WELCOME DELEGATES

Innovative Leadership
starts with you!

The Da Vinci Institute

A boutique institution providing signature solutions
through customisation

The Competitiveness Framework

Reframing
Self, other, context and problem solving

Understanding the
System and
clarifying
role/function

The clients reality

Workbased
Challenge

Management of
Technology - MOT

Management of
Innovation - MOI

Customisation

Return on
Investment - ROI

Management of
People - MOP

Implementation of the value

proposition

Decision
Making

The competitive edge in the

coming decades will be held
by those individuals and
companies who can tap into
new, life driven sources of
inspiration, innovation,
creativity and vitality.
Carol Osborn (2000)

Innovative knowledge is the

only sustainable competitive
advantage of the future,
driven by the creative
knowledge worker and the
community of practice.
Drucker (2004)

It is now clear that we have

entered the knowledge society
in which the basic economic
resource is no longer capital or
natural resources but is and
will be knowledge exchange
where the knowledge worker
will play the central role in
socialisation.

The new economy forces us to:

Redefine ourselves our core offerings and skills
We must be creative and innovative to reconstruct
our realities
We need self-leadership and thought-leadership
We need to re-invent ourselves daily
Remember, we are all replaceable
We need to take responsibility NOW
We need knowledge workers to network in CoPs

Innovative Leadership =
Knowledge enabled leadership

HOW?
By: Understanding the
importance of continuous
innovation through
knowledge and creative
applications

The Journey

To winning the Leadership game

an enterprise-wide business strategy is
designed to optimise profitability, revenue
and customer satisfaction by organising the
enterprise around leadership behaviour and
linking all processes with the knowledge
roles and archetypes.

TASK 1
Establish Your community of practice

You are the knowledge worker

who establishes knowledge
relationships
Sell yourself to the team using your
strengths, knowledge roles and
leadership archetypes
Establish your own CoP create a
logo, vision and mission statement

Find the new Value Proposition for 2020

Consulting

Global
Exchanges
Find the futures
Telephone
Directory
- Friends
- Family
- Taxis
- Police

Relationships

Daily
Results
Updates

Garmin Maps
- Hotels
- Venues
- Stadiums
- Personalized
Restaurants

New ventures
Personalised
Currency
converter

Conferencing

Personalised Diary

Quality

R&D

Local
Language

Knowledge
Vault

Telecommunications

Leadership10

Innovation Process Discussion

Integrating models and
industry perspectives

11

Dr. Phil Samuel

4 Classes of Problem Solving
-Class 1:Exploitation
-Class2: Exploration
-Class 3: Experimentation
-Class 4: Manipulation

12

D4 Road Map
-Phase 1 - Define
-Phase 2 -Discover
-Phase 3 -Develop
-Phase 4 Demonstrate
Dr. Phil Samuels 2009
13

D4 - Blue Print for Breakthrough

Define
-Create Innovation Opportunity
-Scope Innovation Opportunity
-Manage People and Projects

Discover
-Refine Innovation Opportunity
-Leverage Brain Power
-Search Knowledge Basis
-Prioritize and Select Ideas

Develop
-Formulate Design
-Select Design
-Optimize Design

Demonstrate
-Build Working Model
-Map Process
-Optimize Process
-Improve and Transition

Dr. Phil Samuels 2009

14

What are the challenges (FVP)

1.
C
o
n
t
i
n
u
o
u
s
P
r
o
c
e
s
s

PRESENT

Ideal As it should be

2.

FUTURE

Idea Generation
Originality
Highlighting the Essence
Elaboration
Resistance to premature
closure

Idea
Processing

3.

What
(Resources)

4.

INNOVATION PROCESS
CREATIVITY ROLES

E
V
A
L
U
A
TI
O
N

9.

Solo Pilot
House Cook
Creative Joker
Landscape Painter
Inventor
I cant Creator

OPERATIONS
LOGISTICS

5.

Continuity
Concomitance

Fo
rum
6.

TECHNOLOGY +
SYSTEMS +
PEOPLE

Finance
Public Relations
Human Resources
Operations
Management

7.

IMPLEMENTATION

8.

TIPS Integration
Future Value Proposition
Opportunit
y
Larger &
growing
faster

Resour
ces
Money
to
launch

Business Plan
Fits the gaps

Ambigui
ty

Exogenous
forces

Resources and
team

Creativity

Leadership
TEAM

Capital market context

Uncertain
ty
Vision, Performance
Management

Risk Profile

Innovator
16

Idea searching and innovation

funnelling process
Famine

Warming

Terrorism

Idea
Generation
Originality
Highlighting
the Essence

SOLUTIONS

Elaboration

Educational Transformation
Learning
Thinking
Attitude
Communications

Resistance to
premature
closure

Future Value Propositions

iTV

iRadio

iPhone

iSat

Structured Innovation Model

Clients

Staff

R&D

PartnersPartners
Competitors

Business
Case

Fluency

Sustainable Innovation

Originality

HE
Value Chain

Elaboration
RPC

Commercialisation

Concommitance within the Knowledge Organisation: Systems Approach

Management

STRATEGIC INTENT

Inputs:
*Tolerant climate

Creativity

for creative people

Five Dimensions 7 Ss

Creative Output:

of creativity

Increased
Profitability

Management uses a whole Organisation approach to:

*Shared knowledge

Organiational

Install a forum for creativity and innovation

vision

Structure

Extraordinary
innovation

Strategy

Motivated creative
Kws

Fluency
*Creative mental
modes for Kws

ALL LEVELS OF

Marketing and Sales

MANAGEMENT
Originality
Financial

mentorship

*Forum for creative

Forum for
Creativity
And
Innovation

Human Resources

organisational learning

Organisational Culture

Public Relations
& Publicity

Technology and
Administration

Ligitimacy

Systems
Elaboration

and defences to a

STRATEGY

creative culture
TACTICAL
*Create creative
strategic networks

Staff
TT

Production and
Logistics

the
CREATIVITY SHARING AND COLLABORATION

for innovation

strategic intent
(Just-in-time
knowledge,
Collaboration,
Creativity,and
Innovation.)

OPEN

*Formulate the

CHANNELS

ON ALL LEVELS OF MANAGEMENT

enablement

Increased
productivity through
JIT knowledge
combinations

Highlighting

PRODUCT

Economic strength
embedded in
knowledge

Adaptability to
change

*Remove blockages

COMMUNICATION

Input frommanagement Re. Creativityand Innovation

*Training and

essence

Skills

KNOWLEDGE CLIMATE

Styles

KNOWLEDGE CULTURE
KNOWLEDGE STRUCTURE
KNOWLEDGE STRATEGY

Resistance to
premature
closure

Autonomy power
and trust for Kws

Freedom in
perspective

Continuous learning

Goals

Personal &
Organisational
knowledge value
through CoPs

Next-generation high-performance
innovation framework

Continuous
Change

The
innovation
strategy
pathway

Systems
Thinking

The
innovation
resources
pathway

The
innovation
process
pathway

The
Innovation
Learning
Pathway

The
innovation
organisation
pathway

Quantum Thinking
New frameworks for innovation
We had this old idea, that there was a universe out there, and
here is man, the observer, safely protected from the universe by
a six inch slab of plate glass. Now we learn from the quantum
world that even to observe so minuscule an object as an
electron we have to shatter that plate glass; we have to reach
out there. So the old word observer simply has to be crossed off
in the books, and we must put in the new word innovator. In this
way, we have come to realise that the universe is a participatory
universe.
John Wheeler, 1990: In a journey into gravity and space-time

It is very interesting to note just how Newtonian most Organisations are.

