Metacognition: Thinking about thinking
“What” needs to be learned“How” to apply “what” was learned
“When”to apply “how” and “what”
“Self-monitoring” “when what and how” are applied
“Self-regulation” of the “self-monitoring of when what and how” are applied
Types of organizational learning
Exploration (new or radical learning) of whats, hows, whens, self-monitoring, and self-regulationExploitation (incremental learning, builds on old) of whats, hows, whens, self-monitoring, and self-regulation
Levels of organizational learning employing types of organizational learning
Individual Learning - Internal and External Explorative and ExploitiveGroup Learning - Internal and External Explorative and Exploitive
Organizational Learning - Internal and External Explorative and Exploitive
Interorganizational Learning - Internal and External Explorative and Exploitive
Senge's principles of organizational learning applied to organizational learning levels
Personal Mastery – Individual, Group, Organization, and InterorganizationMental Modeling – Individual, Group, Organization, and Interorganization
Team Learning – Individual, Group, Organization, and Interorganization
Shared Vision – Individual, Group, Organization, and Interorganization
Systems Thinking – Individual, Group, Organization, and Interorganization
Types of ideas and innovation developed by the different levels of organizational learning
Incremental Innovation – Individual, Group, Organization, and InterorganizationSemi-Radical Innovation – Individual, Group, Organization, and Interorganization
Radical Innovation – Individual, Group, Organization, and Interorganization
Ersatz Radical Innovation – Individual, Group, Organization, and Interorganization
Disruptive Innovation – Individual, Group, Organization, and Interorganization
Innovation development stages that follow the ideation stage
Structured Idea Management Stage – Individual, Group, Organization, and InterorganizationThe Technology Stage – Individual, Group, Organization, and Interorganization
The Performance Stage – Individual, Group, Organization, and Interorganization
The Market Segmentation Stage – Individual, Group, Organization, and Interorganization
The Efficiency Stage – Individual, Group, Organization, and Interorganization
The Complimentaries Stage – Individual, Group, Organization, and Interorganization
Product life cycle, technology adoption cycle, and BCG growth matrix relationships
Introduction– Innovators – Low Market Share and High Market Growth Rate (Question Marks) Growth– Early Adopters + Early Majority – High Market Share and High Market Growth Rate (Stars)
Maturity– Late Majority – High Market Share and Low Market Growth Rate (Cash Cows)
Decline– Laggards – Low Market Share and Low Market Growth Rate (Dogs)
Tools that foster creativity and innovation through the organizational learning levels
Systems for Ideation and Innovation
Systems for Delivering Value
Systems for Refining the Current Model
Systems for Building Competencies
Systems for Crafting Strategy
Systems for Developing Behaviors
Systems for Recruiting Creative, Innovative, and Diverse People at All Levels
360 degree feedback
Experimentation
Prototyping
Making Deals
Innovation that Fits
Game Theory
Diverse Top Management
Devil’s Advocacy
Listening to Dissenters
Dialectical Inquiry
Brainstorming
Benchmarking
Suggestion Boxes
Surveys
Electronic Collaboration
Intrapreneur Program
Leveraging IT
Stakeholder Analysis
PEST Analysis
SWOT Analysis
Leadership and Management Systems Comparative Analysis
Competitive Analysis
Collateral Organizational Structure
Knowledge Management
Ignorance Management
Project Roadmap
Failures as Opportunities for Improvement
Learning Histories
Legends and Heroes
Characteristics of an innovative organization
Uses the tools listed above to stimulate creativity and innovation
Has and communicates a clear mission and vision statement committed to continuous improvement (Kaizen)
Upper and lower managers are committed to both radical and incremental innovation as per their actions
Has a framework and training program to teach others how to create and innovate
Develops employees to fulfill specific innovation roles in a team setting and rotates them through the roles
Develops innovation collaborations and networks
Performs diagnostic interviews
Maps processes and identifies bottlenecks using PERT and Six Sigma
Performs GAP analysis
Reserves resources for piloting and paper, visual, and virtual prototyping
Encourages knowledge sharing across the organization using shared knowledge and information systems
Provides employees with access to technical expertise to further ideas and innovation
Scans the organization to see if the innovation compliments other organizational innovations
Analyzes risks, returns, readiness, receptivity, and resources required prior to scaling
