innovation

What Innovation Leaders Do Differently

Posted on 11.19.20

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.

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.

What is Innovation Management?

Posted on 08.06.20

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.

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.

A Slow Recovery

Posted on 04.22.20

Watch the 20-second summary and then read on!

Innovation leaders draw on stories to frame the context for new products and features. We use these narratives to understand our customers – from their viewpoints – and to identify needs or opportunities. We draw lessons from these stories to inform our approach to new problems based on how we solved a similar problem in the past. Today, I’m going to share my story of recovery and apply it to how we can approach innovation in the current broken economy.

Don’t Ride Your Bike in the Rain

About three and a half years ago, I broke my shoulder. I rarely think about it now, but without an ability to work out for the past few weeks due to government lockdowns, I have had some discomfort in the joint. Mostly, the accident was an interruption to my work and a nuisance to time management, but recovery from the injury was very slow.

In October 2016, I checked the weather app on my phone. No rain for 82 minutes. “Great,” I thought. That gave me time to ride a 12-mile route to the gym. I assumed I could workout while it rained and head home after the storm passed. Instead, a torrential rain stuck struck me about halfway into my ride. The rain was so heavy I couldn’t see 10-feet ahead of me.

Having had “safety” drilled into me from my work years at a petrochemical plant, I (ironically) decided to ride on the shoulder. I thought it would be “safer’ than riding on the road like I usually do. Unfortunately, I was unfamiliar with the shoulder which had lots of litter and I struck a large discontinuity in the pavement. The next thing I knew, I was lying on the ground and couldn’t lift my arm.

Ten days later, I had surgery to piece together the crushed bone. The break was so severe that the doctor had ordered an artificial joint to be available in the surgery room in case the fragments of bone were too small to put together again.

Keeping in mind that I’m normally very active – I don’t even know how to sit still for five minutes – the rehabilitation was excruciating for me. The broken arm had to be in a sling for six weeks without movement to fuse the bone. Six weeks! And then physical therapy involved only stretching for several weeks. I laughed when they finally allowed me to do bicep curls with a one-lb. weight. I was used to bench-pressing 75% of my body weight.

I worked and worked at the physical therapy. They recommended doing at-home exercises a few times per week. I did the exercises three times per day. At the rehab center, I ramped up the weight, intensity, and duration of each exercise until I was the first patient in rehab to be released from the doctor’s care.

For the next 18 months, I went to the gym religiously, sometimes twice per day. When I traveled, I went to the hotel gym. On car trips, I carried my own dumbbells and stretch bands so I could work out and heal quicker. My overriding goal was to get back to normal. And after 18 months, I could bench press just over 50% of my body weight. (I lost more than five pounds in the first week after my accident and didn’t gain it back until this lockdown.) This was/is a slow recovery!

Today’s Economic Depression

My shoulder has never gone back to “normal”. I have lost flexibility and I feel an odd tightness at times – especially when I can’t workout. On the other hand, I still love to ride my bike and bought a new road bike a year ago, converting (for the first time ever) to clipless pedals.

The economic collapse caused by the government’s reactions to a virus impacting less than 1% of the population will have a slow recovery. We are witnessing skyrocketing unemployment and debt which will surely be addressed with increased taxes and inflation. Our way of life will never again be “normal”. Like my shoulder, it might take 18 months to get close, but we will never have the flexibility we had before. After all, like lemmings, we all dutifully take our shoes off for TSA with some strange assumption that the action makes us “safe”.

Likewise, society will sacrifice rights for a vision of “safety”. Without scientific data, people who are not sick will wear masks because a government bureaucrat told them to do it. People will order food delivered to their home instead of shopping. We will accept – as a society – a deterioration of civil rights in exchange for a continued facade of “safety” without explanation.

