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innovation leadership

Lessons for Creative Leadership

I love to travel.  I enjoy seeing new places and trying different foods.  It is fun for me to learn what is unique about a city or town.  I also enjoy visiting familiar places – in Seattle, I have a favorite coffee shop and in Phoenix, I must go to a special place for tacos!

Travel incorporates the lessons of creative leadership.  As innovation professionals we trial, test, and enjoy both the new and the familiar.  The three common themes between travel and innovation are:  vision, learning, and decision. 

Vision

When you visit a new place, you see it differently than if it is familiar.  You may notice that street names change every few blocks or that the city has a lot of billboards.  When you are familiar with the town, these elements fade into the background. 

As an innovation leader, you must envision your products and services with fresh eyes.  Imagine that you have never considered buying your own product.  Does the packaging strike you as interesting or is it boring?  Does the product name describe what it does?  Is the product unique or are there lots of competitors? 

A drawback of working within one brand or category is that we become too familiar with our products and services.  We need to see features and benefits as if we’ve never seen the product before.  One way to get a fresh vision for your products and services is through a focus group or lead user group.  Real customers provide the feedback that an internal new product development (NPD) team may miss. 

Learning

And with vision comes learning.  When I first visit a new place, I like to get a road map.  I’m old fashioned and like to have a paper street map.  It gives me the whole view of a town or city instead of turn-by-turn directions.  I get a sense of what is to the north or east, as well as how far away different attractions are. 

But as I walk around for a few hours (or days), I find that I don’t need the map anymore.  I have learned where to turn and how long it takes to get somewhere. 

Innovation leaders also focus on learning – not simply to transfer a vision into the boring and familiar.  Yet, learning as a method of transforming customer needs into features and attributes brings satisfaction to consumers and profits to companies. 

Learning, in innovation, is crucial.  They say that whoever is not innovating is dying.  A harsh statement.  What it means is that successful leaders are constantly identifying needs and pain points while working to resolve them.  It is easier and quicker to navigate without a street map – when the route is familiar.  Our job, as innovation leaders, is to make product selection and use as quick and as easy as possible for our customers. 

Decision

Vision and learning are important, yet without action you don’t go anywhere.  I often daydream about where I want to go on vacation.  I research places on the internet and buy travel books to learn about parks and attractions in a new area.  But, until I buy an airline ticket, I have not committed to the travel.  When I book my air travel, I demonstrate a decision to visit one place over another.  Effective decisions are crucial for innovation leadership.  One arena in which I see a lot of failure in NPD is a failure to make a decision.  Many, low-value projects linger on the books.  These projects consume valuable (and scarce) resources.  Worst, ho-hum projects do not invigorate your customers or your team members. 

The best way to make new product decisions is through portfolio management.  Join me in 2021 for a special hands-on, interactive course to streamline your product innovation portfolio – 100 Days to PPM.  You will learn to make the critically important decisions necessary to compete effectively.  Join as an individual leader or bring your whole team!

The Traveling Innovator

Whether you love to travel (like me), or you’d rather be a hermit, innovation professionals must practice the three critical skills:  vision, learning, and decision.  With vision, you view a product or service from your customer’s perspective.  You learn what is easy, or difficult, for consumers so you can improve new product designs.  And, finally, you act by making prudent and efficient decisions with product portfolio management. 

Don’t forget to register here for 100 Days to Effective Product Portfolio Management.  Space is limited. 

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

What Innovation Leaders Do Differently

In a lot of ways, innovation is a mystery.  It does not happen spontaneously, but it occurs in an instant.  Innovation is not the work of a lone genius, but it requires independent hard work.  It is not easy, but it is rewarding. 

Because it is so hard to characterize, innovation is also hard to define.  Is innovation just something new?  Or is innovation only a new use for something old?  Does innovation make life easier for some and bring profit to others?  Can innovation happen on the micro-scale as well as in the macro-environment? 

The answer is “Yes” – yes, to all these questions and more.  Innovation is the art and science of creating a new product, service, or technology that brings value to both customer and provider.  Innovation is leading greatness. 

Leadership and Innovation

While companies often struggle with repeatable innovation success, I argue that success with innovation is bound by leadership.  True leaders recognize and nurture the growth of innovation in their teams.  Innovation leadership is more than funding R&D or designing a clever marketing program.  Leadership in innovation requires an in-depth understanding of the organization’s culture, your customers, and even of yourself.  There are four levels to building innovation leadership:  learning, adopting, transforming, and sustaining. 

