Innovation Mobily 1 Mti Global

InnovationInnovation

03-05.MAY.2010

Weam N. Abbas BBA, SPHR.

Senior Management Consultant

MTI Global Management of Tomorrow

Yo u r Fa c i l i t a t o r

Conducted seminars in such countries like:

U.A.E.

Saudi Arabia

Romania

U.S.A.

Canada

I n t roduce Yourse l f

1. Your name

2. Title

3. Experience

4. Education

5. Hobbies

6. Expectations

Some of our prestigious clients

Other Important clients

Turn me off please

Methodology

Group Discussion

Brainstorming

Individual assignment and self

assessment

Thinking as individuals and as

members of a team

Maximum input from you

Rules of the Workshop

Freedom to share your ideas

Participation is a must

No smoking in the room

Bring your tea , coffee, etc.

Attendance & Certificates

Lets have fun!

Objectives

To provide participants with the required knowledge and skills that will enable them to think innovatively and creatively and to employ this style of thinking in problem solving and development of work methods in the organization.

By the end of the program, participants will be able to:

1- Look at issues and problems facing the business and create new ways to tackle them. They will be involved and have the capability to question current practices and develop rational arguments to try new things.

2- Devise entirely new concepts and breakthrough thinking by:

• Devising entirely new strategic ideas from scratch that can move

the organization forward• Looking at things in a new way – breakthrough thinking• Developing new strategies that fundamentally change the way

the organization does business• Propelling Mobily industry leadership through pioneering new

products, services or work processes to set a new industry standard.

• Introduction to Innovation and creativity

• Types of Innovation

• The S-Curve

Common Definitions Industry Examples and Case-Study

09:00 am – 09:20 am

Incremental and Radical Innovation Factors that favor Incremental Innovation Innovation in Processes Service Innovation Group Exercise

09:20 am – 10:00 am

• Coffee Break

10:15 am – 10:45 am

10:00 am – 10:15 am

A Concept and its Lessons Where do you stand on the S-Curve? Group Exercise

• Theoretical and Psychological Aspects of Innovation and Creativity

• Types of Thinking in Innovation

Myths about Creativity The components of individual

Innovation and Creativity Characteristics of Innovative and

Creative Groups The effect of Time Pressure on

Creativity

10:45 am – 11:25am

Critical and Analytical Thinking Creative and Analogical Thinking The Communication Dilemma Group Exercise

11:25am – 12:00 pm

• Lunch and Thuhur Prayer Break 12:00 pm – 01:00 pm

• Latest Trends of Innovation in the Telecommunication Industry

• Idea Generation

Western vs. Eastern Innovative Styles The Vicious North American-European-

Asian Race and its Impact on the JCC Market

Mobily’s Position Compared to JCC Competitors

Group Exercise

01:00 pm – 02:00 pm

New Knowledge and Tapping the Ideas of Customers

Learning from Lead Users and Empathetic Design

The Role of Mental Preparation How Management can Encourage Idea

Generation Two Idea Generation Techniques

01:40 pm - 02:10 pm

• Recognizing Opportunities

• The Creative Associate of Mobily

A Method for Opportunity Recognition Rough-Cut Business Evaluation Analyzing Competition to Recognize

Opportunities for Mobily as a Leader in the Telecommunication Market

Characteristics of the Creative Associate Signs and Signals of Hidden Innovators Individual vs. Group Creativity

02:40 pm – 03:00 pm

• Coffee and Asr Prayer Break 03:00 pm – 03:300 pm

• Conclusion of Day 1 - Q&A Session 03:30 pm – 04:00 pm

02:10 pm – 02:40 pm

• Review of Material Covered in Day 1

• Moving Innovation to Market

08:15 am – 08:25 am

The Idea Funnel Stage-Gate Systems Financial Issues Extending Innovations through Platforms

08:25 am – 09:00 am

• Coffee Break 10:00 am – 10:15 am

• Innovation Across all Organizational Departments 09:00 am – 10:00 am

Administration and Human Resources Marketing, Advertising and Public Relations CRM and Clientele Development Financial Management Group Exercise

• Innovation and Creativity Through Change

• The Human Brain and Mind Mapping

Definition and Overview of the Concept of Change

The Four Stages of Change Organizations go through

The Perception of Change

10:15 am – 10:45 am

Right-Brain-Dominant vs. Left-Brain-Dominant Brain Storming and its 7 Rules The 80/20 vs. 50/50. Logic vs. Emotion

10:45 am – 11:15 am

• What Leaders Must Do Develop an Innovation-Friendly Culture Establish Strategic Direction

11:15 am – 12:00 pm

• STC Innovation Strategy

Group Exercise and Discussion

01:00 pm – 02:00 pm

• Lunch and Thuhur Prayer Break 12:00 pm – 01:00 pm

• Zain Innovation Strategy

02:00 pm – 03:00 pm

• Coffee and Asr Prayer Break 03:00 pm – 03:30 pm

• Conclusion of Day 2 Certification Handout

03:30 pm – 04:00 pm

• Introduction to Innovation and creativity

Process by which an idea or invention is translated into a good or service for which people will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination, and initiative in deriving greater or different value from resources, and encompasses all processes by which new ideas are generated and converted into useful products.

