Leading Global Innovation for International Market Success

Transcription

1 Leading Global Innovation for International Market Success SVPMA Monthly Meeting January 9, 2018 Karina R. Jensen, PhD Founder and Managing Director, Global Minds Network Practice Director, Centre for Leadership and Effective Organisations Professor, Global Innovation and Leadership NEOMA Business School, France

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3 Achieving Global Performance The inability of leaders to facilitate global innovation and collaboration affects organizational performance: Concept design Strategic planning Marketing Operational efficiency Customer connection Global sales performance

4 Multicultural Collaboration Challenges Interactive Dialogue Team Participation Trust-building Understanding & Support of Global Strategy A majority (88%) listed culture as a predictive element in global team work. Source: Global Innovation & Collaboration Study, Dr. Karina Jensen, 2014

5 Leading Global Innovation Performance Creation Vision Leadership & Strategy Go to Market Multi-cultural Collaboration Dialogue Space Organizational Culture & Climate Knowledgesharing & Crosscultural Learning Planning Validation Source: Multicultural Innovation Framework, Dr. Karina Jensen, Global Minds Network, 2018

6 Vision Leadership & Strategy Space Dialogue

7 Global Leadership Style Multicultural Team Performance Creation Execution Planning Validation Source: Leading Global Innovation, Dr. Karina Jensen, 2017

8 Global Product Innovation Process NPD - New Product Dev R&D Front End Product Innovation Design Go-to-Market GTM - Go-to-Market Creation Planning Validation Launch Preparation Worldwide Introduction Discovery Definition Strategy Market Research Analysis Business Case Market potential and trends Market requirements Product localization needs Local competition Customer knowledge, validation, and expectations Budget and resource allocation Design Testing Feedback Development of Product Features, Pricing, Messaging, Marketing Announce Deliver 70% indicate that trust-building and creativity occur during front-end phase. Source: Global Innovation & Collaboration Study, Dr. Karina Jensen, 2014

9 Global or Local Strategy? 70% of study participants indicated that front-end activities are centralized. Source: Global Innovation & Collaboration Study, Dr. Karina Jensen, 2014

10 Local to Global Strategy local market knowledge as competitive advantage Sub 1 Asia Role Local value creation Sub 1 Africa/ Middle East Role Sub 2 Americas Role HQ Global Value Creation Sub 2 Asia Role Sub 1 Europe Role Local value creation Sub 1 Americas Role Sub 2 Europe Role Source: Leading Global Innovation, Dr. Karina Jensen, 2017

11 Global Leadership and Strategic Co-creation in Practice

12 Vision Space Dialogue Knowledgesharing & Learning

13 Knowledge-sharing Across Cultures Structure Communication context Power Knowledge status Openness Building on ideas Initiative Recognition and support Response Feedback process 88% believe that national culture affects knowledge-sharing behaviors.

14 Collaborative Dialogue Facilitation Open Communication Social Networking Listen Respond Dialogue Knowledgesharing Cross-cultural Learning Source: Leading Global Innovation, Dr. Karina Jensen, 2017

15 Knowledge-sharing and Learning Knowledgesharing Crosscultural Learning Social Networking Global Teams Knowledge facilitator Effective platform Interactive workflows Collaborative tools Live forums and communities Spontaneous sharing Source: Leading Global Innovation, Dr. Karina Jensen, 2017

16 Knowledge-sharing and Learning in Practice

17 Vision Space Organizational Culture & Climate Dialogue

18 Global Innovation Culture & Climate Cultural Empathy Global Teamwork & Cultural Diversity Agile Performance Collaboration Transparency & Knowledgesharing Creativity Global Ideation & Innovative Thinking

19 Global Innovation Culture and Climate in Practice

20 Global Collaboration Drivers VISION Create a common vision, values, and language. Leadership & Strategy Leader as knowledge facilitator Engage team members in front end Practice strategic co-creation Develop an open and collaborative team climate. Organizational Culture & Climate Knowledgesharing & Communication Process Create dynamic and interactive conversations. SPACE Establish on site and virtual collaboration space Ensure time and place for ideation Create transparency for project collaboration process DIALOGUE Listen and respond to local market voices Promote frequent interactions, live and virtual Understand and promote culturally diverse views Source: Global Minds Network,

21 Q&A Your thoughts or questions about leading global product innovation?

22 Thank you and Merci! Questions? Dr. Karina R. Jensen Managing Director, Global Minds Network Em: Professor, Global Innovation & Leadership Practice Director, Center for Leadership and Effective Organisations (CLEO) NEOMA Business School, France Em: