Issued August 2012

A White Paper
Becoming a Leader Who Fosters Innovation
By David Magellan Horth and Jonathan Vehar
2012 enter !or reative "eadership# All $ights $eserved
1
Contents
Introdu%tion####################################################################################2
Business &hin'ing vs# Innovation &hin'ing####################################(
Be%o)ing More Innovative* It+s ,ot as -i)ple as It -ee)s##########.
Myth* Individual reativity an Be Mandated and Managed#########.
Myth* -i)ply /nleashing reative &alent an Help 0ou ,avigate
o)ple1ity######################################################################################2
Building Blo%'s !or Innovation "eadership###################################10
Innovation "eadership &oolset#####################################################12
Innovation "eadership -'illset#################################################### 1(
Innovation "eadership Mindset####################################################1.
Bringing 3o%us to Innovation "eadership####################################14
Pro%ess########################################################################################14
5utput##########################################################################################20
People##########################################################################################20
&ips !or Developing a More Innovative 5rgani6ation###################21
A all7to7A%tion !or the Innovation "eader###################################22
$e!eren%es###################################################################################2(
Introduction
,ot long ago 8e spo'e to a senior leader in a large )ultinational organi6ation 8ho voi%ed his
!rustration a9out the la%' o! innovation in his 9usiness : even a!ter a year7long %a)paign to
turn things around# By the ti)e solutions !iltered up the hierar%hy to hi); they 8ere <totally de7
ris'ed= and la%'ed %reativity# &he %ulture o! the organi6ation led )anagers to strip a8ay any
innovation !ound in ne8 ideas > rendering solutions that 8ere 8ea'; li)ited in s%ope and
i)potent# &he e1e%utive said he 8anted to %reate a %ulture o! innovation that 8ould allo8 ideas
to gro8 and !lourish; add value and help the organi6ation a%hieve its gro8th targets#
organi6ation 9est represented 9y the slogan; <ulture ?ats -trategy !or Brea'!ast#= An analysis o!
several studies %orrelating organi6ational per!or)an%e 8ith %ulture using the Denison 5rgani6ational
-urvey !ound that <%ulture ### is an i)portant predi%tor o! organi6ational per!or)an%e#= @Dis%overy
"earning; 2002A
Innovation involves i)ple)enting so)ething ne8 that adds value or Buanti!ia9le gain# It
reBuires )any s'ill sets; usually those o! a tea)#
He+s not alone in his %on%erns; as eviden%ed 9y ho8 hot a topi% innovation is today# But that
8asn+t al8ays the %ase# At one ti)e; strategy 8as 'ing# 3ore%asting; planning and pla%ing s)art
9ets %reated the po8er sour%es 8ithin organi6ations# &he !uture o! a 9usiness @or a %areerA
!ollo8ed an esta9lished !ra)e8or'# I! leaders )anaged 8ell; su%%ess 8ould !ollo8#
&oday; %o)ple1ity and un%ertainty are palpa9le# Planning !or even the ne1t Buarter is a %hallenge#
?ven )ore di!!i%ult is %o))itting to de%isions that 8ill play out over one to !ive years# In the 8ords o!
one senior e1e%utive* <We+ve lost our %rystal 9all#= What is the ne1t 9rea'through produ%t; ga)e7
%hanging servi%e or %o)pelling visionC What+s the pro%ess !or getting thereC
?ven in )ore sta9le ti)es; strategy e1e%ution o!ten !ails 9e%ause %o)panies negle%t to ta'e into
a%%ount the inevita9le inertia 8ithin the
It should 9e no surprise that in these un%ertain ti)es; innovation is the 9u668ord du jour @againA
and re)ains %riti%al to an organi6ation+s top and 9otto) line# Without ne8 sour%es o! value >
8hether that+s de!ined in ter)s o! Buantity o! revenue or Buality o! li!e > )ost organi6ations
eventually 8ither and die# &he 8orld around the) %hanges and %o)petitors e)erge to provide
the sa)e o!!erings )ore e!!e%tively or e!!i%iently# $esear%h 9y -oo et al# @2002A %on%luded; <&he
greater the a)ount o! innovation; the greater the )ar'et and !inan%ial per!or)an%e#= A re%ent
study 9y apge)ini @2012A %o)es to the sa)e %on%lusion and identi!ies the %riti %al
organi6ational innovation ele)ents that di!!erentiate leaders !ro) laggards; in%luding an e1pli%it
innovation strategy; innovation governan%e and )ore#
2
2012 enter !or reative "eadership# All $ights $eserved
-o it )a'es sense that a 2002 BD survey revealed that ..E o! the 2;(.4 e1e%s surveyed
ran'ed innovation a)ong the top three strategi% priorities !or their %o)panies @-ir'in et al#;
2002A# ?ven a!ter the re%ession; an IBM Dlo9al ?5 -tudy @2010A sho8s ?5s o!
organi6ations thriving during the prevailing e%ono)i% tur9ulen%e 9elieve that %reativity has
9een !unda)ental to their su%%ess : and 8ill %ontinue to 9e into an even )ore un%ertain and
%o)ple1 !uture# A related IBM glo9al report involving hie! H$ 5!!i%ers @2010A !urther suggests
that 8hile organi6ations 'no8 ho8 to develop strong 9usiness )anagers; they have 9een
largely ine!!e%tive at developing %reative leaders#
It+s as i! there has 9een a %onspira%y at )any levels o! our %ulture to sti!le the %reative
dis%iplines in 9usiness# When the enter !or reative "eadership @"
F
A resear%hed the
leadership %o)peten%ies needed to navigate %o)ple1ity; they en%ountered several 7suite
e1e%utives 8ho had 8ell7developed artisti% talents# ?ven at their level in the organi6ation;
though; they see)ed po8erless to 9u%' the prevailing %ulture and use their %reative
%o)peten%ies to address %hallenges and opportunities# Instead they deli9erately tried to
separate their %reative sel! !ro) their 9usiness sel! @Palus and Horth; 2002A#
&he sa)e dyna)i% %an play out even 8hen an organi6ation thin's it 8ants innovation# Most
organi6ations that e)9ar' on an innovation %a)paign are out to !ind 9rea'throughs or
<disruptive= innovations that represent a ne8 8ay o! doing things# $arely do these innovations
e)erge; though# And i! they do; they al)ost never )a'e it to the )ar'etpla%e# &hat+s 9e%ause
the organi6ation inevita9ly %ho'es on the radi%al nature o! the o!!ering; 8hi%h doesn+t !it into its
%urrent reality#
A%tively pursuing innovation reBuires %onsidera9le resour%es and deli9erate !o%us# It reBuires
innovation leadership; support !ro) the organi6ational hierar%hy; and a %ulture that values and
nurtures %reativity#
2012 enter !or reative "eadership# All $ights $eserved
G
Business Thinking vs.
Innovation Thinking
&he develop)ent o!
e!!e%tive %reative lead7
ership is a t8o7step
pro%ess# 3irst; leaders
individually and
%olle%tively )ust get in
tou%h 8ith their o8n
%reative thin'ing s'ills in
order to )a'e sense o!
and deal 8ith %o)ple1ity#
-e%ond; rather than
develop s'ills !or the
<)anage)ent o!
