility. It begins by noting the importance of starting an agility assessment by understanding where the organization currently stands and where it wants to go. It then outlines a 5-step systematic approach to agility assessment: 1) define purpose and outcomes, 2) identify participants and demographics, 3) define indicators, 4) gather data, and 5) share insights. Key insights involve identifying characteristics that enable or sustain agility, such as overcommitment, trust between silos, and mindset of value-driven delivery. Role-specific responses help identify opportunities like low trust between departments.
This document provides an overview of accountability at work and creating a culture of ownership and responsibility. It discusses the benefits of accountability such as increased efficiency, productivity, and morale. It also identifies obstacles to accountability such as learned helplessness, victim mentality, unclear priorities, silo mentalities, and conflict avoidance. The document is a presentation that is divided into modules on introducing accountability, personal accountability behaviors, and mutual accountability agreements.
Importance of Speed of Trust by S. CoveyJigarUndavia2
It appears there might be a slight error in the author's name. The book you're referring to is likely "The Speed of Trust" by Stephen M.R. Covey, not Stephan Covey. Here's a brief overview:
Title: The Speed of Trust: The One Thing that Changes Everything
Author: Stephen M.R. Covey
Overview:
In "The Speed of Trust," Stephen M.R. Covey explores the impact of trust on organizational success and personal effectiveness. He argues that trust is not only a moral imperative but also a crucial economic factor. The book outlines the key principles and behaviors that build and sustain trust, offering practical insights for individuals and organizations to foster trust in their interactions.
Key Concepts:
The Business Case for Trust: Covey presents a compelling argument for trust as a fundamental component of successful business relationships and organizational culture.
The Four Cores of Credibility: The author introduces four cores (integrity, intent, capabilities, and results) that form the basis of credibility, essential for building trust.
The 13 Behaviors of High-Trust Leaders: Covey outlines specific behaviors that leaders can adopt to cultivate trust within their teams and organizations.
The Trust Tax and the Trust Dividend: The book discusses the tangible economic impact of trust, illustrating how high-trust relationships lead to faster decision-making and improved collaboration, thus reducing costs and enhancing productivity.
The Ripple Effect of Trust: Covey explores how trust, once established, creates a positive ripple effect throughout various aspects of personal and professional life.
"The Speed of Trust" provides a framework for individuals and organizations to evaluate and improve their trustworthiness, ultimately leading to increased speed and effectiveness in achieving their goals.
This document provides an overview of prototyping and storyboarding. It discusses the importance of prototyping in the design thinking process as a way to test ideas quickly and improve upon them. Both low-fidelity and high-fidelity prototyping are described, as well as different types of prototypes like sketches, physical models, role playing, and storyboards. Guidelines for effective prototyping emphasize starting quickly, focusing on the testing goal, and keeping the user in mind. Storyboarding is presented as a way to visualize and guide users through experiences to better understand needs.
Design thinking is a human-centered approach to innovation that draws on design methods and tools. It emphasizes empathizing with users, defining problems from the user's perspective, ideating many potential solutions, prototyping ideas, and testing prototypes with users. This process aims to create innovative solutions that meet user needs. For software development, design thinking can be applied at each stage to develop solutions focused on the user experience through methods like customer research and iterative testing. It helps shift the focus from functionality to delivering an experience that solves users' problems in a better way.
Evaluates technical feasibility and
Adoption Blockers:
• Economic Blocker - Sees no ROI or too risky
• Political Blocker - Threatened by change
• Process Blocker - Disrupts existing processes
• Values Blocker - Conflicts with personal values
Adoption Approvers:
• Economic Approver - Sees ROI
• Visionary - Values innovation
• Process Approver - Supports process change
investment
- Evaluates technical risks and
complexity
• Process Champion - Drives process change
• Economic Champion - Drives ROI case
• Values Champion - Drives cultural acceptance
- Evaluates legal/compliance risks
• Legal
Starting a business is challenging and full of risks. Many new ventures fail for reasons outside of the founder's control like broader economic conditions or an unanticipated disruption in the industry. While failure is difficult, entrepreneurs who are resilient and learn from mistakes are often able to recover and succeed with future business ideas.
This document provides an overview of the Future Agenda project exploring the future value of data. The project will examine how data itself will be valued over the next decade through a collaborative, global approach. Workshops will be held in multiple locations to identify opportunities and implications. The project aims to challenge assumptions, understand constraints, and share diverse views on the key drivers of change. Insights will inform a global synthesis report on priority opportunities regarding how data will create value in the future.
This document discusses technology entrepreneurship and common myths. It begins with an overview of the speaker's background teaching technology commercialization and entrepreneurship. It then discusses why technology entrepreneurship is important and how experiential learning is key. The speaker notes that universities did not understand how to manage technology ventures or commercialize research. The document outlines common myths around entrepreneurship, such as the idea that it starts with a great idea or that entrepreneurs are risk takers. It emphasizes the importance of design thinking and linking it to venture creation.
The document discusses improving innovation capability. It identifies common barriers to innovation as not understanding innovation, designing organizations to stifle it, and stopping what used to work. The discussion focuses on measuring an organization's innovation quotient using factors like strategy, culture, processes, resources, and relationships. A behavioral trust framework is introduced to build relationships and encourage collaboration, knowledge sharing, risk-taking, and communication to improve innovation culture. Organizational ambidexterity is needed to balance performance and innovation.
This document provides guidance for those starting a journey and outlines what to expect and prepare for. It discusses exploring without end to continually learn and grow, and living life looking forward while learning lessons looking backward. The document also recommends focusing on making meaning over money. It notes the three stages of startups as ideation, validation, and actuation, and that the journey will involve learning how to navigate obstacles through a "startup slalom."
The document discusses the opportunities and challenges presented by blockchain technology. It describes how blockchain can disrupt existing industries by enabling new levels of performance and facilitating new business models. Blockchain creates a distributed ledger that eliminates duplication, allows secure record keeping, tracks provenance, and more. It also discusses how blockchain reduces costs and creates new revenue opportunities for organizations. The document outlines barriers to innovation adoption and how to develop a compelling value proposition to increase adoption of disruptive technologies like blockchain.
1. Teams developing technology face challenges like being informal, cross-functional with little training, and having outcomes that are not clear.
2. High-performance teams develop a sense of purpose and direction, embrace complementary skills, make consensus-based decisions incorporating different perspectives, and leverage individual strengths.
3. Embracing diversity improves innovation but is more difficult, as different problem-solving styles are needed at each stage and individuals value their own style over others, creating potential conflicts.
1) Barriers to innovation include changing current processes and procedures, modifying management styles, developing new organizational structures, abandoning existing products, and modifying incentives and company culture.
2) Maxwell's three laws of innovation inertia state that organizations naturally resist change, larger organizations require more force to change, and any force applied to an organization generates an equal and opposite reaction force.
3) The innovation quotient measures five factors that determine an organization's ability to innovate: strategy, culture, processes, resources, and relationships. Organizations need both a performance engine to exploit existing capabilities and an innovation engine to explore new opportunities.
This document outlines an agenda and schedule for a two-day workshop on tools and techniques for innovation. Day one covers introductions, goals of innovation, ideation exercises, innovation portfolios, and barriers to innovation. Day two focuses on reviewing exercises, sources of innovation, leadership, implementation, and an concluding exercise. The workshop is led by Dr. Andrew Maxwell and aims to provide frameworks and processes for generating, evaluating, and implementing innovative ideas.
The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.
This document discusses disruption and how to anticipate and manage it. It defines disruption as changes in the marketplace that affect players, interactions, and functions by creating new levels of low-cost and novel solutions. While some changes in business models are difficult to anticipate, changes in technology that enable new levels of performance can be scanned for trends. The document suggests that the most optimal disruptors are new ventures focused on the opportunity without constraints of existing customers. It provides tips for managing innovation risk through mitigation strategies and lean startup approaches, as well as managing an innovation portfolio that assumes most projects will fail.
The document provides information about Lassonde's International Experience Course at the Technion in Israel from May 14 to June 4, 2018. It is a graded, 3-credit course open to undergraduate students from any year interested in entrepreneurship, broadening their cultural exposure, or advanced technologies. The trip includes a bootcamp in Toronto from May 8-12 before traveling to Israel. In Israel, students will spend time in Tel Aviv, Jerusalem, the Dead Sea, and Haifa visiting the Technion campus. Fees for the course are covered but students are responsible for airfare, some tours, and have options for financial support. Security and visa issues are also addressed.
The document discusses the importance of commercializing university research and working with industry partners. It notes that there is an increasing focus on commercialization in grant applications. It also discusses the need to understand the difference between incremental and disruptive innovation. Finally, it lists several ways that universities can help in preparing technologies to be adopted, such as by helping to find industry partners, do customer research, and provide funding and IP guidance to get technologies from the lab to market.
This document discusses the importance of commercializing university research through technology transfer offices (TTOs). It notes that most TTOs operate at a loss and focus on licensing, while most disruptive innovations never reach customers. The root causes identified include researchers lacking commercialization expertise, research not considering commercial needs, and the commercialization process starting too late. The document advocates for design thinking and taking a customer-centric approach to commercialization from the start of the innovation process. It emphasizes determining customer needs and viable business models to overcome adoption barriers.
