1. © Francis Hartman Holdings Ltd. 2004 The Right eDNA for Innovation? Improving on Success Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng University of Calgary Improving on Success Francis Hartman PhD FCAE FEIC FCAE PEng C.Eng University of Calgary

2. © Francis Hartman Holdings Ltd. 2004 Agenda Do we have a problem? What is eDNA? Innovation, SMART and Trust Understanding the pieces Assessing your Enterprise Some vague conclusions … Overall, a RANDOM MEANDER to get us thinking! Do we have a problem? What is eDNA? Innovation, SMART and Trust Understanding the pieces Assessing your Enterprise Some vague conclusions … Overall, a RANDOM MEANDER to get us thinking!

3. © Francis Hartman Holdings Ltd. 2004 Real Issues? Innovation and R&D New Product Development Market Changes and Pressures Customer Needs Supply Chain Management Mergers and Acquisitions Succession Planning …etc. … Innovation and R&D New Product Development Market Changes and Pressures Customer Needs Supply Chain Management Mergers and Acquisitions Succession Planning …etc. …

4. © Francis Hartman Holdings Ltd. 2004 Drivers and Indicators People Technology Commerce People Technology Commerce Image Wisdom Value

5. © Francis Hartman Holdings Ltd. 2004 A Double Helix Aspirations –Passion –Beliefs –Intent Requirements –Market –Business –Harsh Reality Aspirations –Passion –Beliefs –Intent Requirements –Market –Business –Harsh Reality

6. © Francis Hartman Holdings Ltd. 2004 Innovation, SMART and Trust Innovation means Change Managing Change is a SMART Target SMART Management includes appropriate Trust Understanding workplace Trust led us to eDNA Innovation means Change Managing Change is a SMART Target SMART Management includes appropriate Trust Understanding workplace Trust led us to eDNA

7. © Francis Hartman Holdings Ltd. 2004 Innovation Ingredients: –Business –Technical –Social Environment –Trust –Need (Challenge, Survival…) –The right Petrie Dish (Workplace) Low-Hanging Fruit –Working on the edge Ingredients: –Business –Technical –Social Environment –Trust –Need (Challenge, Survival…) –The right Petrie Dish (Workplace) Low-Hanging Fruit –Working on the edge

8. © Francis Hartman Holdings Ltd. 2004 Project Classification ScaleNature12345 Size Impact on Organization No impact on the organization Success or failure will be noticed but will not significantly impact organization Significant impact on the organization if project fails or succeeds. No impact on Executive Project will affect executives depending on the outcome Project will affect entire organization, depending on the outcome Complexity Barriers to Communication One group, know each other well >1 discipline but no more than two organizations involved >2 Cultures, many professional and technical disciplines Several disciplines, geographically distributed, several organizations Numerous disciplines, organizations and cultures. Different languages Uncertainty Definition of end of Project Clearly defined objectives and end-product Objective clear, end product defined, approach flexible Objectives understood, solutions and options not finalized Objective not clear, several possible outcomes Objective and end product unclear Constraints Flexibility: Time, Cost and Performance No limitations on resources, time. Flexibility in scope and quality Some flexibility in Time OR cost to met expected Performance Realistic schedule and budget for the performance expected by the client Tight schedule and budget. No room for error in performance criteria (scope and quality) Inadequate budget and/or schedule to meet exacting performance requirements Ugliness Level of attractiveness of the project Exciting, prestigious project, excellent image Working on this project will likely be a positive experience Will neither excite nor disappoint participants. Safe workplace Challenging project and difficult work environment Project will damage image and reputation of participants. Unhealthy work environment 2 10 30 120

9. © Francis Hartman Holdings Ltd. 2004 A new look at our World… Task Runner Repeater Renegade 10 100 1000

10. © Francis Hartman Holdings Ltd. 2004 Are we SMART? 100 80 120 160 200 Budget E.A.C. Team ATeam B I.T.Y.S

11. © Francis Hartman Holdings Ltd. 2004 The SMART Story 50+ Corporate Sponsors Some 30 “Trials” Over 800 projects used SMART A Book published by PMI A spin-off company BUT … 50+ Corporate Sponsors Some 30 “Trials” Over 800 projects used SMART A Book published by PMI A spin-off company BUT …

12. © Francis Hartman Holdings Ltd. 2004 Putting it together... Open Communication Ownership Risk- taking Creativity Fun Tribalism Trust

13. © Francis Hartman Holdings Ltd. 2004 Colours of Trust Trust Relationships

14. © Francis Hartman Holdings Ltd. 2004 Colours of Trust Intuitive CompetenceIntegrity Unconscious Evidence basedExperiential (Two Parts!) (Stable)(Volatile) Intuitive CompetenceIntegrity Unconscious Evidence basedExperiential (Two Parts!) (Stable)(Volatile)

15. © Francis Hartman Holdings Ltd. 2004 InspirationLead Manage Administer Do Wisdom Knowledge Information Data Judgment Competence Skills Competence Trust Competence Trust Integrity Trust Integrity Trust Intuituve Trust Intuituve Trust A new look at our World…

16. © Francis Hartman Holdings Ltd. 2004 The Trust Circle

17. © Francis Hartman Holdings Ltd. 2004 The Good, the Bad and the Ugly Accounting Law Marketing Social Work Art Engineering Medicine Hardware Education Research Better Cures, Surgical Implants, Diagnostics, Imaging, Communication.

18. © Francis Hartman Holdings Ltd. 2004 The Good, the Bad and the Ugly Accounting Law Marketing Social Work Art Engineering Medicine Hardware Education Research Forensic Investigation, E-commerce, EDI, E-government

19. © Francis Hartman Holdings Ltd. 2004 The Good, the Bad and the Ugly Accounting Law Marketing Social Work Art Engineering Medicine Hardware Education Research New Products, Process Improvement, Design/Build, ASPs, Outsourcing.

20. © Francis Hartman Holdings Ltd. 2004 The Good, the Bad and the Ugly Accounting Law Marketing Social Work Art Engineering Medicine Hardware Education Research Better Results For All ? Chemical, Civil, Electrical, Geomatics, Manufacturing, Mechanical…

21. © Francis Hartman Holdings Ltd. 2004 So, what can we learn? Innovation needs the right –Culture –Drivers –Space We need to mix and match –Environment (Place, Attitude, etc) –Talent (Expertise, Resource Pool, etc) –Incentive (Competition, Needs, Money, etc) ALL of the above need to be addressed. Innovation needs the right –Culture –Drivers –Space We need to mix and match –Environment (Place, Attitude, etc) –Talent (Expertise, Resource Pool, etc) –Incentive (Competition, Needs, Money, etc) ALL of the above need to be addressed.

22. © Francis Hartman Holdings Ltd. 2004 Conclusions Understand your own organization Understand your Customers Work with your Suppliers Build Relationships Access the best available skills …and then manage the Innovation Process for Success. Understand your own organization Understand your Customers Work with your Suppliers Build Relationships Access the best available skills …and then manage the Innovation Process for Success.

23. © Francis Hartman Holdings Ltd. 2004 fhartman@mobile.rogers.com fhartman@ucalgary.ca smartmanagement.ca