Here is a presentation that I made to the Magellen International Talent Management Association on May 18th, 2010.

1. Spotlight on Innovation Mr. Adam Walz, M.Ed., PDI Ninth House Mrs. Véronique-Sophie Bounaud, Axa May 18 th , 2010

3. Climates for Generating Innovation Still Need Work — Mary O’Hara Devereaux, Human Resource Planning Society , April 2006 * Percent Strongly Agree

5. Innovation Prevention: Organizational Hazards People learn very quickly which behaviors are rewarded in any system. Recognition/Rewards: “ This isn’t on your list of goals; we need you to focus.” Too many stakeholders can kill greatness. Structure/Hierarchy: “ We have to get buy-in from all levels before taking any action...” Initial negativity smothers ideas and opportunities before they can develop. Culture/Mind-Set: “ Let me just play devil’s advocate for a minute…”

6. The Aztek Story

9. What makes innovators different from other employees? Innovators have developed and honed a strong set of discovery skills.

11. The Innovator’s DNA Source: Dyer, Gregerson, & Christensen, The Innovator’s DNA. HBR December, 2009

12. "Everyone who has ever taken a shower has had an idea. It's the person who gets out of the shower, dries off, and does something about it that makes a difference.“ — Nolan Bushnell

13. How can we increase our workforce’s innovative capacity? 1. Engage the masses 2. Adopt innovation-friendly practices 2. Leverage individual differences 3. Align talent to your innovation cycles

14. 1. Engage the Masses Source: McKinsey 2010 Global Survey. What successful transformations share

18. 3. Leverage Individual Differences High Risk Taking Low High Low Creativity Challenger Innovator Practicalizer Sustainer Modifier Synthesizer Planner Dreamer The Creatrix ® Model — Creatrix®. A Richard Byrd Company, 2005.

19. Know what YOU are good at.

20. 4. Align Talent to Your Innovation Cycles Source: Geoffrey Moore, Dealing with Darwin Core Context Mission Critical Non-Mission-Critical Manage Mission-critical Processes At Scale Extract Resources To Repurpose For Core Invent Differentiated Offering Deploy Differentiation At Scale IV III II I Deploy Invent Offload Manage Fund next innovation

21. How can enterprise 2.0 tools support the people-side of innovation? Enterprise 2.0 tools are capable of creating greater transparency, knowledge-sharing, community, and accountability.

22. Case Study: Proctor & Gamble

23. Case Study: Qualcomm Our goal was to deliver an innovative learning program that would instantly engage participants and develop strong leadership skills. One of our challenges was to create a program that participants would find immediately valuable and that would be highly relevant for their roles. 15,500 EMPLOYEES, WIRELESS COMMUNICATIONS SCALABLE, ENGAGING, BLENDED LEARNING DEVELOPMENT PROGRAM FOR HIGH-POTENTIAL LEADERS RESPONSIBLE FOR MAJORITY OF REVENUE, AND CRITICAL TO BUSINESS SUCCESS 52% INCREASE IN SKILL LEVEL AND/OR KNOWLEDGE FOLLOWING COMPLETION OF PROGRAM; SCALED TO FIT GLOBAL DEVELOPMENT NEEDS; LEVERAGED TECHNOLOGY TO CONTROL COSTS

24. Emerging Leaders Program

25. Yammer

26. Community Site

27. Questions / Comments?