Learning

A learning organization is one that recognizes the importance of long-term, sustained innovation.  Yet, they don’t know how to get there.  These organizations inherently appreciate that standing still and hoping for our “old normal” isn’t going to happen.  But they don’t know what to change to take advantage of the next phase of economic growth. 

Learning organizations focus on strategic development, opportunity identification, and market insights.  Strategy integrates vision, mission, and values of the organization.  Where do you want to go, how will you get there, and what are your common beliefs?  Market insights mean you have an in-depth understanding of customers, trends, markets, and competition in your industry. 

Adopting

Once you understand the market space and your unique approach to customer needs, then you – as an innovation leader – make decisions about projects and pathways to achieve goals.  We all have more ideas than time, resources, and money.  Adopting innovation leaders apply tools, like new product development (NPD) processes, to frame decisions for generating value.  Great leaders are willing to accept calculated risk.  Winning the war is more important than 100% success in every small battle.  Failure in innovation is treated as learning and not as a time to blame or punish.  (Note that NPD processes cover a wide range of frameworks and approaches.  Read more in The Innovation ANSWER Book, Chapter 3.)  

Transforming

Many organizations stop once they have systems and processes in place to manage product innovation projects.  That’s okay but it’s not leadership.  Innovation leaders seek to transform the organization to drive higher level creativity and more satisfaction with customers.  Again, this is a decision-making process, but instead of focusing on each step in executing a project, transformative leaders aim to drive change in the culture and behaviors of team members.  Open cultures that tolerate constrained risk and defined exploration tend to be more innovative.  Train your teams in creative processes (like design thinking) and allow them freedom and autonomy to discover new and interesting relationships among customer needs, technologies, and market trends.  (Join our virtual Design Thinking workshop here.) 

Sustaining

One success is good.  Two or three successes is great.  Repeatable innovation success is terrific!  The way to achieve fantastic results in satisfying customers with continued innovation is by sustaining learning and growth.  Innovation leaders and teams need ongoing support and challenge for continued success. 

Because product innovation is often an isolated role within companies, many innovation leaders use a master mind or other peer support group to challenge their growth and curiosity.  Master mind groups allow innovation leaders to share with like-minded peers to speed learning for implementation success.  Trust among members allow you to go beyond your own constraints and boundaries as you both give and receive help. 

Innovation Leaders are Different

Operational managers and functional department heads are judged on hitting easily measurable targets, such as cost of production or number of widgets manufactured.  Success of innovation leaders is not as clear cut and success is defined by strategic objectives and customer satisfaction.  Thus, the goal posts are constantly moving. 

However, innovation leaders can build success for themselves, their teams, and their organizations by creating a framework for long-term change.  Innovation cultures learn from the opportunities presented to them, adopt industry best practices, and transform their organizations with defined decisions.  Truly successful innovation leaders continue the journey by sustaining growth and learning to establish cultures and relationships that support creativity and freedom. 

What is Your Level of Innovation Maturity?

Take the Innovation Health Assessment™ to identify your organization’s innovation maturity level.  (Free registration here to maintain integrity of the database.)  If you are a learning organization, what is your strategy?  If you are an adopting organization, what are your decision-making processes?  If you are a transforming organization, how can you further build teamwork and creative collaboration?  If you are a sustaining organization, how do you give your innovation leader support? 

One way to gain cross organization knowledge of product innovation is through the New Product Development Professional (NPDP) certification.  Register here for our next course in January 2021. 

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

This was first published on the blog at www.Simple-PDH.com. Follow me on Twitter @globalnpd.

Wagile Leadership

I became interested in leadership when I was first appointed to a supervisory position.  My first exposure to leading a team was negative – from my perspective – but my management saw a different view.  I thought that being a manager meant I was not smart enough to continue on the technical ladder.  Little did I know that most technical answers are easy compared to motivating a team toward a common goal. 

Innovation leadership takes many forms.  In all cases, there must be a follower for a leader to exist.  Leaders engender willing followers.  We want to learn from others who have been successful.  We want to take direction from someone who has demonstrated skill at problem-solving.  We want to mimic the behaviors of inspiring people. 

What is a Wagile Leader?

Before we discuss Wagile leadership, I want to take a quick detour to define Wagile.  Wagile is a product innovation process to create and launch groundbreaking new products and services.  The word Wagile comes from a combination of the terms “waterfall” and “agile”.  Waterfall approaches to project management use upfront planning while agile project management acts on an evolving scope of work. 

The Wagile philosophy thus integrates the best of both project management approaches.

