Strategic Business Management: Innovating to Win Dr. John Mezias Associate Professor, University of Miami Art Gilliland (or) Sean Doherty SVP, Information

Strategic Business Management: Innovating to WinDr. John MeziasAssociate Professor, University of Miami

Art Gilliland (or) Sean DohertySVP, Information Security Group (or) VP and CTO, Enterprise Security Group

1President’s Forum and WSML 2012

What does innovation really mean to you as an individual, as a manager and as a leader? How do you drive a culture of innovation that obtains results? This session allows you to listen to and strategize with real innovators, individuals both internal and external to Symantec, who will help you build an action plan to drive your own and your team’s innovative behavior and ultimately achieve greater success.

Innovating to Win


1. Discuss the requirements for innovation

2. Articulate what it takes to innovate

3. Delineate what it takes to foster a climate of innovation

4. Determine how to build a culture of innovation at Symantec

5. Additional Resources are available in the cascade kit

Course Objectives


Course Agenda

Everybody Contributes to Innovation1

Reframing Mindsets and Challenging Assumptions2

Innovation Successes and Failures 3

Motivating Innovation4

Building a Culture of Innovation5


It is everybody’s job to innovate… Not one group, not one function, not one person, it’s everybody.

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CEO and PresidentSymantec Corporation

President’s Forum and WSML 2012

Reframing Mindsets and Challenging Assumptions

Dr. John Mezias


© John M. Mezias

• You have a cake and a knife • You can cut the cake 4 times in straight lines• What is the maximum number of pieces you can cut the cake

into?

Exercise – The Cake


© John M. Mezias

8 Times?


© John M. Mezias

11 Times?

9

1

2

34

56

8

79

10

11


© John M. Mezias

12 Times?


© John M. Mezias

14 Times?

11

21

3

45

67


© John M. Mezias

• Cut the cake into two pieces• Put one piece on top of the other and cut it in two again• Put all of the pieces on top of each other and cut it in two again• Put all the pieces on top of each other and cut in two again

16 Times

12

24 = 16 times


© John M. Mezias

The “Millipede” Cake

Shape of the Cake


© John M. Mezias

• Time pressure

– Focus on efficiency at the expense of accuracy• Performance anxiety

– Concern over appearance of failure impedes mental functioning• Trained & rewarded for thinking linearly

– Reinforces previously successful patterns of problem solving & action

• Did it alone, as opposed to in a team

– Individualist ethic and competitiveness

All a result of our mental models!

What Thwarts Creativity?


© John M. Mezias

• Interconnected sets of assumptions that form enduring cognitive frameworks that serve as perceptual filters

• Examples of mental models• How do mental models form?• Why are mental models useful?• When are they not useful?

Mental Models


© John M. Mezias

Accodrnig to rscheearch, it donse’t mttaer waht oredr ltteres in a wrod are, olny that the frist

and lsat ltteres are in the rghit pcleas. The rset can be a toatl mses and you can raed it wtiough

a plerobm, bsuacee we aplpy our epnecxreie and mtenal mdelos.

Consider…


© John M. Mezias


© John M. Mezias

_ANYMANY_ENYDENY

Exercise – The Word Exercise


© John M. Mezias

• Like individuals, firms have mental models• Over time, members believe similar things and take the same

things for granted (e.g. depts.)• Shared, unquestioned beliefs/assumptions even though nobody

explicitly “taught” them• Unquestioned beliefs and assumptions become firm’s

orthodoxies that encourage passive thinking

Mental Models and Firms


© John M. Mezias

Innovation Successes and Failures

Art Gilliland or Sean Doherty

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21

Success Failure

Innovation In Action


22

Recognize the inflection point

Embrace the change

Meet the need

Enabling Innovation


23

Engineering delivers differentiated solutions

Marketing delivers creative ideas and campaigns

Sales meets the unique needs of customers

Innovating To WinEverybody Contributes To Innovation and Overall Success


Symantec Examples Of Innovation

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Motivating Innovation

Dr. John Mezias

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© John M. Mezias

At your table identify 5 specific behaviors that would help to

create an innovative environment

5 minute table exercise


© John M. Mezias

• Foster “mindfulness”– Surface and question assumptions and routines

• Be open minded– Be wary of preconceived solutions

• Beware of “framing”– Positive/negative

• Be patient– Problems and solutions need to “incubate”

• Use perspective– Garner others opinions, and value teams

Encouraging Innovation


© John M. Mezias


© John M. Mezias


© John M. Mezias

3M and ‘Intrepreneurship’

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Structure

Culture

People

Incentives


© John M. Mezias

1. Write down your “5 rules” first2. Present to your team3. As a team agree on “5 Rules”4. Be prepared to present and

discuss

5 minute table exercise


© John M. Mezias

A pattern of basic assumptions…

invented, discovered, or developed by a group…

to cope with internal integration and external adaptation…

by influencing perception, thinking, and feeling…

that has worked well enough to be considered valid, and

therefore…

is to be taught to new members

What is culture?