Improvement

Instead of accepting that this is the so-called “new normal”, I challenge every innovation leader to work on improvement. Just as I did after I broke my shoulder, we can test new products and ideas three times as frequently. We can find new ways to do things so we can get back a semblance of normal. But the journey will be slow. It’s hard to rapidly influx a fearful public back into jobs when we’re told there are large groups of people who might have better financial benefits with stimulus than through the pride of getting up every day to go to work.

What Can You Do?

It takes hard work to recover from a sports injury. The physical therapist told me I had to do more work to recover than an old person who had a shoulder surgery because I had been in great shape. Our economy was roaring and now it is completely collapsed. We have a long way to go. The only way we get there – as innovation leaders – is through rigorous dedication to best practices. Like physical exercise, best practices help us recover, even if the recovery is excruciatingly slow.

If you want to speed your organization’s recovery during this economic downturn, please join me for a free webinar on 30 April 2020 at 1 pm CDT (2 pm EDT, 11 am PDT) for 20 Tips of Innovation in 2020. Each unique company attendee receives a complimentary Five Behaviors of a Cohesive Team™ Personal Development assessment and coaching session. Register here.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

About Me

The Spirit of Innovation

Posted on 04.09.20

People view the meaning of innovation differently. A colleague of mine says innovation is equivalent to creativity. Another friend thinks innovation means developing a specific and particular consumer good. Others say that innovation is the same as invention.

Innovation is all these things but also something more, and perhaps, something less. Corporate innovation involves a repeatable and systematic approach to developing and deploying technologies to deliver value to the customer and profit to the organization. Customers do not purchase products or services unless they need (or want) them. Companies must only manufacture products and provide services that create profit for them. This is the spirit of innovation.

A Systematic Approach

Inventions are patentable but you might also invent something new and never share it with another person. Great chefs invent new creations in their kitchens every day. Fitness instructors invent new moves and routines. In my hobby, I invent new greeting card designs every time I sit down in my craft room. Yet none of these inventions meet the definition of an innovation because they are one-off, individual creations.

Innovation is a systematic approach to designing and developing sustainable products and services. Products and services fill a need for customers. While the chef’s tasty meal hopefully provides nutrition, it does not mean the next meal will also be tasty and nutritious. My family exclaims delight in receiving my greeting cards but the next one might be smeared and ugly.

NPD Framework (copyright Global NP Solutions)

Systematic approaches to corporate innovation include a set of best practices applied to the organization’s strategic goals. Companies within the same industry have different strategies, and therefore, different approaches to innovation. The chosen innovation framework for new product development (NPD) must also reflect the organization’s culture and philosophy.

Customer-Centric Orientation

Innovation also differs from invention by having a customer-centric orientation. The chef adding ingredients and spices to soup is doing what he thinks will taste good. I create greeting cards that I think are cute. These are self-centered outcomes while innovation focuses on customer intent.

Companies that are most successful with repeated innovation – think Procter and Gamble or Apple – use customer insights to drive technology development. All successful innovators first identify customer needs and wants before designing product, service, or applications. It is impossible to force a set of features onto a customer and to make a profit at the same time. Customers only pay for necessities and what they value.

Engaged Employees

Finally, the spirit of innovation starts and ends with engaged employees. Strategies and systems are great, but somebody has to do the required work. Understanding customer needs is a first step you have to incorporate those requirements into a product to be successful. Doing the short-term and long-term work of innovation is the responsibility of employees and staff.

Productive innovation teams are engaged with the mission of the organization and buy into the project goals. Management gives these teams freedom to operate and to make decisions within a set of guardrails established by the strategy and mission. Individuals and teams are rewarded for their collective work and share in returns from successful product launches. Employees are presented with lifelong opportunities to learn new skills and are recognized for knowledge and accomplishments (regardless of age, degree, or other categorizations).

Creating an Innovative Spirit

How do you foster the spirit of innovation at your firm? First, recognize the difference between innovation and invention. Innovation is a systematic, profit-driven approach to meeting customer needs. It is customer-centric since your end-users only pay for what they need and what they value. Finally, you must provide autonomy to new product development teams to engage and empower employees for innovation.

