KNOWLEDGESTREAM AT-A-GLANCE

Bringing Innovation into Company Workflow

ABSTRACT

Evolutionary Changes in the Pace of Innovation -Explore how New Data Sources, Analytics, Access to Experts are intersecting to impact businesses to innovate faster and keep up with the increased pace of their respective markets. What needs to be true about the future solutions that finally move innovation out of the program office and into the workflow of business?

PARTICIPANTS

Steve Jones
Sr. Global Learning + Development Leader-Fuel Competitive Advantage, Align Learning Solutions + Business Requirements
Christine Hade
Omni Channel Brand Marketing & Innovation Executive
Falguni Desai
Head of Digital Strategy & Transformation
Dawn Houghton
Innovation Consultant
Jack P
Vytaute Dlugoborskyte
PhD Candidate in Management | Researcher | Skilled in Strategic Planning, General & Project Management, Client Service
Andre Stolz
Venture/Business Builder and Startup CxO with HQ in Singapore
Frank Dethier
Innovation, Strategy, Marketing & Digital Transformation; Managing Partner@LQ; Managing Partner@Createlli; Advisory board
Jon Cook
Chief Information Officer at Brandt Group of Companies
Lisa Hendrickson
Consultant & Board of Directors Member
Rob Sumter, PhD
System Chief Operating Officer (Former) Regional One Health
Adam Malofsky, PhD
Elemence - Help, Listen & Learn - $2.5B products sold/yr - $70mm+ raised - Collaborator, Coach, Innovator & Advisor
Gerard Dumancas, PhD
Associate Professor of Chemistry and the Huie Dellmon Trust Endowed Professor of Science at LSU - Alexandria
Vera Rulon
Healthcare Transformer & Pioneer | Longevity & Aging Thought Leader | Patient & Caregiver Advocate
Joan Dharmadi
Senior Business Development Manager
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OBJECTIVES

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100% Complete
Start Date: Feb 12, 2017
End Date: Apr 12, 2018
2290

CONTRIBUTIONS

ACTIVITY

429 Days

20 Themes

49 Contributors

878 Posts

1412 Comments

332 Followers

OUTPUTS

None yet

THEME #1

Thinking of the companies you know, what is today's status quo approach to idea generation?

THEME #2

Thank you for an engaging first week, Advisors! This week, let's talk about communications systems l...

THEME #3

Does "Innovation" need to be a separate function?

THEME #4

Learning From Models of Innovation

THEME #5

A More Scientific Approach to Product Development?

THEME #6

KPIs - Leading indicators and measuring results

THEME #7

ERP for innovation???

THEME #8

Detecting and Managing Disruption

THEME #9

Scenario 1: Speed of Active Learning & Innovation

THEME #10

Scenario 2: The Future of Talent Development (inspired by Steve Jones)

THEME #11

Scenario 3- Finding Value Creators

THEME #12

Scenario 4: Learning a living

THEME #13

Business Model Innovation

THEME #14

Millennial Mentorship

SURVEYS

people | 8
Who do you think would recognize the biggest need for a virtual millennial panel...if you were to focus on one target user?
CEO
0.00% 0 votes
CIO/CTO
12.50% 1 vote
CFO
0.00% 0 votes
The Board
12.50% 1 vote
Head of R&D
25.00% 2 votes
Product VPs
0.00% 0 votes
EVP of Sales
0.00% 0 votes
CMO
12.50% 1 vote
Strategy
25.00% 2 votes
Other
12.50% 1 vote
 

THEME #15

Internal Open Innovation

THEME #16

A Future State for Accelerated Pace of Learning

THEME #17

Managing team composition and dynamics for radical innovation

SURVEYS

people |
In your opinion (and experience) who should be responsible and take care of an appropriate team composition ensuring the right skills and expertise is present within a constantly changing project team?
Michael Phelan wrote:
Project team leader

Christine Hade wrote:
Project leader - that person has been put in place due to a belief in their ability to lead tasks and talent. They should be responsible for assembling the team. a good leader will of course seek feedback from others

Frank Dethier wrote:
Depends on how the organization is set-up, but definitively a combination of the project leader/program manager with somebody with bigger weight like VP of Innovation

Dawn Houghton wrote:
Innovation Director, someone specializing in leading innovation teams. If company doesn't have specific innovation team, then an R&D Director.

