Kreativní myšlení a řízení inovací

Transkript

1 Kreativní myšlení a řízení inovací Interaktivní seminář Roman Šiser, romansiser@gmail.com Pavla Žížalová, pavla.zizalova@cz.pwc.com Leden

2 Kdo je kdo? Jméno Činnost Něco speciálního o sobě nebo koníček Classified - Internal use

3 O čem to dnes bude? Jak podpořit kreativní myšlení? Jak přijít na nové nápady? Jak vyhodnotit / ocenit svůj nápad? Classified - Internal use

4 Dnešní pouť

5 Creative Behaviors: Curiosity Is about being nosey and asking why? having a genuine interest in the world around us, exploring and trying to find out the meaning of things. 6

6 Creative Behaviors: Freshness Freshness is all about seeking new experiences and perspectives. New perspectives help us make new creative connections. This can be done in two ways. Ongoing Freshness is a personal behavior that you can model in everything you do; listening to different radio stations, reading random magazines, seeking new physical experiences, etc. In so doing you will top up your subconscious brain with lots of stimulus which one day may help you approach problems from a different perspective. Deliberate Freshness is what s needed in ideas sessions to help you get out of your river of thinking and help to have new ideas (see 4 R s). 7

7 Example of Ongoing Freshness List: Creative Behaviors: Buy something you don t need or want and put it on display at home. Go to work by a different route and spot three new buildings to visit at a later date. Walk into a book shop and buy the first book that you see with an orange cover. Listen to an album of music by a band you re never heard of whose name starts with the same letter as the first letter of your surname. Spend a day making decisions determined by the throw of a dice. Eat something you have never tried before. Buy the bottle of wine in a restaurant that is 5 th down the list. Go for a walk and head east for 20 mins. and bring something back to remind you of the journey. Ring up an old school friend and ask them what they ve been up to since you last spoke. Ask someone to make you a list like this and complete it over the following six weeks. 8

8 Creative Behaviors: Bravery Innovation by its very definition is risky. It s a courageous thing to put your idea out there and risk it being judged and laughed at. Often we feel that it s not just our idea that is being judged, but our personality too, and everything we stand for! Divorce yourself from ideas that pop into your head and get them out there they may act as stimulus for other people to build on. You could also inspire others to be Braver with their ideas through demonstration. People who we admire the most are often those who put their ideas out there and not worry about the response. Acting Brave will really kick-start other members of your staff and gets projects in motion. 9

9 Creative Behaviors: Realness Get ideas off the desk and bring them to life. Draw them, model them, act them - walk through them, experience them, even make a video about the process you are solving. Realness helps people to understand your idea so they get it emotionally as well as cerebrally. Realness also improves your idea. Remember: there is no such thing as failure, just If a picture says a prototypes. thousand words, a prototype says a million. Trevor Baylis, inventor of the Clockwork (windup) radio 10

10 Creative Behaviors: Momentum People who are passionate about an Idea get it going. In fact, you can spot a team with Momentum easily as they are the ones with energy around a project. Too often our busy, to do list -filled, stop-start days prevents us from getting into a project. To create Momentum, Hot-house: take people away from the office with the resources and time in order to solve the problem. They will do it! Focus on one project at one time as too many will spread the team s energy too thinly. Finally, create a sense of crises. A deadline really focuses people s energy around the problem but beware don t use it too often! 11

11 Creative Behaviors: Intuition Where do you feel it, in your heart or gut? It s your subconscious letting you know something before your rational brain has kicked in. 12

12 Creative Behaviors: Playfulness The most creative people we know are children. Being childlike opens up access to our subconscious and allows more creative connections to be made, thus boosting our insightfulness. 13

13 Signaling Creative Behaviors: Signaling is about letting other people know how you want them to be. If people are in a creative session with both expansive (creative) thinking and reductionist (analytical) thinking, they won t mix. Signaling is about communication to people whether you want them to judge an idea or help you build one. You can signal physically (through environment or props) or verbally. 14

14 Creative Behaviors: Greenhousing Greenhousing is all about nurturing ideas - building them and allowing them to grow. When ideas are first presented, they are not fully formed and need help and input from others before they can be judged and assessed. Too often in business we stamp on ideas through the language we use, or wait for an opportunity to present our ideas instead. Greenhousing is the behavior that allows ideas to get better. Use yes, and instead of yes, but Putting energy into seeing how something could work, rather than forming judgments. 15

15 Zadání Jaká má/může být role banky ve 21. století Kontext Proč chcete něco měnit a proč právě teď? Proč je to důležité? Co dělá konkurence? Problém Co chcete měnit? Překážky Co můžeme a co ne? Kterým směrem se nechcete ubírat? Cílový stav Jaký to bude mít dopad? Jaké jsou kritéria ůspěchu? Jaký je ideální výsledek? 16

16 Definice zadání Jaká má/může být role banky ve 21. století Kontext Jaké služby by podnikatelé od banky chtěli? Jakými službami by podnikatelé mohli systém banky obohatit (virtuální / fyzické)? Problém Jak využít klíčové kompetence banky udržení bankovního tajemství, spolehlivost, důvěra pro rozšíření poskytovaných služeb. Překážky Vyhnout se tradičnímu pojetí banky jenom jako zdroj peněz. Cílový stav Vše pod jedním heslem = Informačně finanční instituce 21. století -> centrum správy byrokratických agend pro zjednodušení byrokracie a přehlednost podnikatelských aktivit 17

17 Insight Phase at a Glance Clues What have I seen, heard, read? Absolute fact. Include context. A5 (small) paper Hunches Why might they be doing that? Interpretations or possible reasons why this might be going on. A4 (medium) paper Themes Clusters of Hunches that emerge as Themes. A3 (large) paper Opportunity Platforms How can we use this? Themes that have been turned into Opportunities something you can use to have Ideas. 18

18 Pátraní po bance 21.stoleti Skupina c. 1: Co potřebujete od banky? Skupina c. 2 Co Vám banka momentálně poskytuje a co Vám chybí? Skupina c. 3 Co potřebujete v podnikáni? Skupina c. 4 Popište ideální banku

19 TÉMA - název Popis (How to so that ) Jak / Co kdyby. aby.

20 Příklad příležitosti Jak využít informační systém banky, aby se mi zjednodušila byrokracie v podnikáni.

21 Lateral Thinking Techniky pro stimulací nápadů: 4 R 22

22 Revolution (Revoluce) 23

23 Related Worlds (Příbuzné světy) 24

24 Re-Expression (Alternativní vyjádření) 25

25 Random Links (Náhodné souvislosti) 26

26 NÁPAD - jméno Pro koho je určen Popis Jaké přináší výhody

27 Ideation Skupina c. 1: Related worlds - Jak by asi vypadala banka, kdyby byla google Skupina c. 2 Re-expression - Jak by jste zadání vysvětlili dětem Skupina c. 3 Revolution - Jak by vypadala banka, kdyby nespravovala peníze Skupina c. 4 Random link - Najděte spojitost náhodného objektu s bankou

28 Proces rekapitulace Definition Insight Ideas Impact 5