Collaborating with clients for innovation

Loading...

Do curso por Copenhagen Business School

A Liderança nas Organizações do Século 21

298 classificações

Explore Related Videos

At Coursera, you will find the best lectures in the world. Here are some of our personalized recommendations for you

Copenhagen Business School

A Liderança nas Organizações do Século 21

298 classificações

Meet Jim Barton, the new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its culture to become a more global competitor. In this course, you’ll travel with Jim as he takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present. This provocative course equips you with the insights you'll need to rise with the occasion of a rapidly shifting business landscape. The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press. Purchase of the book is optional. If you want more information about the book or wish to buy it, see https://hbr.org/product/harder-than-i-thought-adventures-of-a-twenty-first/an/10332-HBK-ENG or http://www.amazon.com/Harder-Than-Thought-Adventures-Twenty-First/dp/1422162591 After taking the course, you'll be able to: o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks; o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world; o Navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more); o Avoid "slippery slope" ethical failures, and think more clearly about the separation between public and private life for a 21st century leader.

Na lição

Leading Innovation

Thanks to mature communications and transportation networks, it has never been easier for low cost producers to market low priced products and services all over the world. Because of this, companies -- especially those not located in low cost regions -- need to innovate, in order to keep offering products and services that are better, even if they aren't cheaper. In the 21st century, the capacity to innovate has become extremely important to business success. And it's the leader's job to create the conditions in which her or his people can innovate effectively. A leader must espouse principles, processes, and practices that allow the organization to innovation better than its rivals. How to do this? How would YOU do it?

Collaborating with clients for innovation8:54

Conheça os instrutores

Robert Austin
Professor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy
Shannon Hessel
Assistant Professor of Art, Leadership and Entrepreneurship
Department of Management, Politics, and Philosophy

In this session, we consider the questions to what degree do we wish to invite our

client, customer or end user into our innovation process and

when is one approach more appropriate than another.

As we consider options raised by different case examples, let's keep in mind our

understanding of what it means to collaborate with others for

the purpose of innovation.

Close collaboration, like the kind we saw practiced at IDEO,

means that a group goes into a process with no predetermined idea of the outcome,

but a shared purpose for what they hope to achieve.

Participants engage in empathetic listening,

to understand the perspectives of others.

And they build on the ideas of others to make their own contributions.

Everyone is engaged.

The process is designed to encourage a balanced conversation so

that no one person or idea dominates.

And the group together shares control of the process and the outcome.

Co-creation with clients can aspire to close collaboration but

it can also like collaborative work appear in many diverse forms.

It won't always look like close collaboration nor should it.

So again, our aim is to become more precise about what we mean by co-creation

in a particular context, so

that we can become more precise in how we organize and lead it.

So let's consider a range of examples that vary across a spectrum

between what we will refer to as an expert mindset and a participatory mindset.

When an innovation process is initiated with the expert mindset,

those leading the process operate with a belief that they, as designers or

engineers, have the expertise required to best address the innovation objectives.

While they may engage in research to understand client or

user interests, behaviors, and worldview they assign the client or

user a passive role in the process.

Users become subjects of study while experts determine the innovation process

and outcome.

The belief inherent in this approach is that the expert is

best position to produce an innovation that will create a new market,

or set a new standard in the industry.

That will exceed customer expectations, or propose new ways of living that depart

from current user experiences, or users ability to articulate their needs.

In Jim Barton's discussion with SMA's head of engineering,

Susan Akita, the design driven innovation option falls at this end of the spectrum.

As we move across the spectrum, the client or

end user takes an increasingly active roll in innovation processes.

Until at that farthest end, they can be considered an equal member of the team.

One who brings critical expertise to bear on addressing the task.

When an innovation process is initiated with a participatory mindset,

organizations invite people who will benefit from the innovation

into the creative process as partners.

Doing so they recognize an opportunity for value creation by

including the perspectives and expertise of clients or end users in the process.

The participatory mindset also reflects the belief that people affected by

a decision, event or innovation should have the opportunity to influence it.

Through inclusion, the process can foster empowerment.

Participants can gain mastery over issues of concern in their lives.

Become more informed, more skilled, and more involved in decision making and

experience an improved quality of life.

Boeing's Moonshine Shop offers one variation in the direction of

a participatory approach.

Their end users are their colleagues, Boeing's managers, engineers,

mechanics and diverse workers on the factory floor.

The Moonshine's innovations aimed to improve the quality of work life for

these workers, addressing safety and ergonomics, and

supporting their work through diverse services.

