Description
Deconstruct the history of patterns of innovation in business and connect them to existing and failed attempts in management consultancies, engineering, web technologies and academic institutions. This book shows you how to create an optimal environment at work for growth and innovation. Many large-scale organizations eventually invest in research and innovation as a dedicated part of their businesses. In doing so, they are faced with two choices: build their own practice of innovation or enact patterns of innovation created before them, ones they perceived as “tried and tested.” In this book, you will see how patterns of innovation touch many aspects of a workers life: from how their work is presented to others, job titles, working environment, and expectations around output. Every chapter will offer a history of these patterns and examples of how they have succeeded and failed within organizations. What You Will Learn Identify how innovation is named and highlighted in organizations Reveal ways to champion innovation to clients and the outside world, from trade shows and conferences inside the office Uncover ways companies acquire innovation, including incubators or mergers Discover the conditions for innovation to happen every day, including office layouts, time management, communication structures, and expectation management Who This Book Is For Tech start-up/scale-up founders, management consultants, managing directors, innovation managers and heads of R&D, academic researchers, interior designers, and architects 1. Introduction (5 pages) 2. Space and tools (40 page) From the way a space is laid out to how often teams eat with each other as a proxy to family life, this section will link existing research and anonymised interviews to discuss the power and impact of these tools and strategies. a. Stationary & interior design i. Open plan offices ii. Hot desking & Co-Working spaces iii. Canteens & eating rituals iv. Post-its & Whiteboards 1. Power & Opinions 3. People & Knowledge (30 pages) From ‘Master Inventor’ to ‘Head of Labs’ the way companies assign power to people and departments in charge of innovation shapes how that work happens but also is perceived. In this chapter we will examine the way we view the innovation coming from within and outsiders, the culture of youth around innovation and the segregation we create to manage the impact the ‘real world’ has on cultures of creativity and innovation. i. Job titles ii. In-house 1. Futurists & Evangelists 2. Internships iii. External 1. Consultants 2. Gurus, Nomads & Pirates a. Case studies 3. Attending conferences 4. Brown bag lunches & other internal training 4. Communication (30 pages) The structures we use for people to work together is also part of how companies identify themselves as innovative. Whether its written communication or how collaboration is organised, there are myths and data about the effectiveness of these approaches and patterns but they are rarely considered in a ‘monkey see monkey do’ culture of innovation. This chapter will look at each and present the pitfalls and limitations of each tool and approach. i. Written 1. Email 2. Slack 3. Trello ii. Collaboration 1. Buzzwords, in-jokes & office language 2. Meetings a. Formats i. Stand ups ii. Walk & Talk iii. Note taking 3. Conference calls 4. Away days 5. Methodologies a. Brainstorming b. Design Thinking c. Agile d. Business Model Canvas 6. The IT department a. Security strategies & Clean desk policies b. BYOD 5. Sharing Innovation (40 pages) Finally innovation isn’t recognised unless it is shared. Here again the patterns most companies adopt are the same, from client-facing innovation physical spaces with blue LEDs in their offices to PR stunts at CES, the effectiveness of these efforts is rarely measured and this chapter will focus on questioning these approaches with case studies. a. Dedicated innovation spaces i. Their purpose & design 1. Case studies b. Maker spaces c. Incubators, Accelerators & Hubs d. PR i. Video ii. Social media iii. Tradeshows & conferences 1. CES 2. SXSW 3. TED 6. Conclusion (5 pages) Total page count: 150