The machine imagery of the spheres were captured by Organisations
with an emphasis on structure and parts. Responsibilities have been
organised into functions. People have been organised into roles. Page
after page of Organisational charts depict the workings of the machine:
the number of pieces, what fits where, who the big pieces are. This
reduction into parts and the proliferation of separations has characterised
not just Organisations, but everything in the world during the past three
hundred years. Knowledge was broken into disciplines and subjects,
engineering became a prized science, and people were fragmented
counselled to use different parts of themselves in different settings.
Margaret Wheatly (1992:23): Learning and the new science

Important Definitions
Pneumatics
The combustion that precipitates open innovation
Dynamics
The energy needed to create effective action it is part of a complex
interactive system that cannot happen in isolation
Pheunamic
An ongoing complex living system that propels relevance forward so
that the energy needed to innovate can be sustained, removing what
is not relevant and integrating what is relevant in complex
environments (Steyn 2012)

Important Definitions
Spinn Innovation
Spinn Innovation defines eco-centric product and service innovations that
promotes a culture and climate where creativity and innovation is nurtured within
a framework that evaluates criteria for risk profile measurement, resource
requirements, budget considerations and timeframes for improved innovation
implementation. Driven by cross industry ideation for sustainable positioning
within an economy, which endorses creative problem-solving (Steyn 2012)
Pheunamic Innovation
Pheunamic Innovation defines the capacity and capability to improve innovation
competencies to transcend boundaries through holographic learning and shifts
mind-sets to quantum thinking. A mind-set change. New insights into diverse
domains of innovation are combusted and then conceptualised to assess
optimal improvement and utilisation of innovation resources in praxis (Steyn
2012).

The four tools for re-inventing your

identity

Tool 1 A creative approach

Tool 2 Innovation awareness
Tool 3 The knowledge roles
Tool 4 The leadership Archetypes

Innovation as a challenge for

Your identity who are we?
Create a new logo
2013 and future

Global
Technology

Global
energy and
funding

Leadershi
p

Innovation &
Entrepreneurshi
p

27

IMAGINE

Global Leadership
Knowledge Relationships
Satisfied Customers
Our True Colours
Sustainable Profitability
Speed to market Delivery
Total Quality Management
Balancing leadership and knowledge enablement
Best Practice

Traditional Business in the Old

Economic Landscape

Traditional
economy

C
O

Traditional
business

RM
L

Scarcity

Capital and raw material

based
Tangible assets
Traditional POCLA
3 dimensional
management tools 3D2C1M
Extrinsic motivation and
wage driven
Demand precedes supply
Bottom line mind set

29

The Role of Knowledge and Creativity in the

New Economic Landscape

Knowledge
spiral

Abundance

Knowledge harvesting
Creativity into
innovation
Explicit and implicit
knowledge
transformed into tacit
knowledge
Value proposition
Matrix compass
Project leadership
based
Autonomy
Empowered
Self driven
30

Then
there was

light
Change started to
happen

What about creativity?

This can be so overwhelming
for many professionals
because many of the standards
we put in place actually limit creative
ability and competitiveness

The myths
of
innovation

The myths
of creativity

The myths

And then starting out

again.

You are the TEAM

Team dynamics

Forming
Norming

Storming

Performing

Purposeful team ?

Conscientiou
s
Knowledge &
Skills

Empathetic

Communication

How do we get to the

The toolbox

20 ideas

Personal

Metaphors

Train our brain

Visual

thinking maps

Mind maps

The Creativity Roles

1. The solo pilot = always creates alone
2. The house cook = always shares ideas
3. The creative joker = sense of humour
4. The landscape painter = experimentation
5. The inventor = scientific approach
6. The I cant creator = shy and quiet

Leadership and learnership Archetypes

$
51

Are you the Alchemist?

Ability to
transform

To create and
believe in
miracles

To experiment
and take risks

Always learn
new skills
Open minded
52

Are you the Artist?

Creative and
innovative

Imaginative

Expressive and
sharing

Appreciate
diversity

53

Are you the Athlete?