Falguni Desai wrote:
Head of Project and P&L
The person running the team should be making these decisions about transitioning resources and making sure the right talent is there for the right task and right phase. This person should also have P&L accountability and responsibility so that their decisions are aligned holistically.

Steve Jones wrote:
The manager (assisted and perhaps coached by his/her upline manager) is responsible for the success AND failure of the team. Team composition, inclusion, and leadership of team members set the condition for the evolving capacity and (hopefully increased) effectiveness of the team.

Paolo Beffagnotti wrote:
Successful people makes a project successful. The management is accountable to select an appropriate team composition. Operators are needed to extend the core business, business builders to develop new opportunities and visionaries to have sustainable options. Ideation is more the brainstorming step, collect as many idea as possible. Review these and as soon as you validate and select the ones that could be valuable for your business, you can then implement these. Best practices in managing a dynamic and open team composition are to select the skills needed and then identify the valuable team members. Orchestrate the team performance, you could win all together and loose alone. Select the rules of play and clarify the final goal. Build relationships to create consensus.
 

THEME #18

How Can Convetit Better Help Clients Innovate?

SURVEYS

people | 27
Which (2) of the following Convetit capabilities do you believe can fill gaps and offer large companies the most value
Implementation
22.22% 6 votes
Access to expert knowledge
92.59% 25 votes
Tools/technology to mind insights
33.33% 9 votes
Case study worksessions
22.22% 6 votes
Ideation
51.85% 14 votes
 

Companies face many blind spots around innovation and learning

innovation is being stifled & decimated as it failed to travels up through the organization from those closest to customers, first and second level managers of sales ops teams have no responsibility for migrating innovation up and for improving related programs. In fact, many of them resist and push back on innovative ideas submitted from the field. Most of them are focused on administration, reporting and compliance of broken and sub-optimized systems.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

So many are head down working through execution of initiatives and strategy that they sometimes miss the larger picture

Chris Woods Global Innovation & Strategy Leader at Insight

culture of not being allowed to make mistakes by learningpeople that have a fixed mindset (and not a growth mindset)fuzzy definition and broad scope of learning

Frank Dethier Innovation, Strategy, Marketing & Digital Transformation; Managing Partner@LQ; Managing Partner@Createlli; Advisory board

The real blind spot lies in compensation models which were relevant once upon a time, but don't necessarily address today's shifting, disruptive competitive field

Falguni Desai Head of Digital Strategy & Transformation

Often what appears to be a blind spot on the surface is quite known among teams

Often companies are not actually blind to blind spots, they are in denial as addressing them can be painful! I think its important for leaders to always ask "what do you know that i don't? " or "what is the teams biggest fear?".

Dawn Houghton Innovation Consultant

Often good recommendations and plans fail due to poor implementation and/or lack of expertise

Often however these recommendations often gets poorly adopted by the client or the client doesn't know how to adapt.

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

growth isn’t driven by more THINGS. Rather, I belive that growth is fueled mostly be a more capable workforce

Steve Jones Sr. Global Learning + Development Leader-Fuel Competitive Advantage, Align Learning Solutions + Business Requirements

A key benefit of Convetit is access to a broad range of experts who are unencumbered by internal organization's thinking and biases

using Convetit can save time and money and improve the quality of learning. As a market researcher, Convetit is quite unique and provides much needed learning for marketing, strategy, and R&D functions.