  • Move fast
  • Practice discipline
  • Understand risk
  • Engaged customers
  • Provide autonomy

Wagile Roles in Leadership

Each Wagile role serves as a leader.  Being non-hierarchical and flexible, Wagile does not specify one person, one role, or one organization as a primary decision-maker.  Rather, all roles act as leaders to ensure customer satisfaction with new product development (NPD).  As described in detail here, the Wagile roles include:

  • Project leader,
  • Customer representative,
  • Team leader, and
  • Cross-functional team. 

Wagile leadership characteristics focus on engaging customers to deliver high-quality products and services that meet market needs while generating profit for the firm.  Servant leadership traits of putting the team before self are important as are elements of Emotional Intelligence (such as self-awareness and self-control).  I have observed that the most successful teams are mission-oriented to create a common good rather than egocentric to promote a manager’s self-interest. 

In my practice of innovation teaching and coaching, I often used work style assessments to drive the leadership conversation.  An important starting point for product innovation teams is the Innovation Health Assessment™ to benchmark your organization’s NPD maturity against industry standards.  (Take your complimentary Innovation Health Assessment here.)   

Another work style assessment I use is called the Team Dimensions Profile.  As a DiSC-certified management facilitator, I prefer the language of Team Dimensions for innovation team growth.  We identify individual working preferences as Creator, Advancer, Refiner, or Executer.  Note that these are not the same as ingrained personality because each of us can stretch to different work roles as needed to accomplish the project goals.  (Learn more about Team Dimensions here where I spoke with the Everyday Innovator podcast.) 

In fact, it is the capability of team members on a Wagile project to stretch and serve as generalist-specialists that make each of us leaders.  Generalist-specialists are people who have a deep knowledge and expertise in one arena (specialist) but also a desire to learn and help across the board (generalist). 

Learn More

If you want to know more about Wagile and how to apply it in your own organization, join me for a short seminar on 10 November 2020 (2-4 pm CST).  Upon completion of this course, you will be equipped with a set of tools to speed product to market for innovation success.  Register here.  To investigate and expand your personal development style, please join me for the Life Design Master Mind Q&A on 11 November 2020 at 11 am CST (free), followed by subsequent in-depth workshops over the next six months.  Register here for the free webinar.  Contact me at info@Simple-PDH.com with questions about these workshops. 

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

Innovation Workflow

Watch the 37-second video summary and then read on for full details!

For several weeks we have been discussing the Wagile product development process. 

Wagile is a hybrid project management process that blends the discipline of a waterfall system (“W-”) with the adaptability of an agile process (“-agile”).  Customer orientation is a key component of Wagile. 

Like all project management approaches, Wagile follows four primary steps that link to team behaviors.  You can learn more about Wagile in our upcoming 2-hour course on 10 November (2-4 pm CST) and you can learn more about team behaviors in an article here.  The innovation workflow is described below. 

copyright Global NP Solutions, LLC

Generate Ideas

The first step in any project is to define and describe the purpose of the effort.  It may be as simple as “freshen up the garden at my house” to as complex as “build a new petrochemical plant”.  Regardless of the scale of the project, we always start with defining the scope of work.  In innovation, we must also discover customer needs and identify potential product functions and concepts to address those needs. 

When you look around your organization, who is best suited to help generate ideas?  In the language of Team Dimensions, we call these folks “Creators”.  Creators enjoy coming up with new ideas and can formulate concepts that are interesting and creative.  Successful innovation teams balance Creators with other work styles to ensure they capture disruptive ideas. 

Build Support

Once we have generated an attractive product concept, the innovation workflow moves to gathering support for the idea.  This includes negotiating resources and investing in preliminary testing.  Other activities at this stage involve concept testing with potential customers to refine the idea.  A set of tools and an approach called Design Thinking is extremely beneficial at this stage.  You can learn about Design Thinking at our complimentary Q&A webinar on 11 November 2020.  Register here – spaces are limited so we can ensure an interactive discussion!

Team members called “Advancers” are skilled at generating product support at this phase.  Advancers split behaviors of capturing new ideas and putting them into a familiar context.  This is why we want to have team members that are exceptional at listening and promoting as part of the innovation team. 

Create the Project Plan

Some people are really good at planning.  Of course, we want these folks, who we call “Refiners” in Team Dimensions language, to layout the required work to accomplish project goals. 