Dedicated to your
goal
A Group / team
player
Transcending
physical
Cognitive
limitations
Ability to see
beyond the
problem
Winning attitude54

Are you the Beggar?

No will power to
change your
environment

Lack of
confidence

Expect the world

to
validate you
External
validation

Not good enough

55

Are you the Engineer?

Creative
expression flows
into functionality

Practical an
intelligent
decision making

Search for Justin-time sollutions

56

Are you the Hedonist?

It is not serious
I do not need to
be
dedicated

I do not need to
co- operate

What value can I

add?

57

Are you the Judge?

Always highly
controlling
You are always
right
No diverse opinions
expressed
Judge from a close
personal paradigm
Fear of change

58

Are you the Martyr?

Live in your past

Can not validate
the self
independently

Does not take

leadership
initiative

Yearns for
freedom &
Abundance, but
never realises it is
59
a thought away

Are you the Mentor?

Creates the
community of
practice
Is a knowledge
manager
Creates a
learning
organistion
Shares
information
Supports the
60
team

Are you the Networker?

Delivers effective
communication flows
Involves others
Diffuses
information
Creates access to
information and
steers the
channels
Gets the deal
Why?
She creates the 61

Are you the Pioneer?

Challenges the
follower!

Creates change

Understands the
value of
knowledge NOW!

Takes the gap en

confronts risks
and uncertainties

62

Are you the Rebel?

Outsider
Not dedicated to
the strategic intent

Never commits to
collective goals

Can became a
parasite

63

Are you the Rescuer?

Rescues the
team

Supportive and
helping hand

Creates
dependency

Prohibits the
personal growth
of people

64

Are you the Shape-Shifter?

The importance
of responsibility
and focus

Reinvent you life

and skills

Shift Though
Large amounts of
info

Knowledge
worker
65

Are you the Slave?

Depend on
people

Cannot and
will not
change

Giving your
power away

The addict

66

Are you the Teacher?

Sharing of
information

Creates the
learning
organization

Knowledge
exchanges

Knowledge
ownership
and
power
67

Are you the Thief?

You are
replaceable
You are not
indispensable
Stealing power
and ideas if you
lack!
Stealing energy
from
others
Never wrong
68

Are you the Victim?

Live in your past

No internal
validation

The customers
makes all the
problems and is to
blame

I cannot change
my behavior

I am indispensable
69

Are you the Visionary?

New visions
and energy!
The future is
there to be
disseminated!
Analytical
mindset
Self- and
thought
leadership
Innovative and
70
creative

Are you the Warrior?

Always alert
I have the
courage to
create!

I validate myself
internally

I lead by example

I am victorious
and successful

71

We now need to realise

what changes are
demanded from us to
become active participative
and creative knowledge
leaders
72

Knowledge roles for the CoP

1. Reconnoitre searches the environment to detect
changes and alerts the team to new opportunities
and new threats. (Information and radar).
2. Navigator directs the solution search as he
understands where repositories of knowledge are and
knows where to find data bases and pockets of
expertise.
3. Handyman controls the operational and logistical
functions
4. Shepherd facilitates knowledge practices within
the team by giving equal importance to roles and
enhancing knowledge sharing within the team
5. Gatekeeper trades knowledge into and out of the
team and creates COP
These roles rotate through the team.

73

Group Dynamics
o
o
o
o
o

Storming Norming & Performing

Creativity Indicators
Process Of Action Learning
The Rotating Knowledge Roles
Services Learning Contract

