B ildi I

BuildingInnovativeOrganization
i O
i i
Knowledge Sharing Session By
Tubagus Hanafi Soeriaatmadja, MBA, MSi
1

SharingObjectives
BytheendofthiscourseyouwillUnderstandabout:
1. Whyinnovationisessentialforbothindividualand
organization
2 3
2.
3dimensionstobuildinnovativeindividualand
dimensions to build innovative individual and
organization:CreativeThinking,ClimateandAction

WhyInnovation?
LeaderofBusiness Computerat1985.Wherearetheynow?

WhyInnovation?
100
years

25
years
70
years

<10
years?
10
years

WhyInnovation?
Ourstudyinbluechipgroupofcompaniesshowed:Tohaveafrogleapgrowth,
thisgroupneedshabitsofinnovationwithinvention inoneorcombinationofthe
followingaspects:valueproposition,businessprocess,technology,andpeople
g p
p p
,
p
,
gy,
p p
Growth of a High IQ
Company (%):
Innovation with
invention
Growth of a Medium
IQ Company (%):
Innovation with
ingenuity

Innovation and
business as
usual do not
provide an
adequate growth

Source:BINUSanalysis,20042009

WhyInnovation?

YourPassportforHigherJobSecurity

BuildingInnovative
Organization
In 3 years beat Sony
& Microsoft

Grew almost 200x in

17 years

I
InnovativeOrganization
ti O
i ti
CreativeThinking
Thedynamicsthat
underliecreativethinking
Becomingcreativelyfitas
anindividual
Breaking
Breakingandmaking
and making
connectionsforan
enterprise

Climate

Theclimatefor
y
creativityinan
enterprise
Personalcreative
climate: the
climate:the
bubble

Action
Leadership:
FosteringSystemic
Creativityy
Purposeful
Creativity
Sustainingthe
Change

CreativeThinking
Motivation
C
CreativeThinking
i Thi ki

Thedynamics
y
thatunderlie
creativethinking
Becoming
Becoming
creativelyfitas
anindividual
Breakingand
making
connectionsfor
an enterprise
anenterprise

Curiosity&
Fear

Breaking&
ki &
Making
Connections:
Forming
g
Newideas

Evaluation

NonCustomer:why
theydont
consume? How to
consume?Howto
helpthemdowork
better?
Current
C
Customer:What
makethemmore
happy?
ppy

CreativeThinking
Motivation

What do you want

in life?

Curiosity&
Fear

Do you learn
things daily that
interest y
you?

C
CreativeThinking
i Thi ki

Thedynamics
y
thatunderlie
creativethinking

Creative
Profile

Becoming
Becoming
creativelyfitas
anindividual
Breakingand
making
connectionsfor
an enterprise
anenterprise

Reclaiming
Creative
Health

Breaking&
ki &
Making
Connections:
Forming
g
Newideas

Evaluation

Can you accept it

when things dont
work
k outt the
th way
you thought they
might?
Do y
you enjoy
j y new
ideas both yours
and other
peoples?
Can you see how
most new ideas
have merit?

Breaking&Making
ConnectionTools
1 Forced
1.
Forcedconnectionoftwoideasortwowordse.g.
connection of two ideas or two words e g
PAMAPitStopCase
2. ERRCGrid:Eliminate,Reduce,Raise,Create(see
nextpage)
p g )

10

Breaking&Making
ConnectionTools
ERRCGrid:
REDUCE
Whichfactorsshouldbe
reducedwellbelowthe
industryssstandard?
industry
standard?
ELIMINATE
Whichofthefactors
h h f h f
thattheindustrytakes
forgrantedshouldbe
eliminated

ANEW
VALUE
CURVE

RAISE
Which factors should be
Whichfactorsshouldbe
raisedwellabovethe
industrysstandard?

CREATE
Whichfactorsshouldbe
h hf
h ld b
createdthatthe
industryhasnever
offered?

11

CreativeThinking
EncourageConflictof
Ideas
C
CreativeThinking
i Thi ki
EncourageRiskTaking
Thedynamics
y
thatunderlie
creativethinking

PromoteDiversity

Becoming
Becoming
creativelyfitas
anindividual

OrganizeforIntrinsic
Motivation

Breakingand
making
connectionsfor
an enterprise
anenterprise

InformationFlowsthat
SupportCreativity
UsingMore&Less
Information

Climate

Cli
Climate

Theclimatefor
creativityinan
enterprise
Personalcreative
climate: the
climate:the
bubble

Expectations&
BehaviorUnderpin
Climate

Expectations&
BehaviorsReinforcing
Creativity

ProvidingAutonomy&
Support

LargeScaleClimate
Change

Climate

Expecting
Success

Cli
Climate

TheBubble
h
bbl
Theclimatefor
creativityinan
enterprise

ThePowerof
The
Power of
Passion
ReachingOut
Reaching
Out
TheBubble

Personalcreative
climate: the
climate:the
bubble
Corporate
Cli t Ad ti
ClimatesAdapting
toPersonal
Climates

Action
ReducedControls
A i
Action
CreativityFriendly
Rewards
Leadership:
Fostering
Systemic
Creativity
Purposeful
Creativity
Sustainingthe
Change

NewAttitudeAbout
Efficiency&Failure
CommunicatingThe
ValueofCreative
Change
Resources
GuidingThe
Corporation

Action
Stage1:Groundwork&Immersion
A i
Action

Leadership:
Fostering
Systemic
Creativity
Purposeful
Creativity
Sustainingthe
Change

Stage2:DivergentExploration
Stage 3: Selection
Stage3:Selection
Stage4:FocusedExploration
Stage5:InitialArticulationofa
PotentialSolution
Stage6:Development&
Transformation
Stage7:Implementation

Action
PlanAhead
A i
Action

Leadership:
Fostering
Systemic
Creativity
Purposeful
Creativity

Record Result
RecordResult

ExpectResistance

Sustainingthe
Change
EncourageTheFlowof
Information

References
1.

Creativity,Inc.,JeffMauzy,RichardHarriman,HarvardBusinessSchool
Press,2003

2.

InnovatingattheTop,RolandBerger,Soumitra Dutta,TobiasRaffel &

GeoffreySamuels,INSEADBusinessPress,2009

3.

BlueOceanStrategy,W.ChanKim,ReneeMauborgne,HarvardBusiness
Press,2005

4.

PTPamapersada Nusantaras(PAMA)ContinuousTransformation:
Sudiarso Prasetios ValueBasedLeadership,Tubagus Hanafi
Soeriaatmadja,BINUSBusinessSchoolCaseStudy,2009

5.

BINUSBusinessSchoolStudyonIndonesiaGroupofCompaniesvs.
BINUS
Business School Study on Indonesia Group of Companies vs.
Fortune500CompanysGrowth,2009
18

thanafi@binus.edu
tubagushanafi@gmail.com