Final Exam

Ten Faces of Innovation Assesment (The Caregiver) in Cosmic Clothes

Entrepreneurship and Corporate Entrepreneurship

Knowledge and Innovation MM – 5011
Lecturer:

Jaan Hidajat Tjakraatmadja Leo Aldianto

Mohamad Odang Rizki - 29108310
MBA Executive – 40

Ten Faces of Innovation Assesment (The Caregiver) in COSMIC CLOTHES Case
The Ten Faces of Innovation is about how people and teams put into practice methods and techniques that infuse an enterprise with a continuous spirit of creative evolution. Successful businesses build fresh innovation strategies into their operations. When the team's creative engine is running, the momentum and synergy can keep a company ahead and creating competitive advantage. The right innovation project at the right time can encourage a company-wide movement, generating an afterglow that permeates the workplace—sparking a culture of innovation that takes on a life of its own. The ten personas are not inherent personality traits or "types" that are permanently attached to one (and only one) individual on the team. These innovation roles are available to nearly anyone on your team, and people can switch roles, reflecting their multifaceted capabilities. People can take on multiple roles. You need not have a one-toone mapping of teams to personas, and you certainly don't need ten people on every team. Some of these roles will undoubtedly fit ones better than others. Ones may be a born Cross-Pollinator or a nimble Experimenter. You may also find a person is a better Anthropologist than others thought possible. This isn't a competition between the individual innovation roles, but it's a team effort to expand the overall potential of the organization. Increasing skills in just two or three roles can make a critical difference. The Ten Faces of Innovation is about broadening the color palette that people have.1 We can divide The Ten Faces Innovation personas into three groups;  The Learning Personas; Anthropologist, Experimenter, Cross-Pollinator Gather new sources of information  The Organizing Personas; Hurdler, Collaborator, Director The best ideas must compete for time, attention, and resources.  The Building Personas; Experience Architect, Set Designer, Caregiver, Storyteller Apply insight form the Learning Personas and channel empowerment from the Organizing Personas to make innovation happen. From the COSMIC CLOTHES case, the caregiver assessment can be proposed to the organization structure. We can add a General Affair and Costumer Relationship to accommodate the role of the caregiver persona in the company. The programs assesment in general is for gathering information and needs from the customer, delivering services to the customer, and give a safety-net to the customer. It’s applied to the company it self. The employee is the capital that the company have, it have to be leverage to achieved optimum synergy and advantages. The form of the program can be as offline and/or online forum. The forum it self can be analyze and giving insight to the company. Even the silliest question or the most unimportant thread won’t give harm to innovation.

1

(2009). In IDEO, The Ten Faces of Innovation. Retrieved December 6, 2009, from http://www.ideo.com/news/the-ten-faces-of-innovation/

The Ten Faces of Innovation2
  The Anthropologist                  The Director      The Experience Architect    The most important of the personas Great problem solvers are easy to come by; the hard part is knowing what problem to solve Must look past tradition and preconceived notions and truly observe things Ability to see what’s always been there but has gone unnoticed Look in unusual places A passion for hard work, a curious mind, and an openness to serendipity Strive for inspiration but never shy away from perspiration Prototyping is basically experimenting This is essentially what we called bisociation Cross-Pollinators create something new and better through the unexpected juxtaposition of seemingly unrelated ideas or concepts Hurdlers do more with less Don’t always have to attack a problem head-on if you can sidestep it Obstacles sometimes inspire great achievements A Hurdler sees beyond an initial failure Goodman’s lost their only restaurant customer for their bagged lettuce and created a new industry Collaborators bring people together and get things done These are the team builders, the ones who listen to everyone, and the ones who can navigate the political waters Orchestrates a company’s innovation efforts Gets people to take intelligent chances and gives them the opportunity to recover from failure Gives center stage to others Rise to tough challenges Shoot for the moon Ready to improvise with whatever is available Sets the stage for positive encounters with your organization through products, services, and interactions Designs for customers and employees Keep you from competing at a commodity level Looks for negative or neutral elements in the status quo and looks for opportunities to refine them into the extraordinary (similar to our pain storming) The workplace design affects productivity Giving employees latitude in the shape and character of their workspace helps reinforce a company persona that is fun, welcoming and stimulating Creating and telling of stories is part of human nature Brand-savvy modern businesses must know how to tell a good story Stories make an emotional connection (much better than facts and data) Storytelling builds credibility Take extra pains to understand each individual customer Service innovations come in all sizes Offer customers a safety net The foundation of human-powered innovation Empathy for individual Create Relationship

The Experimenter

The Cross-Pollinator

The Hurdler

The Collaborator

The Set Designer

           

The Storyteller

The Caregiver

2

Ten Faces of Innovation, Kelley, Tom with Littman, Jonathan, Currency Doubleday, 2005

