1. Session 4: Culture and Innovation

2. Discussion Question?
Do you believe from different cultures or industries think about innovation differently?
Case Study: Can a Strong Culture be too Strong?

3. Culture
Primary Culture or Enculturation is what an individual gets introduced to in their first years of existence. It is a formal learning process and is done in a very discrete manner. This will always be the most important culture with which an individual will identify.
Secondary Culture or Acculturation is a more overt or deliberate method of learning or acquiring culture. This can be a continuous process as an individual can pick up multiple cultures throughout a lifetime.
Assimilation is the acceptance of a group or individual by the dominant culture. This is not something society of an individual

4. Foundation ENOVALE® Unlocking sustainable innovation success.
Built on the work of Project Impact:
All innovation emanates from human beings.
New, Improvement, Positive Change
Proper Team alignment for innovation success.
Chief Innovation Officer Practice
Train, Source, Leadership
Build the Business Innovation Infrastructure.
Establish a sustainable innovation environment
Providing products, services, technology with increased performance, satisfying distinctive needs.

5. Business Innovation Eco-System
ENOVALE® Unlocking sustainable innovation success.
Built on the work of Project Impact:
All innovation emanates from human beings.
New, Improvement, Positive Change
Proper Team alignment for innovation success.
Chief Innovation Officer Practice
Train, Source, Leadership
Build the Business Innovation Infrastructure.
Establish a sustainable innovation environment
Providing products, services, technology with increased performance, satisfying distinctive needs.

6. Characteristic

7. Innovation Alignment

8. Innovation Alignment

9. Roles in Corporations Approver Decision-Maker Evaluator User
A high ranking person who retains the right to review, approve or veto lower level decisions. Decisions by subordinates with credibility or a proven track record are routinely approved. Less experienced or unproven Decision-Makers often have to run a more difficult course of formal and informal approval. Often dollar thresholds are set to delineate this approval process.
Decision-Maker
After analyzing the evaluation results and listening to recommendations, the Decision-Maker will make the commitment. Typically the Decision-Maker has been officially chartered with responsibility and accountability for accomplishing a specific set of objectives.
Evaluator  
Are responsible for analyzing a product, service or proposal comparing it to Pre-defined criteria, and making a recommendation to management. Often management will form a committee to conduct the evaluation. There can be product, purchasing, and legal evaluators.
User
Someone who will directly use product or service. Users will often play other roles in the buying process.

10. Innovators
Are attracted to new products or services simply because they love to be the first with the latest ideas. They are also known as enthusiast. From a sales perspective In business to business sales they usually don’t have money and that is a disadvantage, but they often have influence. They are the gatekeepers to the rest of the buying organization for new product. If an innovator plans a new product or service, no one else will give it a second glance.
Visionaries
Are the revolutionaries who want to use a new innovation to make a break from the past and start something new. By being the first to exploit the new capability, they can achieve a dramatic competitive advantage. Visionaries are also known as Early Adopters.
 Visionaries have extraordinary importance because they have money to buy new products and services. However, they often demand special modifications or customization of new products to their specific requirements so thee is no cost to the seller as well.
Pragmatists
They believe in evolution not revolution. They look to adopt products and services only after a proven track record of productivity improvement has been established including strong references from people they trust.
From a sales perspective, Pragmatists are usually in charge of the company’s mission critical activities and and they protect the business from novel intrusions. They are a tough nut to crack when time comes to buy a truly new product or service. When ready to buy, they prefer buying from a market leader to minimize risk.
Conservatives
Are pessimistic about gaining any value from investments in new products or services and they undertake them under duress – typically the remaining alternative is to let the rest of the world pass them bye. They are price sensitive, highly skeptical, and very demanding. Rarely do their demands get met, in part because they are unwillingly to pay for extra services to configure products to their requirements. Key to win them over is to simplify and standardize so they work out of the box without any modification or caretaking
Laggards
Last to buy innovative products or services, because they rarely agree the products provide any value. They are ever present critics. They are skeptics. For sales avoid them and sell around them.

11. Your Status with Key Players
Description
Behaviors
Mentor
A person that believes that your success is critical to their company or to them personally. A mentor will work to help you win by giving feedback, guidance, political insight, or competitive information. A mentor takes a personal interest in your success and will sell in your absence.
Works with you to develop and test your plan
Shares confidential company information
Actively sells in your absence
Links personal success with your success
Willing to be held accountable for implementing your solution
Openly states that your solution or company is superior
Supporter
A person that prefers your solution and thinks you should win. A supporter will typically provide you with information or assistance., if you request. However they may not be vocal in their support.
Works with you to develop a plan to adopt your solution
Provides you with information about other key players
Provides you with information about the competition’s plan
Privately admits your solution or company is superior
Neutral
A person who shows no preference. May be ambivalent or may not want to show true feelings. They may not have decided yet or you may not have demonstrated sufficient value to gain their support.
Agrees that your company or solution is a potential fit
Invests time and energy to understand the capabilities of your solution or company
Understands and explains the compelling event
Provides information on the key business issues
Thinks a need or problem exists and agrees that a solution or change is desirable

12. Non-
Supporter
A person who believe you should not win and/or prefers an alternative to your solution, such as a competitor, and internal solution or nothing at all.
Works with your competitor to develop a plan to adopt their solution
Provides your competitor with information about other key players
Provides your competition with information about your solution and plan
Privately admits that your competition’s solution or company is superior
Enemy
A person that believes that your success will hurt their company or them personally. Will make a special effort to make you lose. They may be a mentor or supporter to your competition.
Works with your competition to develop and test their plan
Shares confidential company information with your competition
Actively sells in your competition’s absence
Links personal success with your competition’s success
Willing to be held accountable for implementing your competition’s solution
Openly states that your competitor’s solution or company is superior

13. Adaptability to Change
What they want
What they Buy
What you Should Sell
Innovators
State of the Art
Trials
Tests
Product Excellence
Innovation
Visionaries
Revolution
Recognition
Customized Solution
Future
Competitive Advantage
Pragmatists
Evolution
Solve Problems
Total Solutions
Proven expertise in solving similar problems
Conservatives
Not to be left behind
Industry standards at low price with no risk
Return on Investments
Guarantees
Laggards
Status quo
Enhancement or extension of existing systems
Investment protection

14. Nominate the “correct” individual
Identify Prospective Individuals aligned with project need
Perceptual understanding of Innovation
Work Environment Assessment
Values Evaluation
New
Improve
Change
Select individuals
Realign Individuals

15. Develop an Objective(s) based on Need(s) Evaluate with Requirements
Objectify
Develop an Objective(s) based on Need(s)
Evaluate with Requirements
SMART
Specific
Measurable
Attainable
Relevant
Time bound
Use Requirements
Functional Requirements
Create Outcomes
An outcome is statement of what the innovation will achieve!

16. Are Expectations Aligned? No
Validated Outcomes
Assess Values
Assess Expectations
Realignment
Are Expectations Aligned? No
Yes
Project Team Alignment

17. Measures unique to Innovation
Link to Performance
Measures unique to Innovation
New
Improved
Change
Common
Human
Common
Human
Common
Human
New
Idea Generation
Risk and Success Assessment
Costs
Purchase behavior
Customer/User
Process Measures
Perceptions
Expectations
Resistance to Change
Costs
Communications
Acceptance of Change
Repercussion of Change

18. New Design, existing Components
Execute
ENOVALE® Strategies
New
New Design
New Design, existing Components
New Approach
Improve
Existing Problem
Underperformance
Change
Replacement
Decision-making