74

Project Team Collaboration

and the Five Roles
Using the analogy of the five roles enables us to

develop sufficient ideas for sustainable solutions

effectively evaluate these ideas for innovative

implementation

allows rigorous multidisciplinary coordination leading to skill

sharing and development of COPs

mutates organisational structures to enhance

communication and learning

changes the concept of leadership

creates a new value proposition (benchmark the groups)

creates individual advantages for self-growth

75

Innovation
super
highway
Harnessing
intellectual
capital
for sustainable
collaborative advantage in 5 strategic steps
Step 1: Integrate knowledge as the new expandable
source of economic wealth
Step 2: Innovation encompasses the full spectrum
from creative idea generation to profitable
commercialisation
Step 3: Successful innovation depends on
converting knowledge stocks and flows into
marketable goods and services
Step 4: The knowledge partnership: collaboration
replaces the competitive paradigm creating win-win
through knowledge pooling and joint ventures
Step 5: Establishing the knowledge platform:
Creating matrixs of Just in Time knowledge clusters 76

Group Dynamics
Diversity & different knowledge backgrounds = enriched knowledge base
Flexible Roles shapeshifters - comcon
Generated many ideas
Screening & Dropping process
Analysis & Resistance to premature closure
Creative chaos = innovation

77

Team work review

Challenges
Work and
academic
balance
Team members
non
commitment
Insufficient
communication
No motivation

Why has innovation become

the new competitive
advantage of post modern
business strategy?
Because the global economic
landscape has changed.
79

Value Proposition Evolution

Today

Past

Present

Future

Scenario 1 Alternative Centres for Global

Franchising
Scenario 2 Money, credit, cheques
Scenario 3 Recycling and Purification
Scenario 4 Education and Training
Scenario 5 Borderless Tourism

80

Effective Leadership

Leadership
Strategy
CoP

Strategic team

2015

Knowledge Focus

81

Value Plan
KEY VALUE DRIVERS
Product Differentiation through leadership
1. Does our company have a unique recipe, one-of-a-kind
formula OR other brand characteristics that differentiate our
products from its potential competition, thus differentiating
our company?
2. How do we stand out from the noise in our industry to
differentiate from the competition? We can think of faster,
cheaper, better quality of information.
These traits can also be value drivers and when properly
positioned, can positively impact our business valuation and
perceived value from a prospective buyer.
82

Value Plan
KEY VALUE DRIVERS
Intellectual Property
1. Does it give us a competitive advantage? If so, this
proprietary innovation or intellectual property can be
positioned as a key value driver for our business
2. It is critical that non-compete and confidentiality
agreements be strictly adhered to and enforced by the
company, before and after a transfer of ownership
These value drivers are the ones we believe will
positively impact our business and perceived value
from a prospective buyer/customers
83

Future Value Proposition

How can you add to the present Leadership
Strategy and Quality Management arena to
expand into other service offerings to
establish a strategic competitive advantage?
How can you or your organisation be
repositioned strategically?
What value can you add?
84

Find the new Value Proposition for 2020

Consulting

Global
Exchanges
Find the futures
Telephone
Directory
- Friends
- Family
- Taxis
- Police

Relationships

Daily
Results
Updates

Garmin Maps
- Hotels
- Venues
- Stadiums
- Personalized
Restaurants

New ventures
Personalised
Currency
converter

Conferencing

Personalised Diary

Quality

R&D

Local
Language

Knowledge
Vault

Telecommunications

Leadership85

SWOT Analysis
Strengths

Weaknesses

Technology

Culture of innovation

Intellectual Property
Partnership with suppliers

Creative innovation

Pre-arrival customisation

Reward innovation
Establish CoPs

Opportunities

Threats

New Customer Relationships

Substitute Products

500 000 + Tourists in 2010

Timing Product decline

Ubiquitous Mobile Usage in SA

Core offering - decline

Beyond 2010
Additional partnerships

86

Business Model
What do we
offer, and what
is out difference
and why does it
matter?

What beliefs guide

us?

Philosophies

Products

Who is our
customer and
how do we want
to be perceived?

Positioning
Why do we
exist?

PURPOSE

People

Who do we
employ and how
do you manage
them?

Partners

Processes

What do we do
and how do we do
it?

Who will help us

reach our goals
and how do we
manage these
relationships?