As history teaches us, no project plan is perfect.  However, we do need to plan the work and convert customer needs into actionable tasks.  That is the real purpose in creating a project plan.  An added bonus of planning is that we are able to better anticipate risks and building quality to both the process and the product.  (Read more about Risk Analysis in a special download for the University of Houston Sustainable Energy Development course materials here.)

Execute the Work

We only earn revenue when we complete a project and commercialize the new product innovation.  We need to do the work of the project!  Team members will build and test the product at scale during the execution stage. 

Folks that are good at executing are usually good at troubleshooting.  Their behaviors are methodical and normative.  They can convert 2D drawings into functional, working equipment.  In Team Dimensions, we call the people that love to get their hands dirty “Executors”. 

Work Styles and Workflow

Successful innovation teams match the preferred work style of team members with the phase of the innovation workflow.  Employees are happiest – and most productive – when they are working on tasks they enjoy.  Each of us can stretch beyond our preferred work style (Creator, Advancer, Refiner, Executor) to do other tasks.  Yet we can accelerate the innovation process the most when we match preferences of work styles with workflows. 

Learn More

Recently, I discussed the benefits of the Team Dimensions model at the Texas ACMP Conference this year and with Chad McAllister on the Everyday Innovator podcast.  You can listen to the podcast here (about 30 minutes). 

When you join the Life Design Master Mind group, we will review your work style assessment in a confidential one-on-one coaching session and you will learn to apply Design Thinking skills to personal and professional decisions.  Register for the complimentary introductory session here (11 November 2020 at 11 am CST). 

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

What is Innovation Management?

Since the world turned upside-down in March, we have all encountered a tremendous amount of change.  In my viewpoint, a lot of the changes in society have been negative and I suspect the politicians in charge are finding it difficult to extricate themselves from the mess they made.  One change we have seen from the corona-panic is, of course, limited contact with other people. 

Limited contact and limits on group gatherings has had a weird impact on my casual acquaintances.  I used to go swimming at an indoor pool and would arrive, jump in, swim laps, shower, and head home.  Once in a great while, I would exchange a few words about the weather or temperature of the water with another lady in the locker room. 

Now, I am swimming in an outdoor pool.  We all must make paid reservations in advance and can swim for only 45 minutes.  What is unusual, though, is that all of us chat with each other.  We are gathered together, outside the building, following all the random spacing and inane mask rules, waiting for the allotted time.  Most of us prefer swimming longer than 45 minutes, so we all get kicked out at the same time.  Again, we chat as we head home across the parking lot.  Overzealous government regulations have led to me getting know people I would not have otherwise met.

On Monday, for example, David asked why I was even at the pool.  He knows my schedule is to swim on Tuesdays and Thursdays.  I explained I had a meeting on Tuesday, and then the resident swim coach asked what I do.  “I’m an innovation management consultant and coach,” I replied.  He looked at me questioningly.  “Innovation is making something new?”

Innovation is Making Something New

The word innovation has been overused a lot (see an earlier post on Authentic Innovation here).  In short, innovation does mean making something new.  It might be a new product or service.  It might be a new technology or introducing an existing product into a new market.  We might create a new business model, or we might find new ways to manufacture a product. 

So, innovation management means planning and implementing those things that are new.  My goal is to help others – individuals and companies – find effective and efficient ways to make new things.  The ultimate goal is to improve speed-to-market and increase profits. 

Innovation Change for Customers

We know we are “winning” at innovation when we make money and our customers are satisfied.  Change can be easy, or change can be difficult.  Sometimes change creates new opportunities – like my newfound friends at the swimming pool. 

What change is your business facing right now?  We all know that the corona-panic has disrupted supply chains and availability of retail goods.  But I want you to be specific.  Describe exactly what change your business faces today, in one month, and for year-end. 

If your changes relate to sales, you may simply have to wait it out.  But if the changes you face are structural and institutional you need to find an innovative solution.  This means polling your customers to understand their real needs and problems. 

Talk to Me

As an innovation management consultant, I want to know what changes you are facing.  Please post in the comments or email me at info@globalnpsolutions.com to describe your greatest innovation challenge emerging from the corona-triggered economic downturn.  Everyone who responds is entered into a random drawing for a free NPDP certification exam question set (a $125 value).  We will draw on 21 August 2020 and announce the winner on 25 August. 

See you at the pool!

Learn More

  • Check out where I’m speaking next (click here).
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Do you know your strategy?  Is it time to narrow your focus or expand to serve more customers?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

What Does Leadership Look Like?