BEST at Lassonde School of Engineering offers a holistic approach to engineering education that integrates entrepreneurship skills and experiences. It addresses the need for engineers to better communicate, problem solve, and understand their societal impact. BEST enhances student learning through hands-on activities that develop creativity, teamwork, and an understanding of technology commercialization. It combines engineering courses with business and law courses, as well as experiential opportunities like co-ops, international programs, and competitions, to prepare students for evolving careers and help them achieve their potential.
Business angels are the second most important source of capital for high-growth ventures. Understanding how business angels make investment decisions is critical for entrepreneurs who want their money. Business angels approach investment opportunities using a boundedly rational approach, where they minimize decision-making effort. They first look at objective venture factors like market size, barriers to entry, and financial viability, then use individual subjective factors to reject opportunities. When assessing risk, business angels examine inherent risk, performance risk, and relationship risk. They also consider the entrepreneur's experience, expertise, and characteristics to assess performance risk, and use behavioral cues to evaluate long-term relationship risk. Business angels also consider the potential exit when making investment decisions.
An overview of why technology commercialization is important for those undertaking research in universities - insights into why the current process is broken and some insights into new apporaches.
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1. TRUST AND INNOVATION
Andrew Maxwell Ph.D.
Helen Leighton M.B.A.
Aug 20th, 2015
Academy of Innovation and
Entrepreneurship
2. Presentation Outline
2
• Importance of innovation to organizations
• How do you know if an organization is innovative?
• What helps and hinders innovation capacity?
• Characteristics of high innovation capacity organizations
• Where Trust fits in – the Innovation Equation
• Defining Trust - moving from concept to practice
• The Behavioral Trust Framework (BTF)
• The way forward – Applying the BTF to relationships,
teams, and organizations in order to catalyze innovation
3. 84%
1
of global executives believe innovation
extremely important to growth strategies
• However, McKinsey1
notes 94 % of these executives are
unsatisfied with their innovation performance.
• These same organizations have seen huge benefit from
reengineering supply chains, boosting product quality, and rolling
out lean six sigma.
• The real innovation challenge is that increasing a company’s
innovation capacity requires a substantively different approach2
.
"It's easy to come up with new ideas: the hard part is letting go of what worked
for you two years ago, but will soon be out of date.” — Roger von Oech
1. http://www.mckinsey.com/client_service/strategy/expertise/innovation
2. https://hbr.org/2015/04/the-5-requirements-of-a-truly-innovative-company 3
4. Whatisinnovation?
The process of transferring an idea to the marketplace
How do we measure it?
A.Company’s reputation for innovation – Business Week
B. Percent of new products in last 5 years - Eurostat
C. Number of patents filed – Michael Porter
D.Expect to be most innovative – Forbes
E. Return on new product development – Balanced Scorecard
Outcome measures don’t help improve innovation capacity,
which led to developing a diagnostic tool to address this.
4
"There is no use trying,” said Alice. “One can’t believe impossible things.” “I
daresay you haven’t had much practice,” said the Queen. “When I was your age,
I always did it for half an hour a day. Why, sometimes I’ve believed as many as six
impossible things before breakfast.” — Lewis Carroll
5. Management is killing innovation capacity
1
• Rely on annual budgets
• When opportunities don’t arrive according to a plan
• Set quarterly short term performance targets
• Rather than long term investment outcomes
• Manage by objectives
• Exploring unexpected opportunities and results
• Incentive systems that encourage predictable outcomes
• Innovation outcomes often unpredictable
• Apply quality improvement processes to everything
• innovation is about doing different things
• Lean systems with no slack
• innovation requires flexibility & experimentation
• Narrowly define roles and responsibilities
• innovation relies on cross-functional teams
Focus of management is risk elimination, rather than mitigation,
which has unintended effect of stifling innovation & risk taking
1. http://www.forbes.com/sites/stevedenning/2011/11/18/clayton-christensen-how-pursuit-of-
profits-kills-innovation-and-the-us-economy/
5
6. Organizations with high innovation capacity:
• Recognize innovative activities:
• Performance metrics associated with collaboration
• Reward action, risk taking and experimentation
• Leadership actively engaged in setting agenda
• Develop innovative processes:
• Faster and more open decision processes
• Embed customers into product development
• Encourage knowledge sharing
• Support innovative practices:
• Encourage diversified cross-functional teams
• Establish ground rules for collaboration
• Are open to input from external experts
6
7. Maxwell’s laws of innovation inertia
1. There is a natural tendency for organizations to keep doing
what they’re doing and resist changes. In the absence of a
force, they will continue to do what they’ve always done.