Companies with a spirit of innovation are easy to recognize. The staff smile a lot and consumers praise their products and services. You cannot fake the spirit of innovation, but you can learn how to do it right! Join me on 30 April 2020 at 1:00 pm CDT (2:00 pm EDT, 11:00 am PDT) for a free webinar on the 20 Tips of Innovation and you will learn how to create a Spirit of Innovation in your organization, too. You can also read the full approach to learning, adopting, transforming, and sustaining innovation in 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. 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 787-3979 for more information on coaching for entrepreneurs and innovators.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Innovation Under Distress

Posted on 04.02.20

Today, we are living in distressing times period starting with an oil pricing dispute between Russia and Iran, and followed by a worldwide panic over a virus, the economy has collapsed. Millions of people have been unjustly pushed out of their jobs by constitutionally questionable government closures. Small businesses and the travel/hospitality industry have been hit especially hard.

As innovation leaders and new product development professionals, we are called to create solutions to complex problems. The first step in any innovation process or project management approach is to clarify and define the problem. Our issue in today’s world is we cannot define the problem. Is the problem due to a virus or is the problem due to governments’ responses to an unknown?

Unknowns

In risk management, we describe two types of uncertainties: known unknowns and unknown unknowns. The known unknowns are a category of project risks that might occur, and we can easily imagine and plan for them. A known unknown may be the final cost of equipment from a new supplier or the testing schedule for a prototype by customers.

In each case of a known unknown, we can develop contingency plans to handle the risk. We might add 20% to the project budget for the new equipment supplies or we could add an additional two weeks to the schedule to manage prototype testing. In contrast to known unknowns where we plan a logical contingency, people often respond to unknown unknowns with irrational emotional actions. Whereas a contingency can either be consumed or returned, we cannot get back the loss of time from emotional responses.

Unknown Unknowns

An unknown unknown is an unanticipated risk that can significantly impact the project. Since we don’t know what these uncertainties might be, we cannot plan for them. The coronavirus panic is an unknown unknown. Even the smartest people in the world can mistakenly exchange emotional responses for logical actions when the risk is an unknown unknown.

First, though similar viruses have existed for decades (SARS, MERS, flu), government health agencies say it is a novel virus. When we encounter a new situation in research or innovation, we look to the closest cases we have observed previously and test those solutions against the new problem. No government, to my knowledge, forced lockdowns for free citizens with the SARS, MERS, or H1N1 virus. Using an analogy approach to address an unknown unknown risk is an expected response for innovation leaders.

In a classic example, an adhesive was failing the prototype testing. The developer tried an analogous problem / solution approach to mark pages in his hymnal at church. And, alas, Post-It® notes were born. We should learn from history and from nearest neighbor experiences for all aspects of innovation whether it is health-related or product-related. We can claim success for an innovation by real data not by guessing how many people might have purchased the product.

What Can You Do?

You might share my feeling of helplessness in light of a strong economy being senselessly destroyed overnight. We feel a loss of control and we’ve lost faith in the very institutions that promise to help us. Like me, you ask, “What can I do?”

What can you do as an innovation leader faced with unknown risks to a project? Shutting down the trials ‑ unless there is factual data supporting a true safety or health issue ‑ is our last choice! Instead, we strive to learn through experimentation, data gathering, and logic. For instance, rather than shutting down a world economy and causing harm to untold millions through job layoffs, it is puzzling why government agencies have not looked to solutions in which healthy people build immunity through exposures to viruses. After all, a vaccine is just that – intentionally injecting a virus (such as flu) to a healthy person so they build immunity against the disease. This is the nearest neighbor solution to a known problem.

Moreover, the data does not support the panic over coronavirus. Even government-provided statistics and worst-case model projections are inconsistent. Models are only beneficial if they are tested against real and historical data. Innovation leaders trust the data and use data to drive decisions – not emotion.

