Creativity and innovation
- 1. Driving Innovation & Creativity through Human Resourcesby Fluid June 2010Page TBC
- 3. Page TBCIntroduction to Fluid
- 4. Page TBCIntroduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:- Attraction & Selection- Retention- Remuneration & Reward - Outplacement- Training & HR consultancy
- 5. Page TBCInnovation and creativity for HR-according to Fluid
- 6. Page TBCInnovation and creativity for HR-according to Fluid Employer branding
- 9. Learning & development and coaching/mentoring
- 10. Performance management and appraisals
- 11. Retention
- 12. Reward
- 14. Young peoplePage TBCHow HR can unlock the potential of global innovation
- 15. Page TBCHow HR can unlock the potential of global innovation Make the case for global innovation
- 16. Extend your skills audit to include knowledge and relationships
- 17. Set up a new type of cross functional team
- 18. Match team location with the task
- 19. Focus on international career paths
- 20. Adjust performance measures to encourage ‘thinking local, acting global’Page TBC‘Blue ocean strategy’
- 21. Page TBC‘Blue ocean strategy’ Red oceans and blue oceans
- 22. Value innovation
- 23. Pure product or service innovation
- 24. Preparing managers for work in the knowledge economy
- 25. Aligning value, profit and people propositions
- 26. Building a culture capable of ongoing change
- 27. Mutually reinforcing elements that define fair processPage TBCCase study 1-Procter & Gamble
- 28. Page TBCCase study 1-Procter & Gamble Sleep pods
- 29. Free makeovers
- 30. Product samples
- 31. Assignment of two to four years
- 32. Idea of safe failure
- 33. Reward with a sabbaticalPage TBCBlocks to creativity
- 34. Page TBCBlocks to creativity Shortage of time
- 37. What can managers doPage TBCManaging the innovators
- 38. Page TBCManaging the innovators Features of the most innovative organisations
- 39. Steps to find the right balance between fostering innovation putting creativity into practice Page TBCUndertaking an innovation health check
- 40. Page TBCUndertaking an innovation health check Strategy
- 41. Processes
- 44. Information and knowledge management
- 46. Culture
- 47. Issue resolution
- 48. LeadershipPage TBCCase study 2-ITV
- 50. Commitment from the senior team to introduce an innovation model
- 52. Think about how the current design and culture inhibits or allows an easy process flow for innovation
- 53. Do you have a creativity and innovation strategy in your L & D function? Should you create one? Do you train people to generate ideas?
- 54. Instill a culture of creativity, learning and innovationCase study 2-ITV
- 55. Page TBCWays to increase the pre-conditions for creativity and innovation
- 56. Page TBCWays to increase the pre-conditions for creativity and innovation Attend
- 57. Intend
- 58. Suspend
- 59. Extend
- 60. ConnectPage TBCImpact of the recession
- 61. Page TBCImpact of the recession Redundancies
- 62. Cutbacks
- 63. Fear can motivate changePage TBCInnovation traffic light
- 64. Page TBC
- 65. Page TBCCase study 3-Department for Children, Schools and Families
- 66. Page TBCCase study 3-Department for Children, Schools and FamiliesProject with Digital Public
- 67. Harness the expertise of all stakeholders
- 68. Spark creativity by creating marketplaces for innovation
- 69. Win respect and trust through accurate, evidence-based advicePage TBCImaginative recruitment advertisements
- 70. Page TBCImaginative recruitment advertisements What great ideas are made of
- 71. Delivering a multi-platform result
- 72. The new rules of engagement
- 73. Make the most of what you’ve got
- 74. It’s all about teamwork
- 75. Are you with the brand?
- 76. Why creativity remains criticalPage TBCAttracting and exploiting the potential of breakthrough innovators
- 77. Page TBCWhat do innovators look likeHow to find innovatorsTest people with live ammunitionEncourage mentoring and peer networksActively manage innovators’ careersAttracting and exploiting the potential of breakthrough innovators
- 78. Page TBCStrengths development + engagement=INNOVATION
- 79. Page TBCStrengths development + engagement=INNOVATION Three types of employees
- 80. Thinking outside the box
- 82. Sharing ideas with friendsPage TBCCase study 4-What If!
- 83. Page TBCCase study 4-What If!Background
- 84. Balance between efficiency and enterprise
- 85. Natural inertia
- 87. Forget ‘new product development’
- 88. Values
- 89. Setting the recruitment bar high
- 90. InductionPage TBCA systematic approach to innovation
- 91. Page TBCA systematic approach to innovation Getting a clue
- 92. Forming the innovation team
- 93. Organising
- 94. Brainstorming
- 96. CommercialisationPage TBCTraining people to be innovative
- 97. Page TBCTraining people to be innovative Type 1 and Type 2 innovation
- 98. Design for Six Sigma
- 99. Define
- 100. Measure
- 101. Analyse
- 102. Design
- 103. VerifyPage TBCCase study 5-IBM
- 104. Page TBCCase study 5-IBMLine managers traditionally measured on sales and profits not risky new efforts that represented growth and future
- 105. EBOs
- 106. 25 since 2000
- 107. Three failed
- 108. Remaining 22 produce annual revenue of $15B, growing at 40% each year
- 109. Evolving into a learning organisationPage TBCCultural characteristics of innovative workplaces
- 110. Page TBCCultural characteristics of innovative workplacesContext rich
- 111. Customer close
- 112. Confidence building
- 113. Curious
- 114. Challenging
- 115. Collaborative
- 116. Defining, directing, developing and deliveringPage TBCCreating a culture of innovation
- 117. Page TBCCreating a culture of innovation (1 of 2) Whet the appetite
- 118. Stake and prepare the ground
- 119. Find the seeds
- 120. Fence the garden
- 121. Plant the seeds
- 122. Tend new growth
- 123. Thin and transplant
- 124. Celebrate the harvestPage TBCCreating a culture of innovation (2 of 2) Space for generating ideas
- 126. Opportunities to influencePage TBCCase study 6-Google
- 127. Page TBCCase study 6-GoogleSimilarity to campus life
- 128. Fluff and fundamental policy issues
- 129. Hiring by consensus
- 130. Positive measures, not measuring sickness
- 131. Green credentials
- 132. Scalability
- 133. Making sure line managers know how to deal with people
- 134. For the futurePage TBCKey enablers of an innovation strategy
- 135. Page TBCKey enablers of an innovation strategy Motivating purpose
- 136. Stretching goals
- 137. Selected strategies
- 139. Enabling structures
- 140. Consistent and reliable systems
- 141. Courageous and connected culture
- 142. Inspiring leadershipPage TBCCommon mistakes around innovation
- 143. Page TBCCommon mistakes around innovation Confusion around the role of the leader
- 144. Having a focus that is too narrow
- 145. Mixed messages
- 146. A laissez-faire approach to talent managementPage TBCCreative and commercial partnerships that really work
- 147. Page TBCCreative and commercial partnerships that really workLeft brain, right brain
- 148. Awareness of strengths and weaknesses
- 150. Trust
- 151. Raw intelligence
- 152. Relevant knowledge
- 154. MotivationPage TBCConclusion and questions
- 155. Page TBCConclusion and questionsConclusion
- 156. Questions