2. Larger organizations require more force to change what they
are doing than smaller organizations.
3. For every force there is a reaction force that is equal in size, but
opposite in direction. When someone exerts a force on an
organization, he or she gets pushed back in the opposite
direction equally hard.
Innovation inertia stops an organization from achieving its potential,
stifling innovative capacity by managing risk through controls
– the challenge is to get the ‘tight’ ‘loose’ balance right by
complementing controls with trust 7
8. The Innovation Equation
• Collaboration is an essential ingredient for innovation
• Trust is a necessary pre-condition for effective collaboration
• In the absence of Trust, we develop proxies for Trust:
– Any mechanism which seeks to control behaviour is a proxy
for trust (examples: employment contracts, performance
reviews, annual budgeting processes, rigid organizational
structures and reporting relationships, over-applied lean
methodology, outcome-based objective setting)
• The higher the Trust Level, the lower the need for controls
• The higher the Trust Level, the greater the level of collaboration,
which results in a higher level of innovation
Innovation Capacity = Level of Collaboration x Relevant Resources
Level of Collaboration = ƒ(trust level)
Trust Level = ∫(Trust building - trust damaging behaviours) – ƒ(controls)
9. Defining and Understanding Trust
“Engagingwithanotherpartyandbeingwillingtobevulnerabletotheir
actionswithoutdirectmeansofcontrollingtheiractionsorbehaviours1
”
• Much written about trust; but with limited understanding of
how to apply it as a construct to enhance innovation
• General acceptance that trust is required for building
relationships and collaboration that lead to innovation
• The Behavioural Trust Framework (BTF) allows individuals to
understand trust-building and trust-damaging behaviours
‘trust-as-a-sentiment’ => ‘trust-as-a-behavioural-practice’
• BTF allows individuals to audit their own and others’ trust
behaviours, and to modify these behaviours in order to reduce
relationship risk and foster innovation
"Creativity is not the finding of a thing, but the making something out of it after
it is found.” — James Russell Lowell
1. Mayer, Davis & Schoorman, 1995
10. Twelve trust behaviours
Trusting:
• Disclosing - Shows vulnerability by sharing confidential information
• Reliance - Willingness to be vulnerable through reliance onothers
• Receptiveness - Demonstrates ‘coachability’ and willingness to change
Capability:
• Competence - Displays relevant technical and/or business ability
• Experience - Demonstrates relevant work/training experience
• Judgment - Confirms ability to make accurate and objective decisions
Trustworthiness:
• Consistency - Displays of behavior that confirm previous promises
• Benevolence - Exhibits concernaboutwell-being of others
• Alignment - Actions confirms shared values and/or objectives
Communication:
• Accuracy - Provides truthful and timely information
• Explanation - Explains details & consequence ofinformation provided
• Openness - Open to new ideas or newways of doing things 10
Mistrust Trust
Distrust Suspicion
Impact of behaviours on Level of Trust
11. Behavioral Trust Dimensions
Manifestations
Build TrustTrustworthy
Consistency
Displays of behavior that
confirm previous promises
Benevolence
Exhibit concern about well-
being of others
Alignment
Actions confirms shared values
and/or objectives
Capability
Competence Displays relevant technical
and/or business ability
Experience
Evidence of relevant work
and/or training experience
Judgment
Confirms ability to make
accurate and informed
decisions
Trusting
Disclosure
Shows vulnerability by sharing
confidential information
Reliance
Shows willingness to be
vulnerable through delegation
Receptiveness
Demonstrates ‘coachability’
and willingness to change
Communication
Accuracy
Provides truthful and timely
information
Explanation
Explains details and
consequence of information
provided
Openness
Open to new ideas or new
ways of doing things
Manifestations
Build Trust Damage TrustTrustworthy
Consistency
Displays of behavior that
confirm previous promises
Shows inconsistencies between
words and actions
Benevolence
Exhibit concern about well-
being of others
Shows self-interest ahead of
others’ well being
Alignment
Actions confirms shared values
and/or objectives
Exhibits behaviors sometimes
inconsistent with declared values
Capability
Competence Displays relevant technical
and/or business ability
Shows lack of context specific
ability
Experience
Evidence of relevant work
and/or training experience
Relies on inappropriate
experience to make decision
Judgment
Confirms ability to make
accurate and informed
decisions
Relies inappropriately on third
parties or erroneous information
Trusting
Disclosure
Shows vulnerability by sharing
confidential information
Shares confidential information
without thinking of
consequences
Reliance
Shows willingness to be
vulnerable through delegation
Reluctant to delegate, or
introduces controls on