%reativity= @a %ontrol )ind7
setA; organi6ations )ust
develop a %reative
leadership %ulture > a
%li)ate that pro)otes and
a%'no8ledges the
%reative pro%ess# Authors
and resear%hers &eresa
A)a9ile @2010A and
Doran ?'vall @1HHHA
spea' authoritatively and
elegantly on this topi%#
A)a9ile tal's a9out
<Manage)ent for
reativity#= ?'vall in
several pu9li%ations
des%ri9es the statisti%al
signi!i%an%e o! leadership
in %reating @or notIA an
environ)ent that nurtures
%reativity#
A %reative leadership
%ulture re%ogni6es and
s'ill!ully )anages the
tensions 9et8een several
interrelated and
see)ingly polar
opposites# MaJor a)ong
these is the tension
9et8een traditional
9usiness thin'ing and in7
novative thin'ing#
&oday+s )anagers are
typi%ally s'illed pra%ti7
tioners o! traditional
9usiness thin'ing 8ith its
deep resear%h; !or)ulas
and logi%al !a%ts#
Business thin'ers are
o!ten Bui%' to )a'e
de%isions; sorting out the
right ans8er !ro) a)ong
8rong ans8ers#
Dedu%tive and indu%tive
reasoning are !avored
tools as they loo' !or
proo! or pre%edent to
in!or) de%isions#
Business thin'ing is a9out
re)oving a)9iguity and
driving results#
But a)9iguity %annot 9e
)anaged a8ay# Driving
results is i)possi9le 8hen
the situation is unsta9le; the
%hallenge is %o)ple1; the
dire%tion is un%lear; or 8hen
you+re )apping ne8
territory; as is the %ase :
9y de!inition : 8ith
innovation#
Many o! today+s leadership
pro9le)s are %riti%al and
pressing; and they de)and
Bui%' and de%isive a%tion#
But at the sa)e ti)e; they
are so %o)ple1 8e %an+t
Just dive in# We need to
slo8 do8n; re!le%t and
approa%h the situation in an
un%onventional 8ay using
innovative thin'ing#
Business Thinking vs. Innovation Thinking
"ogi%al Intuitive
Dedu%tiveKIndu%tive reasoning A9du%tive reasoning
$eBuires proo! to pro%eed As's 8hat
i!C
"oo's !or pre%edents /n%onstrained 9y the
past
Lui%' to de%ide Holds )ultiple
possi9ilities
&here is right and 8rong &here is al8ays a 9etter
8ay
( 2012 enter !or reative
"eadership# All $ights $eserved
/nli'e 9usiness thin'ing; innovative thin'ing doesn+t rely on past e1perien%e or 'no8n
!a%ts# It i)agines a desired !uture state and ho8 to get there# It is intuitive and open to
possi9ility# $ather than identi!ying right ans8ers or 8rong ans8ers; the goal is to !ind a
9etter 8ay and to e1plore )ultiple possi9ilities# A)9iguity is an advantage; not a
pro9le)# It allo8s us to as' <8hat i!C=
Key Definitions
Leadership: A pro%ess 9y 8hi%h an individual or group %reates dire%tion; align)ent and %o))it)ent !or their
shared 8or'#
Innovation Leadership: A pro%ess !or %reating dire%tion; align)ent and %o))it)ent needed to %reate and i)ple7
)ent so)ething ne8 that adds value#
2012 enter !or reative "eadership# All $ights $eserved M
Innovative thin'ing is a %ru%ial addition to traditional 9usiness thin'ing# It allo8s you to 9ring ne8 ideas and energy to your
role as leader and paves the 8ay to 9ring )ore innovation into your organi6ation#
We 8ant to e)phasi6e that there is a %riti%al leadership s'ill involved in )anaging the tension 9et8een these t8o
see)ing opposites# It is not a9out dis%arding the 9usiness thin'ing# It+s a9out a%'no8ledging that 9oth e1ist and that
produ%tive ne8 produ%ts and servi%es 8ill result !ro) !inding the deli%ate 9al an%e 9et8een the t8o approa%hes# It+s also
a9out the a9ility to s8it%h 9et8een these t8o )odes o! thin'ing in order to i)ple)ent %reative ideas and turn the) into
innovations# "eaders and organi6ations that do so 8ill !ind a po8er!ul antidote to %o)ple1ity and an engine that %an
help the) thrive > even during un%ertain ti)es#
Becoming ore Innovative: It!s "ot as #imp$e as It
#eems
Many arti%les gloss over 8hat it ta'es to 9e%o)e )ore innovative# It+s as i! the
8riters 9elieve %reativity 8ill 9e unleashed 8ith a snap o! the !inger to !a%ilitate a
%o)petitive advantage# But it+s not that si)ple#
yth: Individua$ Creativity Can Be andated and anaged
A dear %olleague at "; Dave Hills; dre8 a lovely %artoon to illustrate the )yth o!
the )andate# It sho8s a senior e1e%utive : presu)a9ly returning !ro) the latest
se)inar on organi6a7
tional innovation : de)anding %reativity !ro) a group o! 9ound and gagged people#
. 2012 enter !or reative "eadership# All $ights $eserved
Managers %an+t )andate innovation# &hey do; though; need to lead it and <8al' the tal'#= &oo )any
ti)es 8e see leaders )a'e pronoun%e)ents o!; <8e need innovationI= and then pro%eed to Buash
ne8 ideas# &hey o!ten do so un%ons%iously through la%' o! 'no8ledge a9out ho8 even the s)allest
9ehaviors i)pede or en%ourage the %reativity o! others# We hope to address so)e o! the )ore
%riti%ally i)portant 9ehaviors in this paper#
Integrity in supporting 8hat you say the organi6ation needs to do reBuires the e1tra 8or' @and
it is 8or'A to !ully understand; %onsider and evaluate innovative %on%epts that e)erge and
provide learning7oriented !eed9a%'# Without !ollo87through and role7)odeling; the leader )ay
provide dire%tion; 9ut %reate i)pedi)ents to %o))it)ent 9y !ailing to engage the intrinsi%
)otivation; energy and passion o! those led#
"eaders %an %ontri9ute to align)ent 9y ta'ing an a%tive role in %reating syste)s that ena9le
the 8or' o! innovation to 9e %oordinated e!!e%tively# With only pro%lai)ed dire%tion @8hi%h is
not ne%essarily sharedA; the leader is all tal'; there is no in%entive !or others in the organi6a7
tion to share in the dire%tion or do 8hat they are as'ed to do > nor are there syste)s to !a%ili7
tate the traJe%tory o! innovations#
While )odeling innovation at the top is use!ul and ne%essary; it+s only the starting point# &i)e
and again 8e+ve sat in presentations 8here the <innovation e1pert= !ires up the %ro8d 9y telling
the) innovation %an+t happen 8ithout senior )anage)ent support# &he )essage* All it ta'es !or
innovation to ta'e root in the organi6ation is !or senior )anage)ent to hoist the innovation !lag#
In pra%ti%e; this typi%ally loo's li'e si)ply hosting a 9ig 'i%'7o!! event# -o)eti)es it is even
!ollo8ed 9y rolling training through the organi6ation as Bui%'ly as possi9le; starting at the top
and 8or'ing do8n#
$e!le%ting on 8hat 8e+ve seen 8or'; 8e+ve %o)e
to the %on%lusion that the opposite is a 9etter
strategy# $ather than a <push= )entality; 8e
suggest leveraging senior )anage)ent
sponsorship and 8or'ing in s)all groups to
develop the tools; s'ills and )indset ne%essary
to drive innovation# &hen let the results spea' !or
the)selves > %reating a hunger and a <pull= in
the organi6ation !or )ore innovation
develop)ent#
yth: #imp$y %n$eashing Creative
Ta$ent Can &e$p 'ou "avigate
Comp$e(ity.
