INSTITUTE OF EDUCATION CHIAVENATO www.chiavenato.com INNOVATION CAN HAPPEN IN YOUR COMPANY?

Idalberto Chiavenato I had a good idea! It will not work. We tried that before. Not the right time. You can not do. That's not how we usually do. Things work without it. Will be very expensive. We will discuss this next meeting. Cost Reduction Value Creation X What is innovation? • • • • • • • • • • Create new? Do new things? Change or modify things today? Ma ke it different from others? Ending routine and sameness? Establish the imaginat ion and creativity? Improve forever and ever? Criticizing the status quo? Develo p critical thinking? Doing better than others? Forward in time in relation to ot hers? Think Think Vary Think Vary Imagine Think Vary Imagine Create The paths of innovation Think Vary

Imagine Create Innovate Why Some Companies are innovative and others not? Person Post Person Architecture Post Person Organizational Culture Architecture Post Person Lifestyle Management Organizational Culture Architecture The cages and chains progressive. Post Person What are the sources of innovation in your company? Innovation Talents 1. Talents Skills Know Knowledge Know-How Skills Know Skills

Knowledge Know-How Know Make It Happen Skills Know Attitude Skills Knowledge Having people ... not always mean having talent. Attracting and retaining talent is enough? Critical Success Factors RH Talent Management 4 Critical Success Factors RH Talent Management 4 Add Talent Critical Success Factors RH Talent Management 4 Add Talent Apply Talents Critical Success Factors RH Talent Management 4 Add Talent Apply Talents Rewarding Talent Critical Success Factors RH Talent Management 4 Add Talent Apply Talents

Rewarding Talent Develop Talent Critical Success Factors RH Talent Management 4 Add Talent Apply Talents Rewarding Talent Develop Talent Keeping Talent Critical Success Factors RH Talent Management 4 Add Talent Apply Talents Rewarding Talent Develop Talent Keeping Talent Monitor Talent And who should care for the talent? Only the RH? Organizational Culture Innovation Talents 2. Culture In search of an ecology of organizational innovation to rethink and redesign. Culture: • Engagement and participation • Learning • constant change and renewal • Excell ence • Focus on results • Customer Satisfaction • Quality of life at work • Ethi cs and Responsibility EMPOWERMENT Power

EMPOWERMENT • Empowering people. • Delegate authority and responsibility • Trust people • Give people freedom • G ive importance to people Power EMPOWERMENT • Empowering people. • Delegate authority and responsibility • Trust people • Give people freedom • G ive importance to people Motivation • Provide motivation • • • • • Encourage people recognize the good work people Rewarding Profit Celeb rate the achievement of goals Power EMPOWERMENT • Empowering people. • Delegate authority and responsibility • Trust people • Give people freedom • G ive importance to people Motivation • Provide motivation • • • • • Encourage people recognize the good work people Rewarding Profit Celeb rate the achievement of goals Lead • Provide leadership • • • • • Targeting people set goals and targets Opening new horizons evaluate t he performance Provide feedback controller Power EMPOWERMENT • Empowering people. • Delegate authority and responsibility • Trust people • Give people freedom • G ive importance to people Motivation • Provide motivation • • • • • Encourage people recognize the good work people Rewarding Profit Celeb rate the achievement of goals • • • • • Development • Provide resources to the people Train and develop people provide information Knowledge Management Teaching new t echniques to introduce and develop talents Lead • Provide leadership • • • • • Targeting people set goals and targets Opening new horizons evaluate t he performance Provide feedback controller

Organizational Culture Innovation Architecture and Processes Talents 3. Architecture Levels Areas • Vertical Tearing down boundaries: • Horizontal • External • Vertical Building Bridges: • Horizontal • External Organizational Culture Management Style Innovation Architecture and Processes Talents 4. Management Style • Leadership Coaching • Mentoring • renovating Where to start? Organizational Culture Management Style Innovation Architecture and Processes Talents What paths that lead to innovation? Impediments to Innovation • Strong commitment to outdated practices. • Inability to unlearn.

Culture • Lack of institutional priority or personal unfolding. • Lack of appropriate in centives. • People inappropriate. • Physical environment unfavorable. • Lack of appropriate technology. Technology • Technology difficult to use. • Technology threatening the business. • Measurem ents inappropriate or nonexistent. • Emphasis on erroneous measurements. • Empha sis on financial measures. Measurements Impediments to Innovation Enablers of Innovation • Strong commitment to practice outdated. • Inability to unlearn. • Workforce energized and diversified. • Passion for institutional innovation. • Physical environment for creativity and innovation. • Environment and discovery learning. • Strong knowledge sharing. • Technology high utility. • Technology e rgonomic and easy. • Accessibility to technology. • Encouraging experimentation. • Emphasis on learning and adaptation. Culture • Lack of institutional priority or personal unfolding. • Lack of appropriate in centives. • People inappropriate. • Physical environment unfavorable. • Lack of appropriate technology. Technology • Technology difficult to use. • Technology threatening the business. • Measurem ents inappropriate or nonexistent. • Emphasis on erroneous measurements. • Empha sis on financial measures. Measurements • Use of measures multifactorial. • Emphasis on long-term results. Organizational innovation is not the result of a single thing but a set of dimen sions, including: • Challenge and involvement of people Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • Challenge and involvement of people Conflicts Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • Challenge and involvement of people Conflicts Debates Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • Challenge and involvement of people Conflicts Debates Fr eedom Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • • Challenge and involvement of people Conflicts Debates Freedom Support for new ideas

Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • • • Challenge and involvement of people Conflicts Debate s Freedom Support for new ideas time ideas Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • • • • Challenge and involvement of people Conflicts Deba tes Freedom Support for new ideas Time Informality ideas and humor Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • • • • • Challenge and involvement of people Conflicts De bates Freedom Support for new ideas time and ideas Informality humor Trust and o penness Organizational innovation is not the result of a single thing but a set of dimen sions, such as: • • • • • • • • • Challenge and involvement of people Conflicts Debates Freedom Support for new ideas Time Informality ideas and humor and openn ess Trust Assumption risk Innovation is something that can happen in your company! Much sooner than you think! For additional information, visit: www.chiavenato.com