87

Critical Functions
SERVING
Knowledge solutions

SYMBIOSIS
Government
Society
Philanthropist
Business (CSI)

SYNTHESIS
Commitment to
upliftment and
elevation

SENSING
Thought partners
Innovators
Humanitarians

SOURCING
Current problems
Future inclination
Global influences
88

20
Gl 12,
o
Gl bal Hea
o
Inn bal Tec lthca
h
o
En va Hea nol re,
tre tio lth og
y,
pr n & ,
en
eu
rsh
ip,

ess dge
c
c
A wl e
kno lt
Vau

ene
4. G

ld
cou
at
Wh

89

Wh
at
ca are
u
ses the
?

.A
n
a
lyz
e

Co
wi mpa
da th k re p
ta no
wl robl
ed em
ge

da
ta

rat

d
we

es

o?

ti
olu

ons

Co
an nsu
l
so d p r t w i
lut op th
ion os cli
e
en
t

Co
Ac mp
go ces are
al s o to
ut pr
co o j
m ec
e
t
ag pla
ai n
ns
t
Customer
Relationship
s
te
era plan
n
Ge ject
pro

or
ing
ist
Ex lored s
Tai ution
l
So

W
ha
th t is
i
n g th e
5.
Se
t
b
o
l
e
do e s t
c
t
?
so
lu
t
i on
s

it?
do
e
do w
w
o
H
n
pl a
n
io
Act
6.

W
ha
t's
1.
go
Ide
in
g
pr
ob ntify
on
le m
?

ow?
e kn
ow
at d
Wh
ta
r da
athe
2. G

ate ge
d
Upd
wle
Kno base
a
dat

Ha
v
th e w
e
pr e so
ob l v
l e ed
m
7.
?
Ev
alu
ati
on

et
e g r?
w
e
ous
nu nt
Can n bett
i
t
n me
Co
eve
8. rove
imp

Value alignment

2012
Global
Technology
Global
Energy

CRM 2020

Innovation &
Entrepreneurshi
p

Who gets
the value?
-Economical environment
Individuals
Local Economy
Global Economy
- Social Environment
Individuals
Environment

I- International relationship
between SA and the world. Value
proposition is primarily SA but
global in nature. Looks for
synergies

P - Political The general

election in 2009 will either
positively impact the value
propositions by enhancing
them or negatively impact
them by sidelining them.
E - Economic Development
employment (+ve and ve),
borderless trade (+ve and ve)
S- Social 44 million people,
HIV/AIDS prevalence = 22%,
dire need of health care.
Innovators and entrepreneurs
required.
T - Technological
technologically active despite
high poverty levels.
Unaffordable and
unacceptable. Value
proposition knowledge and
L - Legal inhibits
technology to uplift
globalization due to
bureaucracy
E - Environmental value
propositions evaluated against
triple bottom line reporting
E- E-Commerce - the trade
evolution, solution and
revolution .
90

Worst Scenario

De
v
e
l
o
p
m
e
n
t

S
o
ty cie
la
Re

tion

ps
shi

91

Meeting the Competitive

Advantage needs
Theme 3:
Innovation

92

The process of transformation

Enabling Conditions
Intention/Knowledge Harvesting
Autonomy

Tacit knowledge in
vault IP = implicit

Fluctuation/Chaos=Value
Proposition
Knowledge Culture
Knowledge Leadership

Externalizati
on

Socialisatio
n
Sharing tacit
knowledge

Creativity
=
suspensio
n of
judgemen
From collaborating
t organisations

Explicit knowledge
in organisation

Creating
concepts

Justifying
concepts

Combinatio
n

Building an
Archetype

Internalization
Creativity processes 1 - 5

Tacit
knowledge
COP

Value
Chain

CrossLevelling
knowledge

Innovatio
n
Tacit
Asset
Explicit knowledge as
products or services

93

$
Questions?Colin Steyn-082 395 9916
[email protected]
94