When %onsidering ho8 to )a'e your organi6a7
tion )ore innovative; you )ight 9e te)pted to
dis%over and unleash %reative heroes and to
train others to 9e Just li'e the)# 5ur %ol7
leagues John M%Duire and Dary $hodes
@200HA in their 9oo' Transforming Your
Leadership Culture des%ri9e this as an <inde7
pendent= %ulture 8here heroes are valued and
9old; independent a%tion is highly pri6ed and
the prevailing philosophy is that it+s 9etter to
as' !or !orgiveness than per)ission#
I)agine a %o)pany; though; 8here every 9ig
idea is pursued; regardless o! ho8 %ra6y or
i)pra%ti%al# We 'no8 o! at least one highly
%reative organi6ation 8ith a %ulture li'e this that
%ontinually 9urns out talented )anagers 8ho try
to get a handle on the )adness# Without
appropriate stru%ture; this 'ind o! hero7driven;
independent %ulture is a re%ipe !or )ore
%o)ple1ity; not less; and in the 8orst %ase;
anar%hy#
At the end o! the day; it+s e1e%ution o! the %re7
ative ideas that pays the 9ills# We also 'no8 !ro)
the resear%h o! people li'e Dr# Mi%hael J# Nirton
@200GA that those 8ho pre!er to %hal7
lenge the status Buo and generate radi%al ideas
are typi%ally not s'illed at e1e%ution and
i)ple)entation# &hey tend to 9e averse to
stru%ture or %o)pletely ignore it# I)ple)entation
is the s'ill o! those attuned to shaping ideas;
navigating organi6ational syste)s and
stru%tures; and trans!or)ing ideas into use!ul
pro%esses; produ%ts and servi%es#
2012 enter !or reative
"eadership# All $ights
$eserved
2
When 8e intervie8ed Dr# Mi%hael "o)9ardo;
author; entrepreneur and !ounder o! "o)inger
In%#; he tal'ed a9out the need to give %reative
8or' to those 8ith the s'ills and a9ilities to
handle it > and then to 9u!!er and )anage
the) %are!ully; sin%e 9y their very nature
highly %reative people %an 9e pri%'ly and
tough to 8or' 8ith#
A 2011 IBM report on %ultivating organi6ational
%reativity a!!ir)s the need to )anage the
tension 9et8een %reativity and e1e%ution# &he
report states; <3or )any %o)panies; %reativity
and adapta9ility are latent %apa9ilities Just
8aiting on the %atalysts to energi6e the)#
reative leadership reBuires harnessing the
dyna)i% tensions 9et8een the dualities that
de!ine today+s %o)ple1 9usiness environ)ent >
to drive to8ard 9oth %reative disruption and
operational e!!i%ien%y at the sa)e ti)e#=
Ho8ever; the IBM report !ails to a%'no8ledge
the value and %reative %ontri9ution o! those
)ore adept at e1e%ution > %hoosing instead to
!o%us the de!inition o! <%reative leadership= on
those 8ho are gi!ted 8ith %o)ing up 8ith radi%al
ideas in the !irst pla%e# Histori%al e1a)ples
a9ound o! su%%ess!ul partnerships 9et8een
so)eone 8ho %hallenged the status Buo and
so)eone 8ho 'ne8 ho8 to inter!a%e 8ith the
esta9lish)ent and get things done# Where
8ould Walt Disney have 9een 8ithout $oy
DisneyC
Beyond the )Innovation *hetto+
5!ten organi6ations try to %on!ine innovation to an
$OD depart)ent or so)e other organi6ational silo#
We !ondly %all this the <innovation ghetto#= But it+s
not the 8ay to derive true value !ro) innovation#
A re%ent tour o! a plate glass !a%tory provided
so)e i)portant lessons a9out i)9uing
innovation throughout an organi6ation#
Manu!a%turing glass is a dangerous pro%ess
involving huge hoppers o! ra8 )aterials heated
to G200 degrees 3ahrenheit# &he )aterial
eventually %ools into !ragile; ra6or7sharp and po7
tentially deadly !inal produ%ts#
It 8as startling to hear there 8as no sa!ety
depart)ent : yet the plant had a stellar sa!ety
re%ord# $ather than having one person or tea)
a%%ounta9le !or sa!ety; everyone in the organi 7
6ation 8as responsi9le# ?ven the )ost Junior
person in the operation %ould point out ris's and
ensure there 8ere no inJuries#
-i)ilarly; innovation initiatives 8ill 9e diluted 8hen
they are relegated to one depart)ent or arena# &he
su9te1t is that innovation 5,"0 happens in one
depart)ent; re)oving the responsi9ility !or
innovation !ro) others# When every9ody is on the
loo'out !or opportunities that %an 9uild or repla%e
%urrent paradig)s; an organi6ation %an thrive#
Innovation %an drive i)prove)ents in the 10 types
o! innovation that the Do9lin Droup identi!ied* pro!it
)odel; net8or'; stru%ture; pro%ess; produ%t
per!or)an%e; produ%t syste); servi%e; %hannel;
9rand and %usto)er engage)ent @Do9lin Droup;
,DA#
4 2012 enter !or reative "eadership# All $ights $eserved
2012 enter !or reative "eadership# All $ights $eserved
Bui$ding B$ocks for Innovation Leadership
10
2012 enter !or
reative "eadership# All
$ights $eserved
?ven in organi6ations
la%'ing the leadership
and %ulture needed !or
%reativity to !lourish;
individual heroes %an still
e)erge# &hey pursue
%reative ideas and
trans!or) the) into ne8
pro%esses; produ%ts or
servi%es > despite the
la%' o! support syste)s
and in the !a%e o! a
hostile %ulture# But they
are the e1%eption and not
the rule# Innovation
-yste)s e1pert Bo9
$osen!eld @200.A
des%ri9es these
individuals as having the
<se%ret grid= that ena9les
the) to navigate the
organi6ation that 8ould
other8ise reJe%t their
ideas#
A )ore syste)ati%
approa%h is needed i! your
organi6ation is to derive
sustained; added value
!ro) innovation# And
innovation leadership is
%ru%ial# 5rgani6ational
innovation %onsultant
Je!!rey Phillips @2004A
en%ourages organi6ations
not to leave innovation to
%han%e 9y relying on the
!e8 savvy innovators#
,ffective innovation
$eadership has three
essentia$ -ui$ding
-$ocks:
Too$se
t: &he
%olle%tio
n o!
tools
and
te%hniB
ues
used to
generat
e ne8
options;
i)ple)
ent
the) in
the
organi6
ation;
%o))u
ni%ate
dire%tio
n;
%reate
align)e
nt and
%ause
%o))it
)ent#
#ki$$set:
A
!ra)e8or'
that allo8s
innovation
leaders to
use their
'no8l7
edge and
a9ilities to
a%%o)plis
h their
goals#
More than
tools and
te%h7
niBues; it
reBuires
!a%ility;
pra%ti%e
and
)astery o!
pro%esses
#
indset:
&he
attitudes
and
resulting
9ehaviors
that allo8
the tools
and s'ills
to 9e
e!!e%tive#
&he
)indset is
the
!unda)ent
al
operating
syste) o!
the
%reative
thin'er
and
distinguish
es those
leaders
8ho
ena9le
%reative
thin'ing
and
innovation
!ro) those
8ho shut
it do8n#
-tru%tured; !o%used and divergent approa%hes > 9ut li)ited options 8hen stu%'#
3ree7ranging )ind that operates 8ithin a !ra)e8or'
Wea' a9ility to deli9erately pursue additional approa%hes
an get stu%' 8ithout a strategy to get out
"i'e having an understanding o! )usi% and 'no8ledge o! ho8 to )a'e it 8ithout any instru)ents
"i'e a 8ell7de!ined %ar that is in trou9le 8hen it 9rea's do8n as there are no tools to get it )oving again
Many %reative solutions la%' !o%us and re!ine)ent or appli %ation to the a%tual goal# Potentially no
i)ple)entation#
"a%' o! %lear dire%tion )eans lur%hing !ro) ideas to i)ple)entation to Buestion ###
Ad ho% approa%hes
"i'e a %o99led7together %ar that lur%hes and so)eti)es runs
I"D#,T
T..L#,T
#KILL#,T
ognitive understanding o! ho8 to thin' )ore %reatively 8ithout the a9ility to do so#
Many approa%hes that don+t see) to 8or'
"i'e having a ni%e %ar 9ut no gasoline
2012 enter !or reative "eadership# All $ights $eserved
11
,ffective Innovative Thinking re/uires a$$ three ...
?a%h o! these three i)portant %o)ponents o! innovation leadership is e1plored in greater detail
9elo8#
Innovation Leadership Too$set
In our e1perien%e; )ost people interested in pro)oting innovation loo' !irst to tools and te%h7
niBues# An e!!e%tive toolset %an 9e a %riti%al part o! driving innovation in an organi6ation; so it
should 9e no surprise that there are literally hundreds o! 9oo's on the topi%# Here are a !e8 tools
and te%hniBues 8e+ve %ulled !ro) so)e o! those sour%es that 8e 9elieve %an 9e parti%ularly help!ul
to an organi6ation+s innovation e!!orts*
0rototyping
5ne o! the )ost signi!i%ant !a%tors 'eeping
organi6ations !ro) innovating is the !ear that
huge invest)ents in $OD; )ar'eting and )ore
are put at ris' 9y a radi%al ne8 produ%t or
servi%e# &here is a )indset that a ne8 produ%t
or servi%e has to 9e !ully 8or'ing 9e!ore it
)eets the %old light o! day#
Design %o)panies li'e ontinuu); 8hose
9read and 9utter is innovation; have sho8n
that the ris's %an 9e su9stantially )ini)i6ed
through a rapid prototyping pro%ess; 9eginning
8ith the si)plest )o%'up o! the ne8 produ%t
or servi%e# /sing these early prototypes; initial
tests are %ondu%ted 8ithin the organi6ation;
serving to integrate various ideas a9out the
ne8 produ%t or servi%e and to so%iali6e it
through a 'ind o! peer revie8 pro%ess#
$apid prototyping also %an drive an innovation
)indset# &he %reation o! si)ple prototypes is a
vehi%le !or %ontinuous learning as it )oves the
organi6ation in%re)entally to8ards the !inished
produ%t or servi%e 8ith asso%iated in%re)ental
invest)ent# More re!ined prototypes developed
later in the pro%ess 9e%o)e a 8ay o! engaging
potential %lients; getting their !eed9a%' and
testing ho8 the ne8 produ%t or servi%e 8ill 9e
)ar'eted# In so)e %ases 8here there
is a strong relationship and a %lear under7
standing that they are only intera%ting 8ith a
prototype; %lients )ight 9e engaged even
earlier > providing valua9le !eed9a%' at a point
in ti)e 8hen the %osts o! )a'ing %hanges are
)ini)al#
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We %an+t e)phasi6e enough ho8 si)ple
early prototypes need to 9e and their value
in de%reasing ris' 8hile %reating energy and
learning# &he initial prototype )ight involve a
narrated Po8erPoint presentation or a
)o%'up %reated !ro) paper s'et%hes and
!ound o9Je%ts# 5ne %o)pany 8e 'no8
prototypes the designs !or ne8 edu%ational
e1perien%es 9y having ea%h designer
parti%ipate in the e1perien%e as i! it 8ere
already !ully designed and running# In this
8ay they %an dete%t 8hether the e1peri en%e
is !lo8ing as intended; pose Buestions that a
typi%al %lient )ight pose and %at%h details
they )ight have other8ise )issed#
Brainstorming
Perhaps the 9est 'no8n and )ost )isun7
derstood innovation te%hniBue is 9rainstor)ing
> the stru%tured thin'ing pro%ess %reated 9y
advertising e1e%utive Ale1 5s9orn# While
)any people 9elieve 9rainstor)ing si)ply
involves sitting around a ta9le to suggest and
%riti%i6e ideas; the pra%ti%e o! 9rainstor)ing is
)ore !or)ali6ed# -tru%tured 9rainstor)ing
reBuires a
!a%ilitator to lead the thin'ing pro%ess and to
'eep the group a%%ounta9le to a spe%i!i% set
o! guidelines# ?!!e%tive 9rainstor)ing !a%ilita7
tors alternate 9et8een individual re!le%tion
and group dialogue to ensure a proper 9al 7
an%e o! 9uilding; re!le%ting and understanding
ideas# In that 8ay; the group %an generate
ideas that are )u%h )ore than the su) o!
their parts#
ind apping
Another %lassi% innovation tool is )ind )apping#
$ather than %apturing a linear !lo8 o! 8ords; the
individual or group %aptures data; %hallenges;
ideas; solutions; a%tion steps; et%# in 9oth 8ords
and pi%tures# &hey indi%ate the relationship
a)ong the ele)ents 9y using a series o!
9ran%hes and lin's#
,thnography
&his resear%h te%hniBue is espe%ially use!ul in
gaining %usto)er input that %an help to drive the
innovation pro%ess# $esear%hers go 9eyond
)erely as'ing Buestions and instead 8at%h
%usto)ers intera%t 8ith the produ%t @or servi%eA
in their o8n environ)ent to see 8hat 8or's and
8hat doesn+t# It+s a great 8ay to sur!a%e
opportunities !or innovation that the %usto)er
)ight not 9e a9le to arti%ulate due to la%' o!
a8areness !ostered 9y !a)iliarity# In the 8ords
o! "ee Ia%o%%a; <onsu)ers never told us they
8anted a )ini7van#=
Forced Connections
Dreat ideas !reBuently %o)9ine t8o things that
8ere previously un%onne%ted# A deli9erate
te%hniBue !or )a'ing this happen is %alled
<!or%ed %onne%tions#= It reBuires the thin'er to
ta'e a sti)ulus : li'e a rando) o9Je%t or
pi%ture that is unrelated to the %hallenge : and
as'; <When I loo' at this o9Je%tK pi%ture; 8hat
ideas do I get !or solving the %hallengeC= &he
philosopher Arthur Noestler
@1H.(A re!erred to this as <9iso%iation#= It is a
pre)ise that unders%ores )any %reative
thin'ing te%hniBues#
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0raise First
Produ%tively evaluating ideas %an 9e Just as
i)portant as generating ideas# Praise First is an
a!!ir)ative Judg)ent te%hniBue that*
"oo's !or 8hat is good a9out the idea and
the good things that )ight result i! the
idea 8ere i)ple)ented#
"ists the issues or li)itations o! the idea in
the !or) o! a Buestion @e#g# <Ho8 )ight 8e
redu%e the %ostC=A#
Applies %reative thin'ing to over%o)e the
i)portant li)itations#
&he intention o! this %riti%al thin'ing te%h7
niBue is not to <9e ni%e;= 9ut rather to give an
idea a !air hearing and to develop and
i)prove i)per!e%t ideas#
0hrasing 0ro-$ems as 1uestions
?du%ational pioneer John De8ey stated; <A
pro9le) 8ell7de!ined is hal!7solved#= &hat+s
9e%ause pro9le)7solving e!!orts are !ar )ore
e!!e%tive @and e!!i%ientA 8hen 8e !o%us on the
proper pro9le)#
5ne parti%ularly e!!e%tive te%hniBue !or !ra)7
ing the %hallenge %learly is to phrase pro9le)s
as Buestions# When 8e loo' at pro9le)s in
the traditional 8ay @e#g# <&here+s no )oney in
the 9udget=A; 8e get stu%' 9e%ause our 9rain
see's eviden%e to support the assertion#
Ho8ever; 8hen 8e phrase pro9le)s as
Buestions starting 8ith so)ething li'e; <Ho8 to
###= or <Ho8 )ight 8e ###= @e#g# <Ho8 to redu%e
the %ostC= or <Ho8 )ight 8e reallo%ate the
9udgetC=A; then 8e naturally trigger our 9rains
to start solving the pro9le); rather
than rein!or%ing it# &his su9tle shi!t in lan7
guage invites solutions auto)ati%ally#
2eframing the Cha$$enge
In our e1perien%e; re!ra)ing is a vital innovation
leadership s'ill# Many tools e1ist !or re!ra)ing
the %hallenge; in%luding the <"adder o!