In business, innovation results often from the application of a scientific or technical idea in decreasing the gap between the needs or expectations of the customers and the performance of a firm's products or services.

Innovation is a change in the thought process for doing something or "new stuff that is made useful“. It may refer to an incremental emergent or radical and revolutionary changes in thinking, products, processes, or organizations

in·no·va·tion

Pronunciation: \ˌi-nə-ˈvā-shən\

Function: noun

Date: 15th century

1 : the introduction of something new2 : a new idea, method, or device

Types of Innovation

Incremental Innovation

It is generally understood to exploit existing forms or technologies. It either improves upon something thatAlready exists or reconfigures an existing form or technology to serve some other purpose

Radical Innovation

Types of Innovation

It is something new to the world, and a departure from existing technology or method. The terms breakthrough innovation, disruptive and discontinuous innovation are often used synonyms for Radical Innovation

Types of Innovation

Factors that favor Incremental Innovation

•Timeline•Cost•Steadiness•Risk

Types of Innovation

Innovation in Processes

People are used to thinking of innovation in terms of physical, manufactured goods such as computer chips, flat screen displays, fuel cells, night vision equipment, and so forth. In reality, process and service innovations are just as important in the competitive life of companies and industries.

Types of Innovation

Service Innovation

Great things happen when people rethink how best to serve customers. Service Innovation can very well produce winning business models.

Key concepts and

skills

Levels 1 and 2

Level 3 Level 4 Level 5 Level 6

Generating ideas

Standards do not apply at Levels 1 and 2.The Level 1 and Level 2 learning focus statements suggest appropriate learning experiences from which managers can plan relevant coaching and mentoring activities that support employees to develop the concepts and skills.

Apply creative (speculative) ideas in practical ways.

Use creative (speculative) thinking strategies in a range of contexts.

Apply creativity in engaging with, and exploring, ideas in a range of contexts.

Experiment with innovative possibilities within the parameters of a task.

Generating solutions

Use open-ended questioning and integrate available information to explore ideas, experimenting with a range of creative solutions.

Generate imaginative solutions when solving problems by working with both concrete and abstract idea, (their own and those of others).

Generate multiple options, problem definitions and solutions.

Take calculated risks when defining tasks and generating solutions to increasingly complex tasks.

Testing and exploring ideas

Test the possibilities of ideas they generate.

Test the possibilities of concrete and abstract ideas (or processes) generated by themselves and others including the unfamiliar.

Demonstrate creativity in the ways they engage with and explore ideas.

Apply selectively a range of creative thinking strategies to broaden their knowledge and engage with contentious, ambiguous, novel and complex ideas.

The S-Curve

The Concept

The S-Curve

Lessons Learnt from The S-Curve

Lesson 1: Defenders face difficult choices

• Abandon the business they already own, with all its cash flow and certainty, in favor of the rival technology

• Hold onto what they have and work hard to make it better or useful to more customers.

• Hold onto the existing business and begin investing in the new technology as a hedge against the future.

The S-Curve

Lesson 2: Leaders in one generation of technology are seldom leaders in

the next

The S-Curve

Lesson 3: Attackers enjoy important advantages

• An undivided focus

• An ability to attract talent

• They are not captives of powerful customers

• Little bureaucracy

• No need to protect investments in unrelated skills or assets

Where do you stand on The S-Curve?!

The S-Curve

• Get on board the rival technology

• Leapfrog the rival technology with something better

• Look for a breakthrough that will give your technology a new lease on life

• Stick with your current technology, but expand it into different markets

The S-Curve

Group Exercise

Theoretical and Psychological Aspects of Innovation and

Creativity

Myths about Creativity

The smarter you are, the more creative you are

Creativity

The young are more creative than the old

Creativity

Creativity is reserved for the few – the flamboyant risk takers

Creativity

Creativity is a solitary act

Creativity

You can’t manage creativity

Creativity

The components of individual Innovation and Creativity

Creativity

Characteristics of Innovative and Creative Groups

Creativity

Characteristics of Innovative and Creative Groups

• Individual differences can produce a creative friction that sparks new ideas

• Diversity of thought and perspective is a safeguard against Groupthink.

• Diversity of thought and skills gives good ideas more opportunities to develop

The effect of Time Pressure on Creativity

Creativity

What do you see?