The Caregiver – Example Case
YES, People Are Human 3 The example is telling about the stories in the company that used to be treating customer just like a statistic. Then the story is telling us about the success program that applied in Kodak that is having a development in digital imaging. The complete stories abot the story is like followed; There was a time when companies wrote off people like Sally as “stupid customer.” A Big Three auto executive in the 1930s once lamented, “It’s not that we build such bad cars; it’s that they are such lousy customers.” The annals of business are chock-full of executives who didn’t understand why people couldn’t use their product correctly. For example, Iridium’s ill-fated satellite phones system requires customer to have what they called “user dexterity.” Iridium expected callers to position themselves so that nothing blocked the line of sight between their phone and the orbiting satellites-an unfathomable geomwtry problem for some customer. Sooner or late, many of these companies lost market share or – like Iridium – went bust. Unless you wield monopoly power, such arrogance is generally not a good customer strategy. Nor is treating customers like statistics. In these days of clickthrough demographics and detailed buying patterns, too many companies assume that the answers will be electronic, that everything worth knowing will be assigned scientifically determined percentages. But this assumes you know the right question to ask. And it forgets that outrageous new products and ideas recognize that people are human. Emphaty is about finding and listening to the Sallys of the word. It’s about rediscovering why you’re actually in business, whom you’re actually trying to serve, what needs youre trying to fulfill. Companies periodically need an empathy check. Often they fall into the trap of responding to what seems to be market needs: introducing new features simply because other companies are introducing new features. Long-term market leaders especially face this pressure. A few years back, Kodak asked us (IDEO) to help investigate the future of digital imaging. As with many projects, there was a tension between quickly gettong a product out laying the groundwork for future strategies. One of the first things we (IDEO) did was to remind team members about the underlying emotions associated with collecting, sharing, and viewing images. Jane asked each of them to write a half-page essay about picture-related experiences they’d had in the past six month, anything from snapping family photos to sorting their album or mailing photos. Jane shared the personal insight with the rest of the team and published them in a little booklet, which we gave to each member. Though only a few Kodak employees wrote essay, word spread to Kodak’s advance technology lab. Upon hearing one of these family photo-taking tales, one of the lab members said he realized for the first time how important photos can be to families. Clearly touchd, the man had newfound desires to make his project relevant people. Inspirations like these don’t always immediately spawn new products or services, but they can refresh and reinvigorate workers. Jane’s work has had a similar effect on employees at IDEO. We (IDEO) don’t always have the time or budget to extensively research all the human factors that may be at pay. But because of Jane’s example, we’ve all learned to consider more carefully the human component.

3

The Art of Innovation, Kelley, Tom with Littman, Jonathan, Currency Doubleday, 2001

Understanding of Entrepreneurship
Entrepreneurship can be described as a process of action an entrepreneur undertakes to establish his enterprise. Entrepreneurship is a creative activity. It is the ability to create and build something from practically nothing. It is an ability of sensing opportunity where others see chaos, contradiction and confusion. Entrepreneurship is the attitude of mind to seek opportunities, take calculated risks and derive benefits by setting up a venture. It comprises of numerous activities involved in conception, creation and running an enterprise.4 For Frank H. Knight (1921) and Peter Drucker (1970) entrepreneurship is about taking risk. The behavior of the entrepreneur reflects a kind of person willing to put his or her career and financial security on the line and take risks in the name of an idea, spending much time as well as capital (economics) on an uncertain venture.5 According to Peter Drucker Entrepreneurship is defined as ‘a systematic innovation, which consists in the purposeful and organized search for changes, and it is the systematic analysis of the opportunities such changes might offer for economic and social innovation.’6 In the COSMIC CLOTHES Case, we can conclude from the interview with the entrepreneur it self, Entrepreneurship can be described as follow;

Definition, conlude from Cosmic Clothes Case Entrepreneurship is a discipline with knowledge base theory weather from experience or study. It is an outcome of an arrangement from appropriate knowledge of socio-economic, technical or scientific, legal and compliance ability, and other factors. It involves a fusion of capital, technology and human talent. Entrepreneurship is adaptive to big and small businesses, to all activities, include; economic and non-economic activities. Entrepreneurs have a different trait, but even with the same common traits they will have some different and unique features.