Years ago, I recall sitting in a conference room with a senior engineer.   He spent a great deal of time sharing with me and other junior staff that we could – and should – be leaders.  He went on to tell us that we did not have to be managers to be leaders.  The very next month, I was promoted to my first supervisory role. 

To be completely honest, I was devastated at being promoted.  I am not an emotional person (think Spock), but I went home and cried.  What did the company think of me if they were making me a supervisor?  Wasn’t I smart enough?  Why had I spent all those years working hard to achieve high ratings at the company?  Was my graduate research in chemical engineering meaningless?

Later, I came to realize that instead of thinking I was dumb, the company valued my ability to work with diverse groups of people.  They appreciated my aptitude to quickly understand data and make a logical decision.  I also learned that in a managerial role, I was naturally exposed to more technologies and opportunities to learn.  I have an insatiable appetite for education and learning, so being a manager was ultimately a good fit! 

Leadership Characteristics

While I was initially upset at my promotion, I have since (many times over) tried to evaluate what traits I demonstrated so that my boss trusted me with leading others.  I have also looked at all my bosses over time and other managers and leaders in lots of organizations since then.  There are several characteristics that help someone become a successful leader. 

Be A Good Listener

I know my husband would say I talk too much, but being a good listener is an important trait for leaders.  For those of us with technical backgrounds, we often jump to a conclusion early in the conversation and want to shout out the answer.  We also crave recognition for our clever and smart approaches to problem-solving.  Thus, we are excited to offer solutions.

Yet, great leaders don’t make judgments or put forth their own ideas first.  Great leaders listen to their team members.  We ask subject matter experts (SMEs) to present their technical arguments and opinions, including risk assessments before making a decision.  The higher up the ranks you go as a manager, the further away from the facts and data you get.  It’s important to trust (but verify) information from your staff. 

Demonstrate Compassion

For a lot of people, compassion comes easy.  As a kid, I would have called them “bleeding hearts”.  Just give me the data and let’s get moving!  But as a young supervisor, I learned that compassion is one of the differences between being a manager and a leader. 

While I still prefer clear, logical data and a simple plan of action, I now also recognize that other people do not live in a Vulcan world.  Some people make decisions based solely on emotion (eek!).  Some people will only process data when they understand how a decision will impact other people. 

One tool that has helped me comprehend the differences among leadership and teamwork styles is the DiSC® Assessment.  DiSC shows that people have different core working styles leading to various speed of decision-making and varying levels of “compassion”.  Please contact me at info@Simple-PDH.com for additional information on DiSC and a free one-hour work style coaching session. 

Weather the Storm

Finally, leaders must be prepared to weather the storm.  The big puzzle is that we cannot predict when, where, or what storm will hit.  This means leaders, especially innovation leaders, must be flexible, adaptable, and patient.  Understanding the risks and benefits of our decisions allows us to move forward regardless of the circumstances. 

Leaders will face setbacks and failures.  In innovation and new product development (NPD), technologies will fail and potential customers won’t like the final design.  The difference between a leader and manager is how we deal with the failure – e.g. how we weather the storm. 

43693592 – dollar boat in the bad weather

Innovation leaders recognize the opportunity to learn while a manager will entrench to a risk-averse position.  An effective innovation leader will evaluate the data and decide whether to redesign the new product feature or to abandon the project.  A manager will selfishly worry about his bonus and reputation if there is another product failure.  A leader rallies the team after a setback, but a manager punishes his staff for the failure

What Does Leadership Mean?

What does leadership mean to you?  Do you think there is a difference between management and leadership?  How do you view characteristics of listening, compassion, and failure?

Each day, week, and year, I hope I add wisdom with passing time.  Today, instead of crying and feeling disappointed at a promotion, I would ask what could I learn and what outcomes did my boss expect?  Leadership is a learning experience. 

Read more about innovation leadership in The Innovation ANSWER Book and in the recently released PDMA Body of Knowledge (2nd ed.) where I had the privilege to lead an innovative and diverse team.

Learn More

  • Check out where I’m speaking next (click here).
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Do you know your strategy?  Is it time to narrow your focus or expand to serve more customers?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

Mixed Skills for Work Today

Watch the short summary (less than 1 minute) and then read the full article below.

At the Fall 2019 AIChE conference for chemical engineers, keynote speaker Matt Sigelman presented the importance of developing and supplementing skills forproduct development and leadership.  He made the distinction of “jobs” as doing tasks while “work” is renting a set of skills.  To succeed in a changing workplace, Sigelman puts forth that we must continue to grow and enhance our skills.  I agree!

What are Skills?

