The Right eDNA for
Innovation?
Improving on Success
Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng
University of Calgary
© Francis Hartman Holdings Ltd. 2004
Agenda
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Do we have a problem?
What is eDNA?
Innovation, SMART and Trust
Understanding the pieces
Assessing your Enterprise
Some vague conclusions …
• Overall, a RANDOM MEANDER to get us thinking!
© Francis Hartman Holdings Ltd. 2004
Real Issues?
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Innovation and R&D
New Product Development
Market Changes and Pressures
Customer Needs
Supply Chain Management
Mergers and Acquisitions
Succession Planning
…etc. …
© Francis Hartman Holdings Ltd. 2004
Drivers and Indicators
• People
• Image
• Technology • Wisdom
• Commerce • Value
© Francis Hartman Holdings Ltd. 2004
A Double Helix
• Aspirations
– Passion
– Beliefs
– Intent
• Requirements
– Market
– Business
– Harsh Reality
© Francis Hartman Holdings Ltd. 2004
Innovation, SMART and Trust
• Innovation means Change
• Managing Change is a SMART Target
• SMART Management includes
appropriate Trust
• Understanding workplace Trust led
us to eDNA
© Francis Hartman Holdings Ltd. 2004
Innovation
• Ingredients:
– Business
– Technical
– Social
• Environment
– Trust
– Need (Challenge, Survival…)
– The right Petrie Dish (Workplace)
• Low-Hanging Fruit
– Working on the edge
© Francis Hartman Holdings Ltd. 2004
Project Classification
Scale
Nature
Size
3
1
2
Impact on
Organization
No impact on the
organization
Success or
failure will be
noticed but will
not significantly
impact
organization
Significant
impact on the
organization if
project fails or
succeeds. No
impact on
Executive
Project will
affect executives
depending on
the outcome
Project will
affect entire
organization,
depending on
the outcome
Complexity
Barriers to
Communication
One group,
know each other
well
>1 discipline but
no more than
two
organizations
involved
>2 Cultures,
many
professional and
technical
disciplines
Several
disciplines,
geographically
distributed,
several
organizations
Numerous
disciplines,
organizations
and cultures.
Different
languages
Uncertainty
Definition of end
of Project
Clearly defined
objectives and
end-product
Objective clear,
end product
defined,
approach
flexible
Objectives
understood,
solutions and
options not
finalized
Objective not
clear, several
possible
outcomes
Objective and
end product
unclear
Constraints
Flexibility: Time,
Cost and
Performance
No limitations on
resources, time.
Flexibility in
scope and
quality
Some flexibility
in Time OR cost
to met expected
Performance
Realistic
schedule and
budget for the
performance
expected by the
client
Tight schedule
and budget. No
room for error in
performance
criteria (scope
and quality)
Inadequate
budget and/or
schedule to
meet exacting
performance
requirements
Ugliness
Level of
attractiveness of
the project
Exciting,
prestigious
project,
excellent image
Working on this
project will likely
be a positive
experience
Will neither
excite nor
disappoint
participants.
Safe workplace
Challenging
project and
difficult work
environment
Project will
damage image
and reputation
of participants.
Unhealthy work
environment
© Francis Hartman Holdings Ltd. 2004
4
120
2
30
10
5
A new look at our World…
Renegade
1000
Repeater
100
Runner
10
Task
© Francis Hartman Holdings Ltd. 2004
Are we SMART?
I.T.Y.S
100
80
120
160
200
Budget
E.A.C.
Team A
© Francis Hartman Holdings Ltd. 2004
Team B
The SMART Story
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50+ Corporate Sponsors
Some 30 “Trials”
Over 800 projects used SMART
A Book published by PMI
A spin-off company
BUT …
© Francis Hartman Holdings Ltd. 2004
Putting it together. . .
Creativity
Fun
Trust
Risk-
Open
Communication taking
Ownership
Tribalism
© Francis Hartman Holdings Ltd. 2004
Colours of Trust
Trust
Relationships
© Francis Hartman Holdings Ltd. 2004
Colours of Trust
Intuitive
Unconscious
(Two Parts!)
Competence
Evidence based
(Stable)
© Francis Hartman Holdings Ltd. 2004
Integrity
Experiential
(Volatile)
A new look at our World…
Lead
Wisdom
Inspiration
Manage
Knowledge
Judgment
Administer
Information
Competence
Do
Data
Skills
© Francis Hartman Holdings Ltd. 2004
The Good, the Bad and the Ugly
Marketing
Accounting
Law
Social Work
Art
Engineering
Better Cures,
Medicine
Surgical Implants,
Diagnostics,
Hardware
Imaging,
Communication.
Education
Research
© Francis Hartman Holdings Ltd. 2004
The Good, the Bad and the Ugly
Marketing
Accounting
Law
Social Work
Art
Engineering
Medicine
Forensic
Investigation,
E-commerce, Hardware
EDI,
E-government Education
Research
© Francis Hartman Holdings Ltd. 2004
The Good, the Bad and the Ugly
Marketing
Accounting
Law
Social Work
Art
Engineering
Medicine
New Products,
Process
Hardware
Improvement,
Design/Build,
Education
ASPs,
Outsourcing.
Research
© Francis Hartman Holdings Ltd. 2004
The Good, the Bad and the Ugly
Marketing
Accounting
Chemical,
Civil,
Electrical,
Geomatics,
Engineering
Manufacturing,
Mechanical…
Medicine
Law
Social Work
Art
Better
Results
For All ?
© Francis Hartman Holdings Ltd. 2004
Hardware
Education
Research
So, what can we learn?
• Innovation needs the right
– Culture
– Drivers
– Space
• We need to mix and match
– Environment (Place, Attitude, etc)
– Talent (Expertise, Resource Pool, etc)
– Incentive (Competition, Needs, Money, etc)
• ALL of the above need to be addressed.
© Francis Hartman Holdings Ltd. 2004
Conclusions
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Understand your own organization
Understand your Customers
Work with your Suppliers
Build Relationships
Access the best available skills
• …and then manage the Innovation
Process for Success.
© Francis Hartman Holdings Ltd. 2004
[email protected]
[email protected]
smartmanagement.ca
© Francis Hartman Holdings Ltd. 2004
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