Tony Morgan

Tony Morgan

Associate Professor in Innovation Management Practice at the University of Leeds
https://business.leeds.ac.uk/divisions-management/staff/869/tony-morgan

Location Yorkshire, UK.

Activity

  • Tony Morgan made a comment

    We hope you found Week 1 useful and now would like to welcome you now to Week 2, where we cover very important topics, including one of my own favourites, Design Thinking.

  • Hi Anne - From my own experience, some of the best ways of convincing people of the value of innovation so they engage include the following:
    Start small - focus on achieving quick wins, so people see the value.
    Get people involved throughout the process - so sometimes (or even often) it's their own ideas and innovations which are being progressed, rather...

  • Hi Anne - This is an important point. We cover this later under the innovation enablers. These include leadership, people and culture, which are all very relevant to your post.

  • Welcome to the course everyone. We love to read the introductions of people from different industries, countries and backkgrounds.

  • We're delighted with your engagement and hope you find the ICAF approach useful. Good luck with your business and your innovations!

  • Hi Taufik - AI definitely provides opportunities as an enabling technology for disruptove innovation. It will be interesting to see how AI is used to drive disruption in a number of industries and also how disrupted organisations react to this.

  • Hi David - I hope you enjoy the section on Design Thinking. It provides a great set of techniques, which in my experience we can supplement with other innovation and related tools and techniques from our bigger kitbag.

  • Hi Mohammad - I think the section on this area will help to address your questions.

  • Hi everyone and welcome to this online course. It is great to see your introductions and I look forward to engaging with you during the coming sections and sessions.

  • Thanks Willyam - We hope everyone takes something from the course. I always learn also from the great comments of the learners.

  • Hi Rady - We're very glad you have benefitted from the course.

  • Hi Reinerio - Thank you. Your feedback is very much appreciated.

  • A very good reflection Willyam. Thank you.

  • Thank you Leidy.

  • This is a really good point. For example, small organisations may not need an innovation team, but having some time to focus on developing and delivering innovation will be really useful.

  • This is a great reflection.

  • Absolutely agree Nigel.

  • Tony Morgan replied to [Learner left FutureLearn]
    Q&A

    Good point Annie!

  • Welcome everyone. It's great to see people from so many different industries, countries and backgrounds.

  • Hi Paul - Thanks for the comment. The idea here is wider than software development - for example the ability to undertake rapid prototype development, which could be something digital or physical. We'll consider your feedback and perhaps update the wording to clarify the wider meaning.

  • Hi Clement - Every innovation and every project is different. Sometimes we may focus on incremental change, while at other times the target will be something much more transformational. Either way, it's very important to identify who the end users are, develop empathy for and understand them, whether they in mainstream categories, or extreme end users.

  • Thank you Clement!

  • Thank you for the feedback.

  • Hi Hayat - I think these are excellent insights.

  • A big welcome to everyone joining the course.

  • Focus first on quick win items rather than large projects.
    Once you have initial successes, positively communicate the results and the value to the organisation, including the leadership.

  • Hi Ejikeme - It will depend on the organisation and what it is looking to do. Outside in helps if external resources are needed to develop the organisation's innovations. Inside out is valuable if the organisation has created something of value but does not intend to directly take it to market.

  • @lihonghan Yes. Kodak is often used as a very good example of an incumbent company impacted by disruptive innovation. They focused on maximising existing revenue streams and did not focus enough on looking ahead and evolving their business model until it was too late.

  • Hi John - I understand the challenge you raise. My recommendation would be to understand your strengths and weaknesses and look to systematically find the best ideas and implement them. A small company doesn't need an "innovatom team" or "innovation fund" to do this.
    Many small companies are very innovative in nature. Whilst it's likely they will not have...

  • Hi Ejikeme - This is a good point. Speed and agility are important, and I'd look for this to be a key consideration for the Leadership, People, Process, Funding and Culture aspects. The Platforms are often desiged too to accelerate innovation.

  • Hi Emma - I think this is a great observation. I have seen "good" and "bad" innovation teams. The "bad" ones think they do all the innovation. The "good" ones see themselves as catalysts for everyone in the organisation and beyond, and consider their role to be finding the best ideas and guiding them through the innovation management process to...

  • Hi - This is an interesting question. The process of developing innovation - i.e. innovation management - is definitely replicable.
    Whether a specific innovation is replicable, depends on your understanding and preferred definition of "innovation". I favour "Innovation is the use of new ideas - or existing ideas in a new context - which results in change...

  • Thank you Caitlin - We're pleased it has been so useful for you.

  • Thanks Rainer - We're pleased you have taken some very good learning points from the course.

  • Thank you for taking part and being so active in the discussions.

  • Thanks Prakash - It's always very good to know which items have impact. Enjoy the rest of the course.

  • Ho Julisa - This sounds like a very promising proposal to kick things off.

  • Hi Simone - Many organisations face similar challenges. Perhaps your hotel could start by looking at developing a small number of ideas from the staff and customers initially and taking a few forward to prove the value of innovation. You won't need a dedicated innovation team for this but the key enabler will be leadership - the hotel management will need to...

  • Hi Michelle - It's never too late! Welcome to the course.

  • Hi Penelope - I think the answer is mixed. Some very big artists make a lot of money but many smaller less selling artists get less. One impact of this disruption appears to also have been changes to live music too. In the 1970's, artists toured to promote their records but most made little money from playing live. Nowadays, live music drives a relatively...

  • Hi Rainer - That is certainly one approach. Sometimes companies create a dedicated business unit or company to explore disruptive new markets and technologies. Google X is quite an interesting example organisation to take a look at.

  • Hi Ejikeme - This is a very interesting question. Is Tesla a disruptive company or just a new entrant into the car market? Perhaps, true driverless vehicles and different business models about vehicle ownership and usage will be more disruptive in the longer term?

  • Hi Julie - Some interesting examples which show disruptive innovation is not new. The story of Sony and the transistor radios is anoher very interesting example which disrupted the previous valve-based radio manufacturers and created a new market of teenagers listening to portable radios.

  • Some great examples below. Please do keep the feedback coming!

  • Hi Penelope - I understand your challenge - it will be interesting to see if value is delivered in the longer term. Conversely, it it also interesting to consider what may have happened to the business if such changes hadn't been made?

  • Hi Khushboo - A great insight. I very much agree that the pandemic is driving new innovations beyond the core in Education and many other sectors.

  • Hi Paul - Hopefully this course will help you move in what sounds to be the very positive direction the organisation is looking to take.

  • Hi Hemal - I hope you'll be interested in the Design Thinking section of the course, which is very much focused on driving innovation with the end user (e.g. the customer) at the centre.

  • Hi Penelope - I hope you'll be interested in the Design Thinking section of the course, which is very much focused on driving innovation with the end user (e.g. the customer) at the centre.

  • Hi Paul - Welcome. This is certainly a subject of great interest to us all.

  • Hi Rainer - "Don't fix what isn't broken" is an interesting point and a challenge for these organisations, I think. Often organisations which stand still and don't look to change eventually fall behind, and sometimes go out of business if their competition passes them by, or as we'll see later in the course, if their industry is disrupted.

  • Hi Othuke - It's not easy but leaders need to put in place the other enablers, such as People and Culture - and ensure there is a "Process" and some funding available to move the best ideas forward.

  • Hi Othuke - This is a big challenge. As we'll see, people and culture are two of the key enablers for innovation, which need to be enabled by the leaders.

  • Hi Victoria - I agree with your point that sometimes people think innovation = digital. Whilst many innovations at the moment are focused on digital transformation, they're not all and we need to keep people at the heart of our innovation activities. Also, financial challenges are often great motivators for innovation - add this to the creativity you mention...

  • Hi Ejikeme - This is an excellent question. There are a number of ways to do this - for example, by showing excellent examples of innovation culture and activities within other organisations - and critically the positive impact this has had. I would target this on areas that matter most to the leaders, and can positively influence their success.
    But I am not...

  • Hi Cassandra - This is a common challenge. It's definitely an aspect of organisational culture which needs to be addressed if organisations are going to make best use of their resources and opportunities for the future.

  • Hi Nurliyah - I agree that there are many different types of innovation an organisation can pursue. I also think it's important for each organisation to work out which are the most valuable areas for them to focus on, rather than try to change everything at once.

  • Hi Minas - I am very much in agreement with you on this.

  • Hi Minas - This sounds like your organisation's innovation focus is at the Core and Adjacent levels. This is the case for the majority of organisations.

  • I see what you did there, Thura! Please do feedback as you progress through the course. I'm interested to see how well you think the two words go together.

  • A huge welcome to everyone for joining the course. Please do add your commments, thoughts and questions. We're looking forward to interacting with you in the coming days.

  • @SamuelEbenya Thank you Samuel - we enjoyed seeing your comments and it is always great to get feedback.

  • @PhillipHiggins Hi Phillip - Having created the tool, I agree!
    It is just the starting point to get people thinking about where their organisation is, where they need to be and what they need to do to start filling the gap to be able to manage, develop and deliver innovation more successfully and consistently.
    From experience, having a leadership team have...

  • @GeorgiaBrandi Hi Georgia - Design Thinking fits well with Lean. Also it is often used as a complementary toolset with Agile Development. There are lots of resources on the internet about this, you'd find from a quick search.

  • @SamuelEbenya Hi Samuel - Have a look at this great short video from Google on the topic. I use this with my students to bring the topic to life. https://youtu.be/JMjozqJS44M

  • @CecileLamy Hi Cecile - Another great question here.
    It can be difficult to achieve but there are many aspects and approaches to this. You can generate a more positive innovation culture through positive communciations, giving people time for innovation and providing rewards etc.
    Even then, in my view you still need the other enablers - leadership to set a...

  • @JoRolland Hi Jo - This is a great question.
    We cover Design Thinking in Week 2.
    One Design Thinking technique is called the "Prioritisation Grid" - it is used to quickly assess and compare ideas in terms of their value and feasibility. You'll find details and examples from a quick search of the internet.

  • @JoannaMoss Hi Joana - This is a great question. One of the things we often speak about is push and pull type innovation.
    Push can be for example when an organisation has a new technology and now needs to find problems or opportunities to apply it to.
    Pull is much more common - focusing innovation on existing problems, challenges and opportunities to come...

  • It really comes down to what the organisation is looking to achieve through innovation. For some organisations this could be organic growth or creating new markets through disruption. For other organisations the goal may be simply survival, as standing still is not an option.