They actively solicit requests from colleagues for process improvements.

And they seek their ongoing feedback on prototypes and proposed solutions.

IDEO offers a range of options along the spectrum.

In addition to providing clients with the opportunity to hire IDEO's teams of

experts to produce innovation on their behalf.

They also offer opportunities for

clients to collaborate with them on the process of innovation.

They call this radical collaboration.

And they involve the clients in the process on a daily basis.

Now with this option they sell clients an opportunity to co-create with IDEO and

to cultivate the client's own internal capacity to be innovative.

IDEO has found this approach to be valuable when producing disruptive

innovation as according to CEO Tim Brown, the more disruptive an innovation is from

a user standpoint, the more disruptive it is from a business standpoint as well.

Clients need IDEO's partnership in implementing organizational change

to support the innovation.

IDEO needs the client participation in order to ensure that their innovation

is well-suited to the clients' organizational culture and capabilities.

Interestingly, the alternative to design driven innovation that Barton and

Akita discuss, user driven innovation

is not diametrically opposed to design driven innovation on this scale.

But it does move in the direction of a more participatory approach, depending on

whether users or lead users are engaged in passive or active involvement.

Now a classical approach to engaging lead users might be to study them

from the mindset of an expert.

And to use that research to inform innovation.

Now what Barton and Akita discuss, however,

is a more active approach to engaging lead users.

In the case of SMA airplane pilots, in a co-creation process,

by providing those pilots with toolkits to share in the making process.

SMA's engineers and designers still maintain a degree of control over

the design, they create the toolkit,

and they propose certain options within which the pilots can contribute input.

But they gain several benefits from involving experts in that process.

Let's consider one last example.

The work of non-profit design firm project H, described by founder,

Emily Pilloton in her TED talk.

It offers a radical example of participatory innovation.

Pilloton and her partner Matthew Miller work with the superintendent of education

in Bertie County to transform their struggling public education system.

As you watch the video you can consider how Pilloton and

Miller engage Bertie's teachers, students, and community in the design process.

Now notice that their approaches vary across different facets of their work.

In the case of redesigning the computer lab,

Pilloton takes an expert driven approach to design.

Doing so, she proposes a new meaning for

the space as a collaborative environment rather than as a kill and drill facility.

Alternatively, she takes a participatory approach when collaborating with

teachers to design the learning landscape, implicating them in the process.

So that they can bring their expertise to bear on the outcome and

take ownership of the ongoing development and delivery of the learning event.

Now Pilloton and Miller also take a participatory approach to innovation

in the studio when they transfer the capacity to be innovative to students

by educating them in design skills and empowering them to take further action and

transform their communities.

So, how do we determine which approach to use,

along the spectrum from expert driven to participatory innovation?

The cases we've discussed propose a set of motivations for

choosing to invite collaboration with clients and users.

For example, when important expertise lies with the user or

client that is considered critical to producing innovation.

Or when client involvement and ownership is critical to on-going success, for

example, when clients played a critical role in implementing a new innovation

platform, a strategy, a process, or service in their organization.

When there's a demand for a highly customized or unique outcome and

the client is willing to purchase the experience or

opportunity to co-create with experts.

Or when clients have the time, the motivation, the knowledge, and

expertise to collaborate fully.

Also when there exists a large gap in world view between those leading

the innovation process and the clients or end users.

For example, in Bertie County, Pilloton and Miller needed to learn what mattered

to the students and their community in order to understand how best to design for

real change and to empower the participants in the process.

Now an expert oriented approach to innovation becomes more appropriate when

clients are limited in their motivation or ability to fully participate.

Or, when an innovation aims to propose future ways of living, or

address future needs and opportunities to clients and

users which they're not yet able to articulate.

This approach also enables organizations to retain more control over the outcome.

While it is not always an easy proposition to invite clients and

users into close collaboration benefits include an opportunity to access

the situated expertise of the people whose work is to be impacted by the change.

To provide people with resources and

processes to act in their current situation.

To achieve client buy in and investment.

To reduce the risk of acceptance for the innovation.

And to increase the likelihood of organizational change or transformation.

I look forward to hearing your reflections on these options.

Explore nosso catálogo

Registre-se gratuitamente e obtenha recomendações, atualizações e ofertas personalizadas.

O Coursera proporciona acesso universal à melhor educação do mundo fazendo parcerias com as melhores universidades e organizações para oferecer cursos on-line.

© 2019 Coursera Inc. Todos os direitos reservados.

Baixar na App Store

Baixar no Google Play