A9stra%tion#= 0ou as%end the ladder 9y
repeatedly as'ing <WhyC= and trans!or)ing the
ans8er into a ne8 state)ent o! the %hallenge#
0ou then as' <WhyC= !or ea%h ne8 state)ent#
?a%h repetition leads to an in%reasingly a9stra%t
!ra)ing o! the %hallenge# 0ou des%end the
ladder 9y as'ing; <What+s
stopping you !ro) solving the pro9le)C= Again
you trans!or) ea%h ans8er into a ne8
state)ent; 8ith ea%h repetition leading to a
)ore %on%rete and a%tiona9le step#
5ther re!ra)ing tools in%lude a !o%us on
<Values7Aspiration7?1perien%e;= 8hi%h %an 9e
use!ul 8hen the %hallenge you are 8restling
involves a produ%t or %lient servi%e# 0ou as'
8hat the %lient values and aspires to; and
then re!ra)e the ans8er as a ne8 e1perien%e
!or the %lient# "everage parado1es 8ithin the
%hallenge using <9othKand= rather than
<eitherKor= thin'ing#
Innovation Leadership #ki$$set
When %reating shared dire%tion; align)ent
and %o))it)ent; everyone has a role > !ro)
individual %ontri9utor to ?5# While there is
a general s'illset !or innovation leadership
that applies a%ross an organi6ation @su%h as
)anaging the tension 9et8een ne8 ideas
and e1isting <%ash %o8s=A; spe%i!i%
innovation leadership s'ills are %alled into
play at ea%h level; in%luding*
For Individua$
Contri-utors:
Nno8ing ho8 to
generate novel
solutions and
approa%hes
individually;
understanding ho8
to parti%ipate on an
innovation tea)
8ith others unli'e
the)selves and
!inding sour%es o!
inspiration !or ne8
approa%hes#
For First3Leve$
anagers:
Nno8ing a9out and
leading group
innovation
pro%esses; 9eing
an e!!e%tive tea)
leader and proJe%t
)anager; and
!inessing resour%es
!ro) outside their
unit#
For id3Leve$
anagers:
-upporting and
prote%ting the
innovation tea)
!ro) superiors and
other parts o! the
organi6ation;
ensuring due
diligen%e in 9uilding
a %ase !or grass
roots innovations
and 9ridging groups
that are 8or'ing on
si)ilar %hallenges
to ensure
%onstru%tive
%ooperation#
For anagers of
Functions:
Managing
%on!li%ting de)ands
!or resour%es;
initiating strategi%
and stru%tural
%hanges to a%7
%o))odate
pro)ising
innovations; playing
a vital role in
esta9lishing an
innovation strategy
that 9ridges <silos;=
)odeling 9ehavior
and driving
%o))uni%ation that
sets the tone in
support o!
innovation#
Manage)ent o! the
pipeline o! ne8
produ%ts;
pro%esses; and
servi%es is also a
%riti%al role !or a
very senior leader
to ensure the right
)i1 o! innovation
9ets#
1(
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For ,(ecutive
Leaders at the
Top of the
.rgani4ation:
-etting an
innovation strategy
!or the
organi6ation and
!ostering a %ulture
o! innovation >
in%luding )odeling
9ehaviors that
pro)ote a shi!t in
the %ulture and
%o))uni%ating the
vision over and
over again so
everyone 'no8s
that
2012 enter !or reative "eadership# All $ights $eserved
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<ne8; di!!erent and disruptive= ideas are supported at the top o! the organi6ation# ?1e%utive
leaders )ight also 8ant to dis%over 8ays to get un!iltered %on%epts that haven+t 9een <de7ris'ed=
9y the )any layers o! )anage)ent in the organi6ation#
&hese s'illsets are supported 9y a set o! three %o)peten%ies that pro)ote the %reative
pro%ess and %an help a leader %reate a %li)ate !or innovation*
0ersona$i4ing is a9out 9ringing )ore o! 8ho you are to the 8or' that you do and en%our 7
aging those you lead to do li'e8ise# It is a9out engage)ent and passion# We 'no8 !ro) the
8or' o! &eresa A)a9ile @1H4GA that people are )ost %reative 8hen they are )otivated pri 7
)arily 9y the 8or' itsel! and not via e1ternal re8ards > i#e# they are intrinsi%ally )otivated 9y
and have a passion !or the 8or' they do# Personali6ing is ulti)ately a9out %reating the energy
that leads to the shared %o))it)ent that is so ne%essary !or innovation leadership#
Imaging is a9out the use o! )etaphors; i)agery; poetry and other tools to engage an in7
novative )indset; gain ne8 perspe%tives and re!ra)e a %hallenge#
Co$$a-orative In/uiry is at the heart o! innovation leadership# It involves engaging in dialogue to
%reate shared dire%tion; align)ent and %o))it)ent and to propel innovations on a su%%ess!ul
traJe%tory# &he notion o! %olla9orative inBuiry %hallenges the )yth o! <the one 9ig idea= or the <one
great )ind= 9ehind an innovation# We re%all doing a 8or'shop 8ith a group o! )anagers and
phar)a%euti%al s%ientists a !e8 years ago# When presenting the notion o! %olla9orative inBuiry; a
VP %hi)ed in to say he %ouldn+t re%all a single drug invented 9y the organi6ation that did ,5&
involve e!!e%tive tea)8or' 9y several people; 8ith )any ideas %o)ing together and )any hands
involved in trans!or)ing those ideas into a %ohesive and su%%ess!ul innovation# 0es; innovation is
truly a tea) sport#
Innovation Leadership indset
A %olleague tells the story o! a %all !ro) a
%lient 8ho 8as interested in innovation# &he
%lient said a %onsultant had taught his
organi6ation 12 innovation tools; 9ut no one
8as using the)# De%iding the pro9le) 8as
<too !e8 tools;= the %lient 8anted to tea%h the
organi6ation M0 toolsI While tools are part o!
the solution; 9y the)selves they+ll only ta'e
you so !ar# An innovation )indset is needed
!or the tools ta'e hold# Here are a !e8 o! the
i)portant %o)ponents o! an innovation
leadership )indset*
Curiosity
uriosity !uels the a%Buisition o! ne8
in!or)ation# 5ur 9rain ta'es in!or)ation in
and %reates novel %onne%tions 9y sorting;
%ategori6ing; relating; leveraging and %o)7
9ining 8hat is ne8 8ith 8hat is already
present# ,ovel neural %onne%tions are the
sour%e o! all that is ne8; %reative and leads
to innovation#
&here is a 8idespread 9elie! that so)e
people are %urious and so)e people are not#
But in !a%t; %uriosity is one o! those
)allea9le; learna9le personality traits# We
%an develop the a9ility to 9e %urious and as';
<What i!= or <Ho8 %an I use so)ething that
doesn+t see) to !it 8ith this at allC= uriosity
helps us shi!t our !o%us !ro) <&here+s no 8ay
)anage)ent 8ill approve that ###= to <I
8onder ho8 8e )ight get )anage)ent to
approve thatC=
0aying attention
Paying attention is so)eti)e phrased as
<slo8ing loo'ing do8n= or <slo8ing do8n to
po8er up#= &his is an essential %o)ponent
!or )a'ing sense o! a %o)ple1 8orld# &he
notion o! 9eing re!le%tive in the )o)ent %an
help you noti%e so)ething a9out a %o)ple1
%hallenge or an opportunity !or innovation
that did not !irst %at%h your attention# It+s
a9out loo'ing at a situation !ro) )any
perspe%tives and paying attention to nuan%es
> a s'ill that+s not easy to grasp# We have
o!ten taught this !o%us
on a ne8 perspe%tive 9y dra8ing on the
do)ain o! the arts and then trans!erring 8hat
leaders learn 9a%' to their 8orld# 3or
e1a)ple; 8e )ight as' parti%ipants to
intera%t 8ith pie%es o! art; using a series o!