subordinates’ performances
Receptiveness
Demonstrates ‘coachability’
and willingness to change
Postpones implementation of
new ideas or deflecting
Communication
Accuracy
Provides truthful and timely
information
Unintentionally misrepresents or
delays information transmission
Explanation
Explains details and
consequence of information
provided
Ignores request for explanations
Openness
Open to new ideas or new
ways of doing things
Does not listen or ignores new
ideas
Manifestations
Build Trust Damage Trust Violate TrustTrustworthy
Consistency
Displays of behavior that
confirm previous promises
Shows inconsistencies between
words and actions
Fails to keep promises and
agreements
Benevolence
Exhibit concern about well-
being of others
Shows self-interest ahead of
others’ well being
Takes advantage of others when
they are vulnerable
Alignment
Actions confirms shared values
and/or objectives
Exhibits behaviors sometimes
inconsistent with declared values
Demonstrates lack of shared values
and willingness to compromise
Capability
Competence Displays relevant technical
and/or business ability
Shows lack of context specific
ability
Misrepresents ability by claiming to
have non-existent competence
Experience
Evidence of relevant work
and/or training experience
Relies on inappropriate
experience to make decision
Misrepresents experience
Judgment
Confirms ability to make
accurate and informed
decisions
Relies inappropriately on third
parties or erroneous information
Judges others without giving them
the opportunity to explain
Trusting
Disclosure
Shows vulnerability by sharing
confidential information
Shares confidential information
without thinking of
consequences
Shares confidential information
likely to cause damage
Reliance
Shows willingness to be
vulnerable through delegation
Reluctant to delegate, or
introduces controls on
subordinates’ performances
Is unwilling to rely on
representation by others, or
dismisses participation
Receptiveness
Demonstrates ‘coachability’
and willingness to change
Postpones implementation of
new ideas or deflecting Refutes feedback or blames others
Communication
Accuracy
Provides truthful and timely
information
Unintentionally misrepresents or
delays information transmission
Deliberately misrepresents or
conceals critical information
Explanation
Explains details and
consequence of information
provided
Ignores request for explanations Dismisses request for explanations
Openness
Open to new ideas or new
ways of doing things
Does not listen or ignores new
ideas
Shuts down or undermines new
ideas
17. BehaviouralTrustFrameworkisbeingused:
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• To explore trust issues and team dynamics in organizations
looking to increase their innovation capacity
• To identify challenges and opportunities to building
partnerships with new innovation partners
• To support exploring and addressing trust issues in executive
coaching sessions
• …..
• We have evidence that framework users can identify actions to
reduce controls, increase trust or repair trust damage.
• Now gathering data on use of the tool – to create a valuable
resource for those wishing to enhance their innovation capacity.
Rosanoff: "Mr. Edison, please tell me what laboratory rules youwant me to observe."
Edison: "There ain't no rules around here. We're trying to accomplish something!”
18. Thank you
“A culture of innovation can be a company‘s primary source of competitive
advantage, and can pay off steadily over the years” - Stephen Shapiro
“An established company which, in an age demanding innovation, is not able
to innovate, is doomed to decline and extinction” - Peter Drucker
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If you are interested in the white paper,
accessing the Behavioural Trust Framework, or
becoming a research partner, please contact:
Andrew.Maxwell@lassonde.yorku.ca
Helen.Leighton@gmail.com
http://www.slideshare.net/AndrewMaxwellPhD/aie-2015-trust-and-innovation
19. Hamel’sinnovationmeasurements1
1. Inputs: investment $ & employee time devoted to innovation,
along with the number of ideas generated internally or externally.
2. Throughputs: number & quality of ideas that enter pipeline, time
taken to move from concept to proto type to reality.
3. Outputs: no. of innovations that reach market, % of revenue from
new products / services, and innovation margin gains.
4. Leadership: % of executive time devoted to mentoring innovation
projects, & exhibiting pro-innovation behaviors.
5. Competence: % of employees trained as business innovators, %
who have qualified as innovation “black belts”.
6. Climate: extent firm’s management processes facilitate or
frustrate innovation, and progress in removing blockages.
7. Efficiency: changes over time in ratio of innovation outputs to inputs.
8. Balance: mix of: product, service, pricing, distribution, and
operations, innovations, risk categories & different time horizons.
1. https://hbr.org/2015/04/the-5-requirements-of-a-truly-innovative-company
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