Critical and Analytical Thinking

Types of Thinking in Innovation

This type of thinking style involves determining the meaning and significance of what is observed or expressed, or, concerning a given inference or argument, determining whether there is adequate justification to accept the conclusion as true

Creative and Analogical Thinking

analogical thinking refers to a process of finding and using a known experience or domain to understand an unknown phenomenon or domain. In this case, the term thinking is used quite broadly, and may embrace subconscious or unconscious responses

The Communication Dilemma

Group Exercise

Western vs. Eastern Innovative Styles

Latest Trends of Innovation in the Telecommunication

Industry

• Mass-Production

• Cost-Effectiveness

• Global Expansions

• Bottom-line

North America

Industry

Western Europe

• Quality

• Market Share

• Bottom-line

Industry

Eastern Europe

• Competition

• Bottom-line

• Brand Development

Industry

• Quality

• Market Dominance

• Bottom-line

Industry

JCC• Quality

• Competition

• Brand Development

• Stock Market Placement

The Vicious North American-European-Asian Race and its Impact on the JCC Market

Industry

Mobily’s Position Compared to JCC Competitors

Industry

Idea Generation

New Knowledge and Tapping the Ideas of Customers

Most radical innovations are the product of new knowledge, like computers

Customers are an evergreen source of innovative ideas if salespeople, service people, and R&D teams listen to what they say and probe for more

Idea Generation

Lead Users are companies and individuals, customers and non-customers whose needs are far ahead of market trends

Idea Generation

Empathetic Design is an idea-generating technique whereby innovators observe how people use existing products and services in their own environments to produce solutions to problems customers are not aware of yet.

The Role of Mental Preparation

Idea Generation

A prepared mind is more likely to formulate a problem-solving idea orrecognize an opportunity

• Search the literature.• Look at all sides of the

problems.• Talk with people who

are familiar with the problem.

• Play with the problem.• Ignore the accepted

wisdom.

How Management can Encourage Idea Generation

Idea Generation

• Rewards

• A climate of innovation

• Hire innovative people

• Encourage the cross-pollination of ideas

• Support for innovators

A Method for Opportunity Recognition

Recognizing Opportunities

Characteristics of the Innovative and Creative Associate at Mobily

The Creative Associate of Mobily

• An expert or well-experienced/Educated in one or two fields.

• Enjoys doing innovative work.• An individual contributor.• Good problem solvers.• Find new and different ways of seeing things.• A collaborator.

The Idea Funnel

Moving Innovation to Market

Stage-Gate Systems

Moving Innovation to Market

Administration and Human Resources

Innovation Across all Organizational Departments

• Job and candidate profiling.• Job matching.• Personality/job requirement training.• Employee exchange programs.

Marketing, Advertising and Public Relations

CRM and Clientele Development

Financial Management

• Before taxation investments

• RRSP

• Pension Plans

• Paid-up Pension Plans

• Paid-up insurance policies

Group Exercise

Definition and Overview of the Concept of Change

Innovation and Creativity Through Change

It is the process to transform something from one form to another

Generally, we fear change because we develop high levels of comfort in what we are already familiar with

Vision

Skills Incentives ResourcesAction Plan

+ + + + = Change

Skills Incentives Resources+ + + + = False Starts

Skills IncentivesAction Plan

+ + + + = Frustration

Skills Incentives ResourcesAction Plan

+ + + + = Confusion

Incentives ResourcesAction Plan

+ + + + = Anxiety

Skills ResourcesAction Plan

+ + + + = Gradual Change

The Four Stages of Change Organizations go through

1. Initial start-up

2. Rapid growth

3. Leveling-out

4. Decline

Innovation and Creativity Through Change

Right-Brain-Dominant vs. Left-Brain-Dominant

The Human Brain and Mind Mapping

Left Brain Right Brain

- logic- reason- mathematics- linear analysis

- creativity- synthesis/blend- recognition- visual

Brain Storming and its 7 Rules

Rule # 1:Define the issue/problemRule # 2:There must be ABSOLUTELY NO CRITICIZING OF IDEAS

Rule # 3:Write down about five criteria for judging which ideas bestRule # 4:Now select the five ideas that everyone likes best

Rule # 5:Give each idea a score of 0 to 5 points depending on how well it meets each criterion

Rule # 6:Regardless of how it sounds, the idea with the highest score, is the one

Rule # 7:Enjoy the Session

The 80/20 vs. 50/50. Logic vs. Emotion

Develop an Innovation-Friendly Culture

What Leaders Must Do

Establish Strategic Direction

Be Involved in the Innovation Process

Be Open to New Ideas, But Be Skeptical

Put People with the Right Stuff in Charge

What Leaders Must Do

Create an Ambidextrous Organization

Improve the Idea-to-Commercialization Process

STC’s Innovation Strategy

Zain’s Innovation Strategy

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