I hope you have peace during these turbulent times. More so, I hope that we will regain our freedoms as Americans to conduct business as we choose, to visit taxpayer-funded National Parks, and to gather for religious services. The latter is a right for which our Founding Fathers and thousands of American men and women have fought for and died. As innovation leaders, we must demonstrate a commitment to ethical behavior and continuous learning.

Read more about professional ethics for innovation leaders in Chapter 6 of The Innovation ANSWER Book. You can get your copy here.

Learn More

If you feel innovation is under distress, please contact me for a complimentary innovation coaching session. With over 20 years of experience and innovation clients across all industry groups, I can help you get innovation on track for success! Contact me at area code 281, phone 787-3979 or email to info@Simple-PDH.com.

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.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Impacting Innovation

Posted on 03.26.20

Successful innovation requires keeping pace with industry changes and the eve- changing demands of a fractured customer base. Companies that repetitively create, design, and develop profitable new products understand consumer behaviors and enable scientific advances. These firms capitalize on both internal and external systems to generate success in the marketplace.

Three factors impact innovation and can determine repeatable market successes. These are organization, technology, and culture. Let’s take a look at each element in turn.

Organization

At the highest level, an organization’s strategy drives innovation. A firm’s strategy reflects its mission (what is the purpose of the business), its vision (what will the future look like), and its values (what traits make us unique to accomplish our mission). An innovation strategy also informs internal and external customers of senior management’s risk tolerance. An aggressive innovation program indicates higher risk tolerance than an R&D portfolio fixed on incremental improvements and sustaining innovations.

Further, an organization’s strategy will determine systems and structures necessary for a corporation to conduct R&D. Traditionally, firms have followed a Stage-Gate™ approach to new product development (NPD) which allows larger risk (and larger investment) after smaller experimental phases are proven in the product design process. This is a balanced risk approach if the staged and gated system is implemented with cross-functional NPD teams.

Today, many firms are embracing Agile methodologies in which the focus is directed toward people ‑ customers and innovation teams ‑ over products and features. Time-to-market is faster and end-users test prototypes early in the developmental process to reduce waste. Planning documentation and contract negotiations are minimized, while customer interactions are optimized.

Technology

Almost all products today include a technical interface, whether it is a website or a smartphone app. Technology also plays a role in the development process itself. Most firms use some software tools to manage new product portfolios and/or the individual NPD projects. In addition, software tools and apps enhance communication for dispersed teams.

For example, product portfolio management (PPM) is a broad view of all new product development projects, including those being actively worked and those in the pipeline. There are literally dozens of PPM software packages available for organizations to utilize in aiding their decision-making. PPM tools collate individual project data to help senior managers view information and to make strategic innovation decisions. Most PPM tools translate gobs of data into simple charts, displaying value added project information in an easy-to-consume manner.

Culture

Culture is always the most difficult element to describe, and to change, to drive successful innovation. Many senior managers will point to organizational systems and structures or to technology when NPD metrics are not at the expected level. However, it is rare that only a technical or business solution alone can solve an ailing innovation program.

Culture sits at the heart of how things get done in an organization. Regardless of how aggressively an innovation statement is worded, if senior management acts risk-averse, R&D will be limited to incremental improvements and simple feature additions. Culture permeates team behaviors and individual work styles.

Agile work environments stress people interactions over documentation. Talking to customers is valued over contract negotiations with suppliers. Failures are viewed as a learning rather than punishment for falling short of a goal. Innovation teams are trusted to test prototypes with customers and to take responsibility for the whole product development.

Impacting Innovation

Three elements impact innovation more than materials, engineering, or industry. These are the organization, technology, and culture. Factors like systems, structures, and strategies directly influence how innovation teams work internally and externally. Selected decision-making tools can aid or abet speed of innovation by increasing data and information flow or by creating roadblocks between senior management and team members.