Dawn Houghton Innovation Consultant

As it is an external board, it is not beholden to the corporate organization as it would be free from the intrenal "misconceptions " (politics) which tends to skew the process and objective. It would also call into question topics, and subject mater/material which is considered taboo

Jack P

What makes Convetit unique is the best sharing of experiences from numerous experts from varies industries, backgrounds and cultures - this is definitely a point of difference.Clients/corporates are not only able to get recommendation to problem statements but also perspectives from different industries, countries, cultures, etc - all in one :-)

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

assemblage of thought-leaders without constraints created by organizational, geographic, and precise synchronization upends everything conventional

Steve Jones Sr. Global Learning + Development Leader-Fuel Competitive Advantage, Align Learning Solutions + Business Requirements

Panel members believe they can add more value if provided an opportunity. The more actionable the "ask" the more they can help

If experts would be motivated not only to discuss, but also provide broader practical answers to given scenario (good practices from their own experience, from what they have learnt/seen in companies they have worked for, what they have discovered throughout the years), the client would get a number of proven ways to choose from

Vytaute Dlugoborskyte PhD Candidate in Management | Researcher | Skilled in Strategic Planning, General & Project Management, Client Service

Key opportunity is for convetit to expand to implementation services

some experts very passionate about the solution - wonder whether these experts also get a chance to work with the client on implementation

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

Another offering could be proposals for actual implementation of the ideas chosen by the client - some of us may actually provide an implementation plan that the client couldchoose. In this way the passionate expert (or its company/partners/etc) can help implement together with the company, earn a revenue and Convetit could earn a commission from the deal as well as being seen as an enabler to propose and help IMPLEMENT solutions to problem statements raised by the client

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

beyond the consulting services the actual implementation could be offered (if capabilities in place)

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

Additional recommendations

I would definitely offer examples of using the tools to improve process/capability by tapping into experts AND also examples of using the tools to build knowledge to inform and influence projects.

Dawn Houghton Innovation Consultant

there are ways to capture more information through better survey tools. The Priority Map and Media Feed are probably being underutilized today

Dawn Houghton Innovation Consultant

If the platform can use AI to create an initial summary of each themes and the related media feeds and then feeds this summary to the facilitator for fine tuning and summarization, it would help.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

I also voted for case studies and am surprised I'm the only one. My thinking was it is hard for outsiders to help companies implement, but easy to provide advice or solve problems. The idea would be the company presents the case study to focus on the roadblocks and the advisory board helps find solutions.

Dawn Houghton Innovation Consultant

THEME #19

Crowdsourcing Innovation

THEME SUMMARY

Crowdsourcing Needs a Rebrand

  • Many negatives and limitation perceived with Crowdsourcing
  • The space has grown to include many different solutions that go overlooked.
  • Very few practices have been adopted by large enterprise

SURVEYS

people | 18
Select the top thee use cases you think has the highest probability for success for Crowdsourcing in the enterprise (leave room in your thinking for the curated crowd)?
Finding Ideas
50.00% 9 votes
Learning new trends
55.56% 10 votes
Voice of Customer
66.67% 12 votes
Vetting Hypotheses
22.22% 4 votes
Content Development
16.67% 3 votes
Reacting to Campaigns
16.67% 3 votes
Assessing Prototypes
22.22% 4 votes
Solution Development
16.67% 3 votes
Finding Partners or Acquisitions
27.78% 5 votes
 

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there is a human element in running campaigns, by gathering, categorizing and funneling the content and continuing to refine ideas.

Falguni Desai Head of Digital Strategy & Transformation

risks of losing confidentiality or intellectual ownership

Dawn Houghton Innovation Consultant

Few

corporations offer technologies, that are not core-technology to the corporate but still interested to expand into, to startups or collaboration partners - these would take the technology forward via finding possible applications, developing prototypes and scaling the technology up.

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

Crowd-sourcing with clear coordination of ideas and well-managed work streams could provide a catalyst for innovation.

Andre Stolz Venture/Business Builder and Startup CxO with HQ in Singapore

THEME #20

Final Thoughts- Keep Asking

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