Innovation Multi discipline and multi subject, Innovative creation

Social Mission Social, Culture, Technology, and Economic development

Business Model Infusion of financial and strategic resources to scale business innovations

Impact Greater equity of economic power and a more sustainable company

Org. Structure For-profit, Earned income strategies, Structured system

Uniqueness, Generate creativity

Community support

Insight in marketbased strategies and business environtment

Wide / large variation in the system

Learning organisation

4

Entrepreneur and Entrepreneurship, Dr. Jyotsna Sethi Retrieved December 6, 2009, from http://www.du.ac.in/ 5 (2009). In Wikipedia, the free encyclopedia. Retrieved December 6, 2009, from http://en.wikipedia.org/wiki/Entrepreneurship 6 Innovation and Entrepreneurship: Practice and Principles, Drucker, Peter F., Harper Collins Canada, reissue edition (April 15 1993)

Definition, conlude from Cosmic Clothes Case Entrepreneurship is an arrangement of process. The process it self is not a combination of some unconcious incidents. It is the purposeful and organized search for change, generated and conducted after systematic analysis of opportunities in the environment. Entrepreneurship is a concept, attitude and values - it is the way one thinks, one acts and therefore it can exist in any situation be it business or government or in the field of education, science and technology or poverty alleviation or any others.

Innovation Seizzing opportunities Innovative solutions

Social Mission Serving others, Fulfillment of needs

Business Model Market-based strategies

Impact Structured system and strategies

Org. Structure Flexible organisation and strategies

Any innovative initiative

Environment development

Business model and concept insight to penetrate social trends and issues

Genuine imprint

Systemic and sustainable organisation

Entrepreneurship in other point of view might be describe as an ability to generate and create chances and opportunities that brought up from any circumstances that arise in the environtment. In the process, it experience progress and growth. In the term of my own situation, entrepreneurship can be described as follow; It’s the innovative process that creating opportunities and chance to build a project from the information and the resources that available. The project it’s self is consider as a chance of creating value from the network and resource that the company have. Assesment trough feasibilty studies that can be evaluate is it the project complied with the company vision and mission will become the measurement of the project. Some of the things that have to be considered for the innovation proses, which can be a constraint, can be highlight to several points;7  absence of failure-analysis systems,  lack of patenting initiatives,  lack of recognition for innovations in non-core areas,  poor handling of change management,  informal team formation,  low emphasis on dissemination and commercialization,  inadequacy of rewards and recognition,  procedural delays,  poor documentation and maintenance of records,  easy access to foreign technologies,  unclear norms on linking innovations with career growth,  lack of recognition for contributions by support functions,  ambivalent support from the immediate supervisor,  inadequate systems for the promotion and management of ideas,  lack of facility for pilot testing.

7

Organizational Constraints on Innovation and Intrapreneurship: Insight from Public Sector, by Mathew J. Manimala, P. D. Jose, and K. Raju Thomas , Vikalpa-Volume 31, 2006

Understanding of Corporate Entrepreneurship
The thought that entrepreneurial personality is a commonly accepted sense that equates to risk-takers is not suitable with the entrepreneurship it self. Entrepreneurs are people who tend to systematically analyze opportunities, detect risk, and try to minimize it as much as possible, a risk-aware and opportunity-focused and believe that it can be taught and fostered in a properly structured environment.8 Proper alignment of company culture is one of the most important determinants of success. It should also be noted that corporate Entrepreneurship can in some measure precede large-scale cultural change in the organization. The company need not wait for an overall reorientation in culture to pursue innovation, since “successful ventures can develop in nonentrepreneurial companies with the right kind of tactical interventions” (Thornberry, 2003: p. 341). As these interventions succeed and cultural change begins to take root, new projects will increasingly be facilitated.9 In the term to my own situation in my work place, it can be recognize with the appearance of the database of the project that has been compiled for multiple purpose usage. The data itself is a knowledge and information that in the next step can create an independent new business. The data is a compiled report from all the stakeholder that is related to the project, such as; construction management, architect consultant, mechanical-electrical and plumbing consultant, interior consultant, marketing consultant, and all the intern stakeholder. The inhouse project management has its benefit from the experience and the transfer of knowledge that happened while the project is running. And after that, the division is becoming an independent business and creating its own project.

Diagram above summarises the theoretical framework for corporate entrepreneurship proposed. The upper half of the figure shows the four perspectives, or domains, of research in the area – corporate venturing, internal resources, internationalisation and networks. The lower part of the framework accentuates the possible outcome of corporate entrepreneurship. Some activities will hardly influence the organisation, whereas other activities lead to organisational renewal and yet again some others transform the organisation to something ‘new’, significantly different from what it was before.10
8 9

The Age of Entrepreneurial Turbulence, by Elizabeth W. McBeth, Tomislav Rimac, 2004 Innovative Tensions for Present and Futures Success, by Dave Purewal, Russell Seidle, 2004 Thornberry, N.E. Corporate Entrepreneurship: Teaching managers to be entrepreneurs in Journal of Management Development, 2003 10 A classification of the corporate entrepreneurship umbrella: labels and perspectives, Christensen, K.S. , Int. J. Management Enterprise Development, 2004

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