Develops policies and standards to drive innovation at every level
Branches out incremental and radical innovations
Provides assistance in packaging innovations
Public policy intervention to change laws to support the innovation
Public awareness campaigns for new innovations
Changes or creates new markets
Provides legal assistance in protecting the intellectual property and licensing of that property
Reverse engineers plans
Reverse engineers other innovations and recombines them in novel ways
Develops metrics to be able to know how things are improving – See KPI Library and Balanced Scorecard
Employs test markets to capture corrective feedback prior to scaling
Diffuses and scales blockbuster ideas
Encourages employees to take risks
Encourages employees to make decisions
Promotes paid time for employees to create
Creates a support systems for innovation
Encourages volume, speed, and reiteration
Embraces failure as an opportunity to improve
Recognizes and embraces the need for change
Employs gallery walks or showcases of innovations or ideas and allows visitors to weigh in with their ideas
Employs large scale virtual brainstorming where people can continue to improve an idea
Develops innovation wikis
Sees defiance as positive
Allows time for deep reflection
Translating stories into innovative resources
Solicits ideas from inside and outside the organization through idea and innovation contests
Uses new technologies together in novel ways
Gets everyone at every level involved
Rewards intrapreneur employees who innovate
Self-reflects
Has an open door policy
Celebrates success with employees
Clearly communicates history
Has a customer focus
Focuses on trends versus one-time events
Employs collaborative cross-functional teams
Has an employee appreciation program
Balances shared values, shared mindset, and group think with individual values and mindsets
Balances equilibrium with disequilibrium in organizational culture
Balances stability with change in organizational culture
Balances focus with diversity in organizational culture
Balances discipline with surprise in organizational culture
Balances pride and fear in organizational culture
Balances risk taking with risk avoidance in organizational culture
Balances guidance with freedom in organizational culture
Balances control with trust in organizational culture
Innovation model components that organizational learning levels need to innovate
Business ModelTarget Customer – Individual, Group, Organization, and Interorganization
Value Proposition – Individual, Group, Organization, and Interorganization
Supply Chain – Individual, Group, Organization, and Interorganization
Technology Model
Technology Model
Product and Service Offerings – Individual, Group, Organization, and Interorganization
Process Technologies – Individual, Group, Organization, and Interorganization
Enabling Technologies – Individual, Group, Organization, and Interorganization
Integrating the Business and Technology Models – Individual, Group, Organization, and Interorganization
Star model and McKinsey organizational design components for innovative organizations
Strategy – Balancing organizational development, stakeholder value, profit, and operations management
Systems/Processes/Structure - Balancing mechanistic and organic organizational design features
Janson's Development Model: Change, Value, Behavior, and Performance
FRAME the organizational mission, vision, shared values, strategy, structures, systems, and processes, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
FRAME the types of knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages required to achieve the organizational mission, vision, shared values, strategy, structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
FRAME the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
ANALYZE the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
DESIGN the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
DEVELOP the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
IMPLEMENT the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
EVALUATE the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
INNOVATE the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.
INTEGRATE the types of diverse employees, groups, organizations, and interorganizations needed to acquire, develop, and retain the knowledge, skills, technology, training, styles, personalities, timed delivery of intrinsic and extrinsic pay-for-performance incentives, 360 degree and KPI evaluations, cultures, core competencies, and competitive advantages, required to achieve the organizational mission, vision, shared values, strategy, mechanistic and organic structures, systems, processes, and internal and external markets, as well as specific, broad, quantitative, qualitative, stretch, expected, success-driven, loss-avoidance, measureable, accountable, realistic, and timely goals.