INSTITUTE OF EDUCATION CHIAVENATO

www.chiavenato.com
INNOVATION CAN HAPPEN IN YOUR COMPANY?
Idalberto Chiavenato
I had a good idea!
It will not work.
We tried that before.
Not the right time.
You can not do.
That's not how we usually do.
Things work without it.
Will be very expensive.
We will discuss this next meeting.
Cost Reduction Value Creation
X
What is innovation?
• • • • • • • • • • Create new? Do new things? Change or modify things today? Ma
ke it different from others? Ending routine and sameness? Establish the imaginat
ion and creativity? Improve forever and ever? Criticizing the status quo? Develo
p critical thinking? Doing better than others? Forward in time in relation to ot
hers?
Think
Think
Vary
Think
Vary
Imagine
Think
Vary
Imagine
Create
The paths of innovation
Think
Vary
Imagine
Create
Innovate
Why Some Companies
are
innovative and others not?
Person
Post
Person
Architecture
Post
Person
Organizational Culture
Architecture
Post
Person
Lifestyle Management Organizational Culture
Architecture
The cages and chains progressive.
Post
Person
What are the sources of innovation in your company?
Innovation
Talents
1. Talents
Skills
Know
Knowledge
Know-How
Skills
Know
Skills
Knowledge
Know-How
Know Make It Happen
Skills
Know
Attitude
Skills
Knowledge
Having people ... not always mean having talent.
Attracting and retaining talent is enough?
Critical Success Factors RH
Talent Management
4
Critical Success Factors RH
Talent Management
4
Add Talent
Critical Success Factors RH
Talent Management
4
Add Talent
Apply Talents
Critical Success Factors RH
Talent Management
4
Add Talent
Apply Talents
Rewarding Talent
Critical Success Factors RH
Talent Management
4
Add Talent
Apply Talents
Rewarding Talent
Develop Talent
Critical Success Factors RH
Talent Management
4
Add Talent
Apply Talents
Rewarding Talent
Develop Talent
Keeping Talent
Critical Success Factors RH
Talent Management
4
Add Talent
Apply Talents
Rewarding Talent
Develop Talent
Keeping Talent
Monitor Talent
And who should care for the talent?
Only the RH?
Organizational Culture
Innovation
Talents
2. Culture
In search of an ecology of organizational innovation to rethink and redesign.
Culture:
• Engagement and participation • Learning • constant change and renewal • Excell
ence • Focus on results • Customer Satisfaction • Quality of life at work • Ethi
cs and Responsibility
EMPOWERMENT
Power
EMPOWERMENT
• Empowering people.
• Delegate authority and responsibility • Trust people • Give people freedom • G
ive importance to people
Power
EMPOWERMENT
• Empowering people.
• Delegate authority and responsibility • Trust people • Give people freedom • G
ive importance to people
Motivation
• Provide motivation
• • • • • Encourage people recognize the good work people Rewarding Profit Celeb
rate the achievement of goals
Power
EMPOWERMENT
• Empowering people.
• Delegate authority and responsibility • Trust people • Give people freedom • G
ive importance to people
Motivation
• Provide motivation
• • • • • Encourage people recognize the good work people Rewarding Profit Celeb
rate the achievement of goals
Lead
• Provide leadership
• • • • • Targeting people set goals and targets Opening new horizons evaluate t
he performance Provide feedback controller
Power
EMPOWERMENT
• Empowering people.
• Delegate authority and responsibility • Trust people • Give people freedom • G
ive importance to people
Motivation
• Provide motivation
• • • • • Encourage people recognize the good work people Rewarding Profit Celeb
rate the achievement of goals • • • • •
Development
• Provide resources to the people
Train and develop people provide information Knowledge Management Teaching new t
echniques to introduce and develop talents
Lead
• Provide leadership
• • • • • Targeting people set goals and targets Opening new horizons evaluate t
he performance Provide feedback controller
Organizational Culture
Innovation
Architecture and Processes
Talents
3. Architecture
Levels
Areas
• Vertical
Tearing down boundaries:
• Horizontal • External
• Vertical
Building Bridges:
• Horizontal • External
Organizational Culture
Management Style
Innovation
Architecture and Processes
Talents
4. Management Style
• Leadership Coaching • Mentoring • renovating
Where to start?
Organizational Culture
Management Style
Innovation
Architecture and Processes
Talents
What paths
that lead to innovation?
Impediments to Innovation
• Strong commitment to outdated practices. • Inability to unlearn.
Culture
• Lack of institutional priority or personal unfolding. • Lack of appropriate in
centives. • People inappropriate. • Physical environment unfavorable. • Lack of
appropriate technology.
Technology
• Technology difficult to use. • Technology threatening the business. • Measurem
ents inappropriate or nonexistent. • Emphasis on erroneous measurements. • Empha
sis on financial measures.
Measurements
Impediments to Innovation
Enablers of Innovation
• Strong commitment to practice outdated. • Inability to unlearn.
• Workforce energized and diversified. • Passion for institutional innovation. •
Physical environment for creativity and innovation. • Environment and discovery
learning. • Strong knowledge sharing. • Technology high utility. • Technology e
rgonomic and easy. • Accessibility to technology. • Encouraging experimentation.
• Emphasis on learning and adaptation.
Culture
• Lack of institutional priority or personal unfolding. • Lack of appropriate in
centives. • People inappropriate. • Physical environment unfavorable. • Lack of
appropriate technology.
Technology
• Technology difficult to use. • Technology threatening the business. • Measurem
ents inappropriate or nonexistent. • Emphasis on erroneous measurements. • Empha
sis on financial measures.
Measurements
• Use of measures multifactorial. • Emphasis on long-term results.
Organizational innovation is not the result of a single thing but a set of dimen
sions, including: • Challenge and involvement of people
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • Challenge and involvement of people Conflicts
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • Challenge and involvement of people Conflicts Debates
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • Challenge and involvement of people Conflicts Debates Fr
eedom
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • • Challenge and involvement of people Conflicts Debates
Freedom Support for new ideas
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • • • Challenge and involvement of people Conflicts Debate
s Freedom Support for new ideas time ideas
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • • • • Challenge and involvement of people Conflicts Deba
tes Freedom Support for new ideas Time Informality ideas and humor
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • • • • • Challenge and involvement of people Conflicts De
bates Freedom Support for new ideas time and ideas Informality humor Trust and o
penness
Organizational innovation is not the result of a single thing but a set of dimen
sions, such as: • • • • • • • • • Challenge and involvement of people Conflicts
Debates Freedom Support for new ideas Time Informality ideas and humor and openn
ess Trust Assumption risk
Innovation is something that can happen in your company!
Much sooner than you think!
For additional information, visit: www.chiavenato.com