Organizations should start with an examination of their overall strategy when seeking to enhance innovation. Strategies reflect the degree to which the firm accepts risks in NPD. PPM tools (technology) will translate individual project data so decision makers can actively assess innovation highest value innovation projects to pursue. Strategies and technologies are often a mirror to the organization’s culture. Culture is unspoken but determines how work gets done, rewards learning, and supports successful integration of NPD in an organization.

Learn More

If your organization is struggling with innovation, especially in these challenging times, please contact me for a complimentary 30-minute innovation coaching session. With over 20 years of experience and innovation clients across all industry groups, I can help you get innovation on track for success! Contact me at area code 281, phone 787-3979 or email to info@Simple-PDH.com.

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.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Leaping Innovations

Posted on 02.26.20

This year we are lucky to have a leap day – February 29. Since paper calendars and solar calendars don’t quite align, every four years we get an extra day. Since February is a short month, clever people have added that extra day as February 29.

I think matters get confused a bit more because the following week (in the US) we “spring forward” one hour for Daylight Savings Time. We will recover that hour in the autumn when we “fall back” to Standard Time. I have permanently lost one hour during a business trip to Belgium and The Netherlands when the US on Daylight Savings Time and Europe was not. But that’s another story…

What is Leaping Innovation?

Basically, leap year gives us a chance to recover the time we lost in the previous three years and to set our calendars right with the sun and moon. Leap year is a misnomer since we are slowing down by adding a day and we were actually “leaping” past the fractional days in the intervening years.

A “leaping innovation,” on the other hand, is usually defined as one that advances the technology by a very large step. A lot of innovations are more incremental in nature – adding a small tweak to an existing feature or increasing the options available for an existing product.

For example, adding a calorie counter to a pedometer was an incremental innovation. The device already tracked a person’s number of steps, so adding a small calculation to convert steps to energy burned was a small task. Incremental innovations are important to product development and maintaining market interest.

In contrast, a personal fitness device that also gives notifications for incoming phone calls and tracks your running route with a GPS is a great leap forward from a basic pedometer. The technology for this innovation was both sophisticated and risky to develop. Moreover, new and existing customers required a degree of education to use the new product. Accompanying sales and marketing strategies were more elaborate than in the case of an added feature.

The late Clayton Christiansen taught us that sustaining innovations could be either incremental or a great leap forward. What differentiates a sustaining innovation from a disruptive innovation is how vastly a market is changed because of the innovation. Digital photography has transformed traditional image capture and supported the social media revolution.

Teams for Radical Innovation

Your team structure for designing and developing an incremental vs. radical or disruptive innovation is different. Project teams made of liaisons and subject matter experts can serve an incremental innovation while. In this case, depth of knowledge is more important than the breadth of knowledge. In the field of new product development (NPD), we call this a lightweight team.

When an innovation project requires significant technology and market development, and the resulting product is new-to-the-world or new-to-the-company, we use an autonomous team. Sometimes this is called a “venture team” to better describe the scope of work. A primary driver for the autonomous team is the project mission, and team members serve with both depth and breadth of knowledge. Customer orientation is another key aspect for a successful project team designing and developing radical innovations.

Build Your Teams

Great innovation teams don’t just magically happen once every four years like the 29th of February. Instead, successful NPD teams require nurturing and growth. Team leaders assign team members based on skill, purpose, and desire for customer satisfaction. Focusing on the needs of the project (e.g. depth and breadth of knowledge) helps to determine the right people at the right time to successfully innovate.

One mistake I have observed by many companies in new product project management is to over-allocate resources. One of the practices of successful innovators is to instead assign the most appropriate resources to an 80% level. This allows time for hiccups in the product development schedule as well as time for team members to really absorb and apply learnings in a strategic way.

Do You Want to Leap Forward?

If you want to leap forward in your innovation program, join me tomorrow for a free webinar. We will discuss 20 Tips of Innovation and team-building practices for success with incremental or disruptive innovations. Register here.