po8er!ul Buestions to help the) ta'e in )ore
than they )ight !irst see# We then en%ourage
the) to use si)ilar Buestions to noti%e )ore
a9out the %hallenge they are 8restling 8ith in
their organi6ation#
1. 2012
enter !or reative "eadership# All $ights
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Customer3centric
With a %usto)er7%entri% approa%h; you
%o)9ine <paying attention= 8ith loo'ing
through the eyes o! a %lient > %reating op7
portunities to adapt e1isting produ%ts or
servi%es or to %reate ne8 ones# &he %us7
to)er7%entri% )indset is the gi!t o! 8orld7
%lass designers; and 8e 9elieve it is a
)indset 9usiness leaders need to develop
as they see' opportunities !or innovation#
5ffirmative 6udgment
It+s easy !or leaders to @or to Patte)pt+ toA
de)onstrate ho8 s)art they are 9y telling
people 8hat they don+t li'e or 8hat 8on+t
8or'# /n!ortunately the %ollateral da)age le!t
9ehind is signi!i%ant# People try to 'ill ne8
ideas pree)ptively 9e!ore their )anager
does# 3e8 ideas sur!a%e; and )ost o! those
that do are lo87ris'; 8ith li'ely lo8 return
@re)e)9er our senior e1e%utive !ro) the !irst
paragraphCA#
I! you have a hard de%ision; I respe%t!ully
suggest that it is 9e%ause you have not done
su!!i%ient %reative thin'ing ### Ho8 %an you
)a'e the 9est de%ision i! you haven+t got
the 9est optionC
: Bo9 Dalvin; !or)er ?5 o! Motorola
More valua9le to the gro8th and develop7
)ent o! the organi6ation are leaders 8ho
ta'e on the )ore di!!i%ult tas' o! letting
people 'no8 8hat they li'e# &a'ing ti)e to
point out the strengths and value o! a ne8
solution ensures the tea) 'no8s they
%reated so)ething ne8 and use!ul; and
that they retain the )ost valua9le
attri9utes as the idea evolves#
A!!ir)ative Judg)ent also provides re%ogni7
tion and pro)otes a sense o! a%%o)plish7
)ent and progress; 8hi%h a%%ording to
resear%h 9y A)a9ile et al# @2010A; is the
nu)9er one thing e)ployees need to 'eep
the) )otivated# riti%is) is easy; 9ut the
<glass hal! e)pty= approa%h de)otivates
those 8ho 8or'ed so hard to !ill the glass in
the !irst pla%e# "oo'ing !or 8hat is 8or'ing
and valua9le re%ogni6es the !oundation on
8hi%h the tea) %an 9uild a )ore ro9ust;
innovative strategy#
To$erance for 5m-iguity
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12
&he pioneering %reativity resear%her ?# Paul
&orran%e @1H2HA des%ri9ed <toleran%e !or
a)9iguity= as the !oundation o! the %reative
thin'ing that leads to innovation# 0et
a)9iguity is un%o)!orta9le and %hallenging#
It %an 9e a sign o! inde%isiveness or la%' o!
a%%o)plish)ent# &he tri%' is to 9alan%e the
need to )ove !or8ard 8ith the need to hold
onesel! open to additional possi9ilities#
&he late Bo9 Dalvin; !or)er ?5 o!
Motorola; on%e said; <I! you have a hard
de%ision; I respe%t!ully suggest that it is
9e%ause you have not done su!!i%ient
%reative thin'ing ### Ho8 %an you )a'e the
9est de%ision i! you haven+t got the 9est
optionC= He advo%ated deli9erately
thin'ing %reatively; 8hi%h reBuires a
toleran%e !or a)9iguity and 8hi%h
eventually leads to <%o)ing up 8ith that
e1traordinary option#= <&hen;= said Dalvin;
<it+s easy to sele%t#=
Bringing Focus to Innovation Leadership
14 2012 enter !or reative "eadership# All $ights $eserved
Ho8 do you 'no8 8here to !o%us your innovation leadership develop)ent
e!!orts so that you and your organi6ation have the s'ills you needC It 9e%o)es
easier to diagnose areas needing attention 8hen you tease apart several
ele)ents o! innovation; spe%i!i%ally pro%ess; %onte1t; output and people
@$hodes; 1H.1Q Vehar; 2004A#
0rocess
&here are )any pro%esses that %an 9e used to drive innovation at the
individual; group; organi6ational and even so%ietal levels# Having a
deli9erate pro%ess @su%h as design thin'ing; %reative pro9le)7solving; et%#A
ensures people have a use!ul !ra)e8or' and %o))on language they %an
align around# &hey avoid unprodu%tive argu)ents a9out ho8 to get the
8or' done so they %an !o%us on getting the 8or' done#
While there are )any pro%esses dire%tly targeted at innovation; there are
also others that ena9le innovation 9y allo8ing people to 8or' together )ore
e!!e%tively# ?1a)ples in%lude*
Boundary #panning Leadership. &his ne8 9ody o! 8or' !ro) the enter
!or reative "eadership has as its ulti)ate goal <Dis%overing ,e8 3rontiers#=
It provides targeted pro%esses to help people 8or' together a%ross the
natural 9arriers that o%%ur inside and outside organi6ations @e#g# hierar%hy;
!un%tional silos; geography; de)ographi% di!!eren%es and sta'eholder
di!!eren%esA @?rnst O hro9ot7Mason; 2011A#
0o$arity anagement. Pro%esses help people deter)ine ho8 to )anage
issues that don+t have !i1ed solutions > li'e 8hether it+s 9etter to 9e
%entrali6ed or de%entrali6ed; 8hether to !o%us on %ontinuous i)prove)ent
or innovation# &he Buestion is not <8hi%h is the 9est;= 9ut rather 8hat+s the
pro%ess the organi6ation %an use to )a'e the 8or' )ore e!!e%tive and
e!!i%ient !or the given situation; and ho8 to 'no8 8hen the pendulu) has
s8ung too !ar in one dire%tion @Johnson; 1HH.A#
Conte(t: Cu$ture7 C$imate and ,nvironment
Innovation "eadership )ight 9e thought o! as having t8o separate 9ut
ine1tri%a9ly lin'ed o9Je%tives* !irst; !or leaders to support and de)onstrate the
toolset; )indset and s'illset !or innovationQ se%ond; to %reate a %li)ate that
nurtures and pro)otes the innovative %o)peten%ies o! others# &eresa A)a9ile;
%hair o! reativity at Harvard Business -%hool; %olla9orated 8ith the enter !or
reative "eadership to develop the N?0-
F
to reativity and Innovation; an
instru)ent !or )easuring the %li)ate o! %reativity in a tea) or organi6ation# Her
resear%h de)onstrated that people are at their )ost %reative 8hen they are
)otivated pri)arily 9y the 8or' itsel!# &he resear%h de)onstrated that there are
three %ategories and eight !a%tors that !a%ilitate a %li)ate !or %reativity @A)a9ile;
2010A#
2012 enter !or reative "eadership# All $ights $eserved
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What K,'#
8
to Creativity and Innovation easures
5"5*,,"T 025CTIC,#
Freedom: People have a sense o! %ontrol over their o8n 8or' >
in%luding the a9ility to de%ide 8hat 8or' to do or ho8 to do it#
Cha$$enging Work: People have a sense o! having to 8or' hard
on %hallenging tas's and i)portant proJe%ts#
#upervisory ,ncouragement: People see their 9osses as good
role )odels 8ho set goals appropriately; support the 8or' group;
value individual %ontri9utions and sho8 %on!iden%e in the tea)#
Work *roup #upports: People !eel they have a diversely s'illed
8or' group in 8hi%h people %o))uni%ate 8ell; are open to ne8
ideas; %onstru%tively %hallenge ea%h other; trust and help ea%h
other; and !eel %o))itted to the 8or' they are doing#
.2*5"I95TI."5L .TI:5TI."