Formal education gives us knowledge and some skills.  As a chemical engineer, I have learned theories of math, chemistry, and physics.  This knowledge is measurable in a quantitative way.  There is a “right” answer to a calculus problem or to balancing heat and energy in a standard chemical stoichiometry. 

Skills we learn in school or with work experience include analytical capability, writing, research, and creativity.  These skills are not necessarily measurable but do differentiate success as innovation leaders.  For example, the demand for team collaboration skills at work is in high demand for at least one-third of jobs today.

Mixed Skills

Sigleman defined “hybrid jobs” as work activities that require both specialized technical skills (e.g. math, chemistry, physics) and critical skills (e.g. people and processes).  Job growth and education experience change at 1-2% per year, but skills change as much as 40% per years.  Successful new product development (NPD) practitioners and product managers must not only maintain current knowledge in their field of specialization but also grow and enhance their leadership skills.  This means learning and practicing sound project management protocols while also adopting and sustaining team development practices.

Today’s most important jobs require mixed skills.  Data scientists cannot be content with analyzing a set of numbers.  They must translate that data into information on which to base technology and market growth activities.  Technical skills must balance against communication and decision-making skills.  New Product Development Professionals (NPDP) use quantitative market data to estimate pricing and market capacity for product innovations.  Yet, it is qualitative interpretation of customer knowledge that leads innovation leaders to product development decisions, profitability, and improved market share.

Building Mixed Skills

Lifelong learning and a commitment to growth are the fuel to build mixed skills for today’s job market.  As noted at the AIChE conference, credential demonstrate expertise and mastery of mixed skills.  Innovation leaders use NPDP certification as a stepping stone for product management career growth illustrating experience with product portfolio management and NPD processes as well as team management and leadership development.

You can learn more about NPDP certification here.  Benchmark your own innovation maturity with the Innovation Health Assessment™.  Take the complimentary Innovation Health Assessment here.  Contact me at info@Simple-PDH.com for more information on developing your skills for a rewarding career in product innovation.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

Success for Innovation Leaders

One of the things I most love about Design Thinking is the opportunity to hear stories.  Everyone has a story to share; some are more far-fetched than others, but we all have a story to tell.  We laugh and we cry.  And, for those of us working in innovation and leadership, we learn. 

When we share our stories of our careers in innovation, we learn that no two people have followed the same path to success.  Many us have common themes in our career journeys but there is really no single way to achieve a position of success. 

What is Success in Innovation?

Of course, each of us has our own definition of success coupled with our own set of skills and accomplishments.  This is why each pathway to innovation leadership is so different.  Like many other New Product Development Professionals (NPDP), my background is technical.  As a Chemical Engineer fresh out of grad school, my first job was in research.  My supervisor honed and refined my leadership skills with training and job opportunities.  Over the years, I have tended toward areas of innovation that involve helping people learn and apply tools to improve their own systems and processes. 

Another person, who is also successful in innovation, started out as a retail sales clerk, and worked his way up in the sales division of his company.  He changed jobs a lot, going among firms closely related within one industry.  One day, he was tapped to lead a new marketing and innovation division; the organization recognized his quiet leadership skills and ability to connect with customers. 

The definition of success in innovation is never linked to just a title.  Being the CIO (Chief Innovation Officer) of an organization is a great position to hold, but only if you respect the role and responsibilities.  Success as an innovation leader means providing excellent service and skills to a market to improve the lives of others.  Seeking a title or position conflates our value as innovation professionals and might mistake monetary rewards over those that come from a job well done. 

How to Gain Innovation Success?

Demonstrating success as an innovation leader is intricately tied to success of our customers and clients.  Successful innovations benefit end-users by giving them basic necessities, convenience, or luxury.  (Watch for a future blog post on these different levels of innovation.)  While a new product offers optimal technologies for a consumer, providing a memorable experience leads to long-term innovation success. 

Let me share a story.  Having moved less than 10 miles within a local region, my husband and I ended up with two safety deposit boxes at two different branches of the same bank.  We needed to access the safety deposit boxes to get the title to the car to trade it in on a new one.  However, we didn’t know anymore which box held the title. 

At the branch closest to our house, the teller was friendly and immediately took us to the box.  She asked if we wanted a cup of coffee and chatted about the weather.  In contrast, at the other bank branch, we waited ten minutes in a queue.  Upon finally getting to the teller, she asked if we could wait for someone else to assist us.  Finally, after accessing the safety deposit box (and the car title – yay!), we had to wait another ten minutes for the teller to lock the box and let us leave the vault.  Though the teller did smile, she never offered common courtesies or apologies for the long wait.  Our experience at the two branches was like day and night.

