Going Wild With Innovation. Bismarck State College League for Innovation March 2012

Transcription

1 Going Wild With Innovation Bismarck State College League for Innovation March 2012

2 WHAT IS YOUR ROLE AT YOUR Enter question text... COLLEGE? 1. Senior Administrator 2. Administrator 3. Faculty 4. Staff 5. Other 0% 0% 0% 0% 0%

3 WHAT IS THE SIZE OF YOUR COLLEGE CREDIT ENROLLMENT? 1. Small > Medium , Large < 10,000 0% 0% 0% 1 2 3

4 FAST FACTS LOCATION: Bismarck, capital city of North Dakota ENROLLMENT: 4,000 credit students, 14,000 served annually through continuing education NATIONAL DESIGNATION: National Power Plant Operations Technology and Education Center (Designation by U.S. Department of Energy) ACCREDITATION: Higher Learning Commission of the North Central Association of Colleges and Schools HIGHER EDUCATION AFFILIATION: Member, North Dakota University System

5 RATE OF CHANGE TIME

6 RATE OF CHANGE 1200 TIME 1700s 1900s 1950s 2000s

7 RATE OF CHANGE 1200 TIME 1700s 1900s 1950s 2000s

8 RATE OF CHANGE Autocatalytic 1200 TIME 1700s 1900s 1950s 2000s

9 THE LAW OF ACCELERATING RETURNS An analysis of the history of technology shows that technological change is exponential, contrary to the common-sense intuitive linear view. So we won't experience 100 years of progress in the 21st century -- it will be more like 20,000 years of progress (at today's rate). by Ray Kurzweil

10 GREAT AND BRILLIANT IDEAS

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13 INNOVATIVE THINKING Henry Ford:"If I'd asked my customers what they wanted, they'd have said a faster horse. Peter Drucker: Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth. Bill Gates: Never before in history has innovation offered promise of so much to so many in so short a time.

14 Innovation: A Priority Percentage of executive respondents who consider innovation a top-three strategic priority

15 FIRST STEPS Established an Office of Innovation Tied to Strategy & Plan Designated budget

16 VISION MISSION - VALUES VISION A national model for innovative education and workforce training MISSION Bismarck State College, an innovative community college, offers high quality education, workforce training, and enrichment programs reaching local and global communities. Values People, Excellence, Innovation, Learning, Integrity

17 IS LEADERSHIP READY FOR INNOVATION? 1. Yes, Senior leadership has established a vision for innovation 2. Discussion has begun 3. No, not a priority for the institution at this time 0% 0% 0% 1 2 3

18 Adapted from Connecting Culture to Operational Change (Human Resource Magazine, March 1996 pp 84-90) T. Galpin

19 Adapted from Connecting Culture to Operational Change (Human Resource Magazine, March 1996 pp 84-90) T. Galpin

20 ENVIRONMENT Leadership Announcement Kick Off Event Innovation Project

21 SPINNING SPACES SMILING FACES Before After

22 Adapted from Connecting Culture to Operational Change (Human Resource Magazine, March 1996 pp 84-90) T. Galpin

23 WORK STRUCTURES Flat Campus / Empowerment LEAN Office Idea Submission Process

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25 DOES YOUR COLLEGE USE A PROCESS? 1. Yes, college has an easy to use process or system to share and capture innovative ideas. 2. Discussion has begun 3. No, not a priority for the institution at this 0% 0% 0% time 1 2 3

26 Adapted from Connecting Culture to Operational Change (Human Resource Magazine, March 1996 pp 84-90) T. Galpin

27 INTERPERSONAL SKILL BUILDING Employee Innovation Orientation Personal Innovation Competencies Creative Problem Solving Accelerated Innovation KnowBrainer Tool Empowerment Training Encouraging an Environment of Innovation Endeavors Program Certification

28 INTERPERSONAL BEHAVIORS Innovation Skill Building BSC Facilitators Ceremonies & Events Wild Endeavor Team Recognition Classroom Management Software Encourage & Reward Innovative Behavior

29 % of FRONT LINE LEADERS ENCOURAGE & REWARD INNOVATIVE BEHAVIOR % % % 0% 0% 0% 1 2 3

30 HOLDING EMPLOYEES ACCOUNTABLE 1. Yes, employees are held accountable for innovation as part of individual performance review. 2. Discussion has begun 3. No, not a priority for the institution at this 0% 0% 0% time 1 2 3

31 Adapted from Connecting Culture to Operational Change (Human Resource Magazine, March 1996 pp 84-90) T. Galpin

32 VALUES & NORMS Communication: Updates Eyes On Innovation Annual Report World Creativity and Innovation Week External Advisory Group

33 METRICS Baseline Survey Feb 2009 Follow Up Survey April 2011 RESULTS Increased innovative behaviors by points Decreased non-innovative behaviors by 92 points

34 CLIMATE CONTROL: IS YOUR ORGANIZATION READY? We want to be innovative We are Innovative Neutral

35 BIGGEST BARRIER TO INNOVATION IN YOUR ORGANIZATION? 1. Don t have the right people for the type of innovation. 2. People not allocated to innovation. 3. Have the right people, but leaders protect innovation. 4. Have the right people, but culture inhibits progress. 0% 0% 0% 0%

36 INHIBITING INNOVATION.

37 QUESTIONS Recommended Books on Innovation The Innovator s DNA Dyer, Gregerson, Christensen Stoking Your Innovation Bonfire Braden Kelley The Art of Innovation Kelley, Littman, Peters The Leaders Guide to Lateral Thinking Skills- Sloane A Whole New Mind -Pink Cats : The Nine Lives of Innovation - Lundin The Big Book of Creativity Games - Epstein

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43 FIVE PRINCIPLES FOR SUCCESSFUL INNOVATION 1. Vision 2. Systematic processes 3. Reward and recognition system 4. Focus on customer needs 5. Leadership

44 WHY MOST INNOVATIONS FAIL 1. Not creating a culture that supports innovation 2. Not getting buy-in and ownership from business unit managers 3. Not having a widely understood, system-wide process 4. Not allocating resources to the process 5. Not tying projects to company strategy 6. Not spending enough time and energy on the fuzzy front-end 7. Not building sufficient diversity into the process 8. Not developing criteria and metrics in advance 9. Not training and coaching innovation teams 10. Not having an idea management system

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