.rgani4ationa$ ,ncouragement: &he organi6ational %ulture
en%ourages %reativity through* the !air; %onstru%tive Judg)ent o!
ideasQ re8ard and re%ognition !or %reative 8or'Q )e%hanis)s !or
developing ne8 ideasQ an a%tive !lo8 o! ideasQ and a shared vision#
Lack of .rgani4ationa$ Impediments: &he organi6ational %ulture
does not i)pede %reativity through internal politi%al pro9le)s; harsh
%riti%is) o! ne8 ideas; destru%tive internal %o)petition; an avoidan%e
o! ris' or an overe)phasis on the status Buo#
2,#.%2C,#
#ufficient 2esources: People !eel they have a%%ess to
appropriate resour%es; in%luding !unds; )aterials; !a%ilities and
in!or)ation#
2ea$istic Work$oad: &here is an a9sen%e o! e1tre)e ti)e
pressures; unrealisti% e1pe%tations !or produ%tivity and distra%tions
!ro) %reative 8or'#
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2012 enter !or reative "eadership# All $ights $eserved
.utput
Innovation is )ore than ne8 produ%ts and ne8 servi%es# A 8ell7rounded
innovation e!!ort is also !o%used on things li'e 9usiness )odels; net8or's and
allian%es; pro%esses; produ%t syste)s; sales %hannels; 9rand develop)ent
and the %usto)er e1perien%e @Do9lin Droup; ,DA# -hi!ting !o%us to this
9roader perspe%tive on innovation helps everyone in the organi6ation see ho8
they %an %ontri9ute# It de)onstrates a leading role !or !inan%e; sales;
operations; logisti%s and )ore# ?a%h 9e%o)es the driver o! innovation in the
enterprise rather than 8aiting !or the <,e1t Big &hing= to 9e handed do8n !ro)
on high#
0eop$e
At the end o! the day; innovation 9oils do8n to people# -o)eday arti!i%ial
intelligen%e )ay do our innovation 8or' !or us; 9ut until then; 8e need people
8ith an innovative )indset 8or'ing together to understand and %lari!y the
%hallenge; generate and re!ine ideas; develop solutions and plans; and
i)ple)ent the innovation to reali6e a Buanti!ia9le gain# As i)portant as things
li'e %o)pensation stru%tures; idea7)anage)ent syste)s and online
%olla9oration tools are; people are the 'ey driver# 5nly 9y developing the
innovation %apa%ity o! the people in the organi6ation %an the real pro)ise o!
innovation 9e reali6ed#
Tips for Deve$oping a ore Innovative .rgani4ation
Here are so)e spe%i!i% a%tions you %an ta'e to help
your organi6ation develop the )indset; s'illset and
toolset !or innovation leadership#
Create a mandate for change; 9a%'ed 9y a strategy
that e)9ra%es innovation# I! you are not senior enough to
%reate the )andate; gather peers around you 8ho share
your passion !or innovation and %olle%tively approa%h
those 8ho %an %reate the )andate; or s%ale it 9a%' to a
level 8here you have authority to )a'e it happen# /se
the IBM 2010 ?5 -tudy; IBM 2011 reative "eadership
-tudies; 2012 apge)ini Innovation "eadership -tudy
and other eviden%e to get their attention#
ode$ ;hat it ;i$$ take individually and %olle%tively !or
the organi6ation to 9e%o)e )ore innovative# It is
parti%ularly i)portant !or senior leaders to 8al' the tal'#
5ur %olleagues M%Duire and $hodes @200HA des%ri9e
this as <head roo);= de)onstrating %ourage;
thought!ulness and vulnera9ility and )odeling ne8
9ehaviors that !a%ilitate a shi!t in %ulture# Ma'e )anaging
the tension 9et8een 9usiness thin'ing and innovative
thin'ing a priority#
Communicate cha$$enging strategic issues
throughout the organi6ation# /se the) as vehi%les !or
pro)oting %olla9oration and see'ing %reative ideas# &he
I$-; !or e1a)ple; %reates a rolling strategy; rather than
reinventing the 8heel on a yearly 9asis# &he issues
9e%o)e !o%al points !or e)ployee %reativity > rather than
rando) %ontri9utions to a suggestion 9o1#
2012 enter !or
reative
"eadership# All
$ights $eserved
21
Create high$y diverse teams to address strategi%
issues# Help the) over%o)e li)iting di!!eren%es so
diversity 9e%o)es a sour%e o! novel ideas#
*ive peop$e access to creative methods and
e1perien%es# ?ven those 8ith %reative potential get
stu%'# $eadily availa9le tools; )ethods and e1perien%es
help the) re!ra)e and thin' di!!erently a9out %hallenges
and opportunities#
Design and -ui$d systems to nurture innovation#
"oo' !or lo87%ost 8ays to test and prototype ne8
solutions#
Champion ideas that don+t Buite !it and net8or' 8ith
your peers to !ind a ho)e !or the)# A%tively 9rea'
do8n 9arriers to innovation; in%luding internal politi%s;
and destru%tive %riti%is); as 8ell as hurdles; gates and
other and unne%essary syste)s#
5 Ca$$3to35ction for the Innovation Leader
22
2012 enter !or
reative "eadership# All
$ights $eserved
A deli9erate !o%us on
innovation on the part o!
leaders is %riti%al !or
organi6ational gro8th and
develop)ent# It helps to
drive the Buanti!ia9le gain
and Bualitative value that
are vital to 'eeping an
organi6ation+s sta'eholders
happy# &o truly lead
innovation; pay spe%ial
attention to the ite)s in this
one last %he%'list*
Cata$ytic mechanisms
@ollins; 1HHHA# "oo' !or
8ays to %reate si)ple and
e!!e%tive 8ays to rein!or%e
the )essage that
innovation is i)portant#
-pea' in %o)pelling and
si)ple 8ays that )otivate
people#
Cu$ture that supports
innovation. ulture %an
'ill strategy; so pay
%onstant attention to 8ays
you %an 9uild and )aintain
a %ulture o! innovation# It is
vital i! you 8ant to ensure
your strategy has a %han%e
o! survival#
0eop$e ;ith the right
mindset. Having the right
tools and developing the
right s'ills 8ithout the right
)indset is li'e having a
high7per!or)an%e
auto)o9ile 8ithout
gasoline# "eaders )ust 9e
role )odels and
en%ourage people to
develop their a9ility to
de!er Judg)ent; tolerate
a)9iguity and 9e
genuinely %urious#
5ther8ise; everything else
on the innovation agenda
8ill sputter to a stop on
the side o! the road#
,na-$ing processes
and systems. &o 9rea'
do8n the organi6ational
9arriers to innovation;
ensure that people have
appropriate governan%e;
!unding; resour%es;
support and a%%ess to
de%ision7)a'ers#
2oom to run ;ith
ideas. Innovation rarely
8or's a%%ording to plan#
It !lourishes only in a
%ulture 8here it+s
possi9le !or people to try;
)a'e )ista'es and learn
!ro) 8hat happens#
5 cu$ture of te$$ing
);hat7+ rather than
)ho;.+ 3inally; re)e)9er
that the leader+s Jo9 is not
to tell people ho8 to do
things; nor is it to have all
the great ideas# ,othing
'ills innovation )ore than
the <'no87it7all leader#=
?nsure that you )odel
appropriate hu)ility; o!!er
up your 9est %hallenge and
then get out o! the 8ay to
let people a)a6e you 8ith
novel; use!ul and
potentially valua9le
solutions#
2eferences
A)a9ile; &# M# @1H4GA# The Social Psychology of Innovation; ,e8 0or'; ,0* -pringer7
Verlag;
A)a9ile; &# M#; onstan%e; ,# H#; O -teven; J# N# @2002A# Creativity under the gun. Harvard
Business $evie8; 40@4A; M27.1#
A)a9ile; &# M# @2010A# Keys To creativity and innovation. !ser"s guide# Dreens9oro; ,*
enter !or reative "eadership#
http*KK888#%%l#orgKleadershipKpd!Kassess)entsKN?0-/sersDuide#pd!
A)a9ile; &# M# @2010A# #hat really motivates $or%ers; e1%erpted !ro) the H#B#$# "ist*
Brea'through Ideas !or 2010# &arvard 'usiness (evie$; 44@1K2A; (17M2# Do8nloaded on
January 22; 2010 !ro)* http*KKh9r#orgK2010K01Kthe7h9r7list79rea'through7ideas7!or7
2010KarKpr
apge)ini onsulting# @2012A# Innovation leadership study )anaging innovation *n
insider"s perspective# "ondon; /N* Miller; P#; Nlo'gieters; N#; Bran'ovi%; A#; O Duppen; 3#
ollins; J# @1HHHA# Turning goals into results The po$er of catalytic mechanisms.