Providing an excellent experience for your customer is as important as – and perhaps more so – than the technology foundation of your innovation. 

What is Your Innovation Leadership Career Path?

So how do you pursue a career for success as an innovation leader?  First, remember that success is defined only by you – using your strongest skills to help improve the lives of others.  Next, understand that “success” is not the same as a title or position.  Successful innovation leaders create outstanding experiences for customers, building on products, technologies, and markets.  Finally, sharing stories with customers and other innovation leaders guides your path and your career journey.    

Join me on Thursday, 5 March 2020 at the AIChE STS dinner meeting to learn Three Tips to Advance Your Career Effortlessly.  If you’re not in Houston or you are unable to attend the STS AIChE meeting, please join me for a recap of the three tips on Monday, 23 March 2020 at noon CDT (1 pm EDT, 10 am PDT).  Each webinar attendee receives a complimentary workstyle assessment to help you build innovation leadership (limited to one per company via the authorized partner network with Jill Hickman Companies).  Contact me at info@globalnpsolutions.com for more information on becoming a successful innovation leader! 

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.  It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 280-8717 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.            Learn.            Earn.            Simple.

Growing in Innovation

Nature is fascinating.  A tiny seed is placed into the ground.  It is fertilized and watered, sprouting into a fledgling plant.  If the soil conditions are just right and the tiny plant receives sunlight, more water, and additional nutrients, it grows into a tree.  A tree yields fruit that, in turn, produces more seeds.  We harvest the bounty and prune the tree to encourage further growth.

Successful innovation follows the same path as nature.  Ideas and organizations are seeded, nurtured, grown and harvested, and pruned for continuous improvement.  In the Flagship Innovation Leader program, we call these development stages Learning, Adopting, Transforming, and Sustaining. 

Learning

A seed has to take root in order to start any growth stage.  I have a loquat tree in my backyard.  Most years, the number of fruits it produces is manageable but last year, the branches bent over with a bumper crop of fruit.  Most of the fruit fell to the ground and consumed by the neighborhood squirrels.  Every square inch of my entire backyard was covered in loquat seed remnants. 

Yet, not every seed takes root.  Many do, but most do not.  Learning to be a strong and successful innovation leader is similar.  We can provide the necessary elements for innovation success, but most individuals and companies will pass on the difficult challenge to learn skills, to have the desire to take root in learning best practices.  Learning requires the proper conditions, including a fertile and open mind; Acceptance of new ideas, theories, or concepts; and support, encouragement, and time to let learning take root. 

Adopting

A fledgling seed sprouts a tiny green shaft above the soil.  It grows only if proper nutrients are supplied on an ongoing basis.  But as it grow , the small plant will grow stronger and stronger. 

Innovation leaders also grow stronger as they adopt new skills and spread best practices within their organizations.  Adopting new practices is a little scary and requires strength, just as the seedling needs strength to penetrate through the soil.  As you adopt innovation best practices, team-building skills, and new product development (NPD) tools, innovation will grow.  I recommend Innovation Best Practices training leading to New Product Development Professional (NPDP) certification as way to learn and adopt industry best practices for innovation.  Situational Leadership is core curricula for teams seeking successful adoption of best practices and management of innovation projects.  Contact me at info@globalnpsolutions.com for more information on implementing this brilliant program to enhance team collaboration efforts.

Transforming

One little seedling requires long periods of sunshine, nutrients, fertilizer, and water to grow into a tree.  Likewise, innovation leaders need to learn additional skills, including time management and communication, to transform an organization into a productive, new NPD factory.  Implementing Product Portfolio Management in 100 Days, for example, transforms an organization from one that uses NPD processes into an organization that truly creates value for customers and shareholders.  Continued investment and nurturing are keys to transforming a fledgling innovation culture into a thriving innovation culture. 

Sustaining

Trees provide fruit but also must be pruned to remove the dead wood.  Innovation leaders build networks through Master Mind groups and coaching to sustain the pace and liveliness of their innovation programs.  We sometimes need to prune bad habits and bureaucratic processes to sustain growth in new product development.  Neglecting this step in developing innovation leaders will weaken the system, just as leaving dead wood on a tree eventually weakens its roots. 

Flagship Innovation Leader

Do you want to grow in innovation?  Just as nature provides a pathway for seeds to be fertilized and watered for growth, successful innovation leaders need to learn the basics of product development, adopt innovation best practices, transform their organizations for productive innovation, and sustain repeatable processes for long-term success.  Click here for more information. 