Extra bonus: All attendees receive a copy of the 20 Tips of Innovation ebook and a complimentary work style assessment. See you on Friday, 28 February at noon CST.

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.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Growing in Innovation

Posted on 02.06.20

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

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Leadership is a Verb

Posted on 01.30.20

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

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.

Entrepreneurial Leaders

Posted on 01.23.20

Today, many companies seek out the skills of entrepreneurs. Leadership candidates are encouraged to demonstrate entrepreneurial experiences to get hired or promoted. And while entrepreneurial characteristics are important for an innovation leader, traditional supervisors are better suited with conventional management skills. Let’s look at three areas of differentiating leadership for innovation success.

Watch the 20-second summary and then read on!

Complete Ownership of a Problem

Entrepreneurial leaders are motivated by the finished product. They are visionary and adaptable. In order to achieve their goals, they are willing to take acceptable risks and are comfortable with uncertainty. Because they are intensely vested in the final product, an entrepreneurial leader exerts power and control as a way to completely own the problem.

On the other hand, traditional managers in operations, finance, or logistics might be ill-served by a total ownership perspective. Functional managers need to work across organizational boundaries and with both internal and external stakeholders. Predictability and meeting expectations enhance the cost-effectiveness and quality of operations. Collaboration and cooperation are appropriate skills for accomplishing day-to-day work.

Motivated by Uncertainty

Entrepreneurial leaders are not necessarily more risk-seeking than traditional managers. But, they are more comfortable with uncertainty, knowing that the path to the final product might not be straight or narrow. Exploring different alternatives and accepting failure for its learning value characterize an entrepreneurial leader’s approach to uncertainty.

In contrast, functional managers have stringent performance objectives and rely on predictable, trouble-free operations to meet commitments. While these leaders also appreciate learning, it is used to streamline and improve systems. Learning is experiential and based on data analysis. Planning and delivering on the plan are the metrics of success for conventional management tasks.

Persuasion

All of us can benefit from mastering skills of persuasion and negotiation. But entrepreneurial leaders excel at selling their ideas to both their team members and sponsors. They have an uncanny ability to demonstrate and convince others of the value in their concepts, obtaining funding to pursue these goals. Entrepreneurial leaders are not hard-nosed salespeople, but use their passion, motivation, and charisma to convince others that their path of action is the right one.

Traditional managers in operations also need to use persuasion and negotiation skills, especially in budget battles. However, their approach tends more to details. Technical leaders, especially, find such negotiations painful and they are not optimistic in getting what they want. Functional managers may convert the lack of a maintenance budget yet are not using their positive power or expert power to weave a compelling story.

Entrepreneurial Leaders Skills

Not every job needs to be staffed by an entrepreneurial leader. Manufacturing, marketing, and accounting need conventional managers to lead these functions with a focus on operational excellence. Quality, predictability, and cost-effectiveness are the focus.

Innovation programs do need entrepreneurial leaders. New product development (NPD) projects are uncertain and involve inherent risks. Entrepreneurial leaders are motivated to own the whole problem in order to generate a new solution. Entrepreneurial leaders are adaptable and have a willingness to accept uncertainty, especially as a learning activity. Finally, entrepreneurial leaders use persuasion to convince others that their ideas are valuable and beneficial.

How Do You Become an Entrepreneurial Leader?

Register now for a complimentary webinar on Innovation Leadership. This interactive session is held Monday, 27 January 2020 at noon CST (1 pm EST, 10 am PST).

You can also learn more about teams and leadership for innovation in our Innovation Best Practices and NPDP prep courses. Check out the 1Q2020 schedule here. You can also read more about innovation leadership and team development in Chapter 4 of The Innovation ANSWER Book, available from Amazon here.

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 280-8717 for more information on coaching for entrepreneurs and innovators.

A Division of Global NP Solutions, LLC

Study. Learn. Earn. Simple.