&arvard 'usiness (evie$; 22@(A; 20742#
Dis%overy "earning# @2002A# +enison ,rgani-ational Culture Survey Facilitator .uide#
Dreens9oro; ,* Denison; D#$#; ,eale; W#-#; O Mussel8hite; W##
Do9lin Droup# @,DA# The ten types of innovation# $etrieved !ro)
http*KKdo9lin#%o)K thin'ingKRten7types
?%'vall; D# @1HHHA# Innovation in organi-ations# ?uropean Journal o! Wor' and
5rgani6ational Psy%hology; M@1A; 10M712G#
?rnst; #; O hro9ot7Mason; D# @2011A# 'oundary spanning leadership Si/ practices for
solving pro0lems1 driving innovation1 and transforming organi-ations# ,e8 0or'*
M%Dra87Hill#
IBM# @2010A# Capitali-ing on comple/ity Insights from the glo0al chief e/ecutive officer
study 2/ecutive summary# -o)ers; ,0# $etrieved !ro)* http*KK8887
G0(#i9)#%o)K9usiness%enterK%peK do8nload0K200(22K%eostudyS2010#pd!
IBM# @2010A# #or%ing 0eyond 0oundaries Insights from the glo0al chief human
resource officer study# -o)ers; ,0# $etrieved !ro)* http*KK8887
G0(#i9)#%o)K9usiness%enterK !ileserveC%ontentidT221M1H
IBM# @2011A# Cultivating organi-ational creativity in an age of comple/ity *
companion study to the I') 3454 .lo0al Chief &uman (esource ,fficer Study#
-o)ers; ,0* "o)9ardo; B#J#; O $oddy; D#J# $etrieved !ro)* http*KK888#uni7
gr#euKuploadsK)ediaK?DSIBMSreativite#pd!
Johnson; B# @1HH.A# Polarity management Identifying and managing unsolva0le
pro0lems# A)herst; MA* H$D Press#
David age$$an &orth is a -)ith $i%hardson -enior 3ello8; senior designer and su9Je%t )atter
e1pert on %reativity and innovation at the enter !or reative "eadership# He is %o7author o! The
Leader"s 2dge Si/ Creative Competencies for 6avigating Comple/ Challenges @2002A and %o7
author o! the "eadership ?1plorer
&M
series o! tools; in%luding Visual ?1plorer
&M
and "eadership
Metaphor ?1plorer
&M
# He is !or)er hair)an o! &he reative ?du%ation 3oundation#
6onathan :ehar is a senior !a%ulty )e)9er and su9Je%t )atter e1pert on %reative thin'ing;
%reativity and innovation at the enter !or reative "eadership# He is the %o7author o! )any arti%les
and training sour%es on %reativity and innovation; as 8ell as the 9oo'; )ore Lightning1 Less
Thunder &o$ to 2nergi-e Innovation Teams# He is a %o!ounder and !or)er president o! ,e8 O
I)proved; ""; and the !or)er dire%tor o! training and %onsulting at the reative ?du%ation
3oundation# He holds a Master+s Degree in reativity and Innovation !ro) the -tate /niversity o!
,e8 0or'
2012 enter !or reative "eadership# All $ights $eserved
2M
Nirton; M# J# @200GA# *daption7Innovation In the conte/t of diversity and change# ,e8 0or'*
$outledge#
Noestler; A# @1H.(A# The *ct of Creation# Ma%)illan* ,e8 0or'#
M%Duire; J#B#; O $hodes; D#B# @200HA# Transforming your leadership culture# -an 3ran%is%o*
Jossey Bass and enter !or reative "eadership
Palus; #J#; O Horth; D#M# @2002A# The leader"s edge Si/ creative competencies for navigating
comple/ challenges# -an 3ran%is%o* Jossey7Bass and enter !or reative "eadership#
Phillips; J# @2004A# )a%e us more innovative Critical factors for innovation success# ,e8 0or'*
i/niverse#
$hodes; M# @1H.1A# *n analysis of creativity; Phi Beta Nappen; (2; G0M7G10#
$osen!eld; $# B#; O Nolstoe; J# @200.A# )a%ing the invisi0le visi0le The human principles for
sustaining innovation# Philadelphia; PA* Uli9ris orporation#
-ir'in; H# "# Andre8; J#; Mi%hael; D; HaanVs; N @2002A; Innovation 3448 * 'C. Senior )anage7
ment Survey# $etrieved !ro)* http*KK888#9%g#%o)Ke1pertiseSi)pa%tKpu9li%ationsKPu9li%ation 7
Details#asp1CidTt%)*1271M0.M
-oo; #; Devinney; &#; Midgley; D#; O Deering; A# @2002A# Kno$ledge management Philosophy1
processes and pitfalls# ali!ornia Manage)ent $evie8; ((@(A;12H71M0#
&orran%e; ?# P# @1H2HA# The search for satori and creativity# Bu!!alo; ,0* reative ?du%ation
3oundation O reative -ynergeti% Asso%iates#
Vehar; J#$# @2004A# Creativity and innovation * call for rigor in language. In D#J# Pu%%io; et al#
on!eren%e pro%eedings* *n international conference on creativity and innovation manage7
ment 'oo% t$o; p# 2MH7222# Bu!!alo; ,0* Bu!!alo -tate ollege#
A9out the enter !or reative "eadership
CCL 2egiona$ &ead/uarters
" 7 A)eri%as ;;;.cc$.org
,orth arolina 7 Dreens9oro
P* W1 400 240 10G1 ?7)ail* in!oX%%l#org
" 7 ?urope; Middle ?ast; A!ri%a
;;;.cc$.org<emea
Belgiu) 7 Brussels
P* WG2 @0A 2 .2H 0H 10
?7)ail* %%l#e)eaX%%l#org
" 7 Asia Pa%i!i% ;;;.cc$.org<apac -ingapore
P* W.M .4M( .000
?7)ail* %%l#apa%X%%l#org
&he enter !or reative "eadership @"
F
A is a top7ran'ed; glo9al provider o! e1e%utive
edu%ation that a%%elerates strategy and 9usiness results 9y unlo%'ing leadership potential o!
individuals and organi6ations# 3ounded in 1H20 as a nonpro!it edu%ational institution !o%used
e1%lusively on leadership edu%ation and resear%h; " helps %lients 8orld8ide %ultivate
%reative leadership : the %apa%ity to a%hieve )ore than i)agined 9y thin'ing and a%ting
9eyond 9oundaries : through an array o! progra)s; produ%ts and other servi%es# $an'ed
a)ong the 8orld+s &op 10 providers o! e1e%utive edu%ation 9y 'loom0erg 'usiness#ee%
and the Financial Times; " is headBuartered in Dreens9oro; ,; 8ith %a)puses in
olorado -prings; 5Q -an Diego; AQ BrusselsQ Mos%o8Q -ingaporeQ ,e8 Delhi 7 ,$;
IndiaQ and Addis A9a9a; ?thiopia# Its 8or' is supported 9y )ore than M00 !a%ulty )e)9ers
and sta!!#
2012 enter !or reative "eadership# All $ights $eserved
.ther CCL $ocations:
Co$orado > 4M0 "eader Way; olorado -prings; olorado; 40H0M; /-A; p* W1 21H .GG G4H1
Ca$ifornia > 4H10 /niversity enter "ane; &enth 3loor; -an Diego; ali!ornia; H21227102H; /-A; p* W1 4M4 .G4 4000
,thiopia > /nity /niversity; -u97ity* Bole; Ne9ele* 11; House ,o* .G2; P5 Bo1 .222; Addis A9a9a; ?thiopia; p* W2M1
H1G20(M(2 India > $egus Augusta Point; "evel (; Augusta Point; Dol! ourse $oad; Durgaon; Haryana > 122002; India;
p* WH1 12( (GM (14MK 4. 2ussia > 10; 4th Marta -treet; Building 1(; Mos%o8; $ussia 12204G; p* W2 (HM ..2 G1 GH
&he enter !or reative "eadership is %o))itted to a poli%y o! eBuality o! opportunity !or the ad)ission o! all students
regardless o! ra%e; %olor; %reed; se1; age; national origin; se1ual orientation; or disa9ility; and
does not dis%ri)inate on any su%h 9asis 8ith respe%t to its a%tivities; progra)s or poli%ies#
enter !or reative "eadership; "
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