Take the Innovation Health Assessment now to benchmark your innovation maturity.

Learn More

To jumpstart your innovation journey, don’t miss our next webinar.  Register here.  I’ll cover the summary of our 20 Days of Innovation in 2020.  Everyone who attends will receive a copy of the associated eBook.  You’ll also want to watch the recording of a recent Q&A webinar on innovation leadership (click here).  Of course, your best reference for all things innovation is The Innovation ANSWER Book available at Amazon.  

About Me

I am inspired by writing, teaching, and coaching.    I tackle life with an infusion of rigor, zeal, and faith.    It brings me joy to help you build innovation leaders.    I am an experienced professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.    My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.    Contact me at info@simple-pdh.com or area code 281 + phone 280-8717 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.            Learn.            Earn.            Simple.

Leadership is a Verb

Dictionary.com defines leadership as “the ability to lead” and “an act… of… guidance.”  The formal definitions of leadership are nouns-meaning it is something that acts or is acted upon. 

Overtime, I have begun to think of leadership as a verb.  Instead of being acted upon, leadership is acting and performing a service for others.  Of course, I went to college to study engineering, so grammar is not necessarily my strong suit! 

Acting for Others

Regardless of grammar and proper English from high school, leadership requires acting on behalf of the best interest of others.  Leaders in organizations are there to lead others.  Leadership is a skill that demonstrates expected behaviors and rallies the team around a common purpose.  Leaders support the goals of the team and the project objectives. 

What’s important to observe about successful innovation leaders is that in acting for others they suppress their own egos and agendas.  I remember working with a team leader who spent hours gathering the data and consensus of the team.  Assigned to a “war room” to solve a complex problem, the team discussed and debated the scientific theories to address the issue.  Yet after these lengthy meetings, our manager would next present a deliverable that we had never discussed.  He was not acting for us; instead, it felt like he was acting against us. 

Performing Service

Another reason I view leadership as a verb is that leaders are servants to their teams and other stakeholders.  By performing service for the team, a leader demonstrates his or her strengths and confidence.  None of us is too elite or has too grand of a title to lend a hand to those working for them.  As we lift up the entire team, we lift ourselves and the organization. 

Performing service does not mean going whole hog to build an entire housing community for the homeless all by yourself.  Service as a leader means considering the needs of your team and your customers and then addressing those needs to the best of your ability. 

For example, I fondly recall my first boss out of college.  I had been tasked to run equations and an analysis of large amounts data from a pilot plant to correlate with ongoing operations.  To understand the data and to convert it to useful information blog I was plotting dozens of graphs charts, and tables daily.  (Read this blog on the difference between data and knowledge.)

Our group had only a shared printer per company guidelines.  As a leader, my boss observed me walking down three hallways and around the corner several times per day just to collect my printed documents.  He acted as a servant leader and presented me with my own printer!  His service was not just a nice thing to do, it saved the company money to recover my wasted time walking back and forth to the shared printer.  It also allowed other group members more access to the printer since my graphs and charts took a long time to produce. 

Innovation Leaders

Beyond acting for others and performing service, innovation leaders are responsible for strategic decisions and delivering results.  Innovation leaders both drive and support strategy through market interactions.  Working to design and develop new products, innovation leaders gain customer insights and translate this information into target product attributes for the design team. 

A key skill of successful innovation leaders is the ability to examine themselves and to model behaviors that are expected for creative technology organizations.  The fancy word for this trait is self-awareness.  Self-awareness allows us to identify and capitalize on our strengths, and also helps us as leaders to identify and grow the strengths of our teammates. 

Learn More

Watch the recording of a recent Q&A webinar on innovation leadership.  (Click here or type https://www.anymeeting.com/806-095-661/E959D78286463D into your browser.)  Grow your innovation skills through a New Product Development Professional (NPDP) and Innovation Best Practices course (available online or self-study).  Contact me for innovation coaching or to join a mastermind group of leaders who are passionate about innovation.  A great reference for all things innovation is The Innovation ANSWER Book available at Amazon.  

About Me

I am inspired by writing, teaching, and coaching.    I tackle life with an infusion of rigor, zeal, and faith.    It brings me joy to help you build innovation leaders.    I am an experienced professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.    My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.    Contact me at info@simple-pdh.com or area code 281 + phone 280-8717 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.            Learn.            Earn.            Simple.