The coach manager of innovation and transformation
« The only knowledge that can influence an individual’s behavior is that which he discovers for himself and appropriates ». Carl Rogers makes this a basic principle in his book on personal development. Thus neither authority nor formation can allow an individual to transform or innovate; it must come from a momentum (“the flow”) that comes from within. How to promote this momentum? Through coaching, a methodical accompaniment that every manager must acquire to carry out his objectives in terms of transformation.
1st step: Empathic listening
Start by listening … But not just anyhow. By listening actively, ie bouncing with open questions, and welcoming the words with kindness, it is to say without judgment or criticism, but with congruence, in reflection of what the manager. At the end of this first stage, a climate of empathy should allow us to take the next step in confidence.
2nd step: The benevolent feedback
The manager must then bounce back on what his collaborator has expressed and identify in his reservations or fears the objective part and the emotional part. He thus plays the mirror effect, magnifying, to allow the collaborator to become aware of them to overcome them. Any problem becomes then an opportunity for change.
3rd step: The co-built solution
Together, they will then look for ideas to overcome resistances and move to the action. For this step the method of CPS (Creative Problem Solving) is very appropriate; she allows to co-build by following 4 steps: clarify the problem, find ideas, imagine solutions and then act, of these 4 steps we proceed by using a phase of divergence where creativity has its place every time and a phase of convergence to decide key ideas and solutions.
4th step: The power: permission and protection
The coach gives both permission and protection … this is what is expected of the collaborator: I authorize you to act and do not worry I will support you in case of problems. “I trust you will do it” is what everyone needs to hear and feel to take action. The manager must transform his power, which he naturally derives from his hierarchical status, in support of the power of his collaborators, so that they move on to the mental and operational implementation of the transformation.
« Innovation has become a strategic issue for everyone » Marc Giget
This is the introduction of Marc Giget during his presentation to the Paris Club of Directors of Innovation of his vision 2018-2020 and prospective 2030. As a member of the Academy of Technologies, he will brush us the major trends in innovation that are looming for the coming years.
The tone is given with a “it moves seriously” followed with equal ease of a quote from Georges Soros at the last Davos “some companies are already dead and they do not realize it”. Associated with the vision of world transformation and necessary adaptation for companies, Marc Giget argues that the innovation function has its role to play in this management of the transformation that is played out in the medium term to counteract the productivist and short-term vision termist of the marketing function.
My insights into the evolution trends of innovation presented by Marc Giget:
1) The innovation strategy tends to be integrated into the corporate strategy, which implies a new governance and a merger between strategy and innovation management (RATP, EDF, Danone, LCL, Allianz France, etc.). )
2) Innovation becomes global, beyond the technique by resorting to multiple alliances, joint ventures … Thanks to this effect, the revival of the automotive and aerospace industry is witnessing. Valeo is a good example.
3) Total innovation is innovation all together, the Human Centric side of innovation gives a part to play for HR who have more or less difficulty getting started: risk management, better cooperation, innovation participatory …
4) Humanistic innovation reframes innovation in its goal of progress … The advertising trend of “innovation for a better life” is a reflection … To everyone to identify what is beyond the story telling!
5) Inclusive innovation is developing, linked to a goal of progress, it is in addition to leaving the purely consumerist innovation with new offers of innovative products, cheaper, accessible to the greatest number.
6) Design together, co-innovating with users, design with users, or design thinking, is a rising trend with today 54% of the leaders who affirm as important the implication of the users from the phase of ideation (Innovation Benchmark 2017)
7) Accelerating the digital transition is an issue for all companies, both in internal transformation and in the definition of new products and services; the Innovation Director is of course affected and has to play his role of piloting with the experts of internal technologies, the trades and the personnel concerned.
We are witnessing a stimulation by the new players, the GAFA, which is forcing a redefinition of services, as Accor and G7 have done with success.
Digital is a source of innovation of all types, incremental and disruptive, as many opportunities for innovation in the coming years.
See you at the “National Encounters of Innovation” on June 14th to see how these strategic trends of innovation are concretely actualized!
« Our industry doesn’t respect tradition. It only respect innovation » Satya Nadella
And if we now talk about GAFAM and that the M has come to add to the original 4 musketeers, the Google, Apple, Facebook and Amazon … It would not come partly from this freshness given by Satya Nadella the “new” president of Microsoft?
This is the impression given by Eneric Lopez, Microsoft France’s Director of Innovation Programs, by presenting the new “Microsoft Soul” at the Paris Club Meeting of Directors of Innovation on Strategies. innovation.
The “Microsoftees” have undergone a real change of corporate culture: we no longer speak of “know it all” but of “learn it all”… The promotion of learning on knowledge is a real revolution in this environment. ‘knowledgeable’ experts! Similarly, HR no longer speaks of “individual performance” but “impact”. This impact is evaluated according to relational criteria “from other” (“What have I learned from others?”) and “to other” (“What did I bring to others?”).
At the same time, the behaviors and axes of innovation were all revisited to allow Satya Nadella to reach the ambition displayed in innovation.
#time to market: example of “Skype Translator” developed in 6months
#test and learn: “know how to try and know how to fail” the example of the Mirosoft Band project 1 then 2 then abandonment to better start later
# re-invent: when the smartphone was stopped ability to reinvent a category, example success of the “Surface”
#partnership: including with competitors for co-petition for example Amazon and for personal assistant Alexia
#platform: only technological model that allows to integrate in B to B and co-build in co-engineering
#IA: amplifying human ingenuity with intelligent technology
#Quantum computing with research on quantum computers
#Trust be responsible for what we do
#Tech for Good: innovating for values of inclusion: education, health, planet
# Local anchorage: in France partnerships with Inria, F …
And to conclude I would add to this speech of Eneric Lopez, this presentation found on Twitter this week which raises innovation productions made possible by the artificial intelligence at the level of the progress expected by the users and concerning health by the men. Congrats to Mirosoft!
https://experiences.microsoft.fr/business/intelligence-artificielle-ia-business/sante-promesses-de-ia/
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