Bøger af Paddy Miller

De fleste organisationer betragter innovation som en bibeskæftigelse. Ofte sendes medarbejderne af sted til "Brainstorm Island": et eksternt seminar proppet med trendy foredrag, kreative workshops og over entusiastiske oplægsholdere. Men når medarbejderne vender hjem igen, er det tilbage til business as usual. Innovationseksperterne Paddy Miller og Thomas Wedell-Wedellsborg foreslår en bedre metode. De anbefaler, at ledere på alle niveauer bliver "innovationsarkitekter" og skaber et økosystem, hvor folk kan være innovative som en naturlig del af deres daglige arbejde. Nøglen er at vejlede sine ansatte i det, forfatterne kalder de "5 + 1 centrale adfærdsmønstre for innovation":   Fokus er bedre end frihed. Sæt fokus på idéer, der betyder noget for forretningen Indsigt kommer udefra. Hjælp folk med at tage kontakt til nye verdener Nye idéer er aldrig perfekte. Få folk til at tweake og reframe deres oprindelige idéer De fleste idéer er dårlige. Gør folk bedre til at vælge de bedste idéer Stealthstorming virker. Hjælp folk med at navigere i det politiske landskab Kreativitet er et valg. Motivér alle til at være vedholdende i jagten på nye idéer.   Så aflys det eksterne seminar. Læs i stedet Innovation as Usual – og gør innovation til en central del af virksomhedens dagligdag.

Turn team members into innovatorsMost organizations approach innovation as if it were a sideline activity. Every so often employees are sent to Brainstorm Island: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, its back to business as usual.Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become innovation architects, creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.In short, this book is about getting to a state of innovation as usual, where regular employeesin jobs like finance, marketing, sales, or operationsmake innovation happen in a way thats both systemic and sustainable.Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the 5 + 1 keystone behaviors of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist: Focus beats freedom: Direct people to look only for ideas that matter to the business Insight comes from the outside: Urge people to connect to new worlds First ideas are flawed: Challenge people to tweak and reframe their initial ideas Most ideas are bad ideas: Guide people to select the best ideas and discard the rest Stealthstorming rules: Help people navigate the politics of innovation Creativity is a choice: Motivate everyone to persist in the five keystone behaviorsUsing examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.So cancel that off-site. Instead, read Innovation as Usualand put innovation at the core of your business.