© John M. Mezias

• Provides organizational identity• Facilitates collective commitment• Promotes social system stability• Shapes behaviour and sense making

Functions of Organizational Culture


© John M. Mezias

Creating a Culture of Innovation

Art Gilliland or Sean Doherty

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Creating A Culture of Innovation

35

Build Knowledge

Base

Enable Collaboration

Success


Reward Risk

President’s Forum and WSML 2012 36

Build Knowledge

Base

Customer needs

Internal capabilities & resources

Partner ecosystem


37

Enable Collaboration

Cross-functional teamwork

Training & programs

Resources



Develop success from failures. Discouragement and failure are two of the surest stepping stones to success.

Dale Carnegie

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Reward Risk



Creating A Culture Of Innovation


Identify 3 things you can do right away to help create a culture of innovation…

Develop an Action Plan

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© John M. Mezias

…that will impact your business results.President’s Forum and WSML 2012

Course SummaryToday, we learned that:

1. Mental models affect how we perceive, think, and act

2. Culture and environment shape and reinforce our mental models

3. Overcoming biases requires understanding our mental models and other perspectives

4. Mistakes are more likely when formulating and implementing something new

5. Innovation requires commitment and courage to reshape culture

Remember to use your WMSL 2012 Cascade Kit!

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Thank you!

Copyright © 2012 Symantec Corporation. All rights reserved. Symantec and the Symantec Logo are trademarks or registered trademarks of Symantec Corporation or its affiliates in the U.S. and other countries. Other names may be trademarks of their respective owners.

This document is provided for informational purposes only and is not intended as advertising. All warranties relating to the information in this document, either express or implied, are disclaimed to the maximum extent allowed by law. The information in this document is subject to change without notice.

Dr. John [email protected]

Art GillilandArt_Gilliland@Symantec.

com650-527-8415

Sean [email protected]

650-527-3506


Additional Resources

• Read “Innovation in Action” posted on the 2012 WSML Cascade Kit website

• Review the Harvard innovation implementation course to get a view into the how of innovation: http://symlearn.ges.symantec.com/ActivityDetails.aspx?actid=39629

• Run a Google search on 'how to innovate' - you'd be surprised how much material and how many articles and white papers can help give you ideas on driving innovation in your team

• Think about the Symantec examples you have heard about today, and collaborate on cross team innovations

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• Develop your Action Plans and implement with your respective teams.

• Work actively with your team on their development planning and implementation, and include actions related to driving fresh and new ways of doing things.

• Collaborate with your peers and actively share new ideas.

• Be an exemplar. Drive innovative thinking at all times.

• Challenge your team to innovate to drive their business, and reward out of the box thinking. Share your joint successes.

Recommended Reading List, URLs, etc.: Call to Action! Your next steps include:


http://symlearn.ges.symantec.com/ActivityDetails.aspx?actid=39629

http://symlearn.ges.symantec.com/ActivityDetails.aspx?actid=39629

Action Planning – Innovating to Win

Business impact?


End of Presentation

Appendix

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Why Innovation Is Critical to Success


• Cultures should be appropriate to context• Cultures can be functional, dysfunctional, or usually both• Cultures vary in terms of “strength” and consistency • Most companies have several sub-cultures, but typically one

overarching culture

Some Basics


© John M. Mezias

• The physical setting

• What a company says about itself

• Study “critical incidents”

• Interview people

• Observe how people spend their time

• Note how people socialize

• How do leaders behave

• Career path progression

• What is discussed, and what isn’t

• What are stories, anecdotes, symbols

• How does company greets outsiders and newcomers

Diagnosing Culture


© John M. Mezias

Documents

Strategic Business Management: Innovating to Win Dr. John Mezias Associate Professor, University of Miami Art Gilliland (or) Sean Doherty SVP, Information