传统的创新方式都有深层次误区。他们的基本假设是,你不需要天生的创新者就能创新;相反,你只需要一个注重创新的过程。佩斯的指导原则是,没有创新者就没有创新的存在。它采用其专有的评估方式,鉴定出创新者并利用具有革命性的组织架构设计做到创新。

佩斯领导力组织致力于帮助您的企业提升您的创新项目,提高创新者的个人贡献,更好地匹配组织面向市场目标的形式,并使其更切合他们创新经理的心理资产。

什么是探索者挖掘与开发项目?

佩斯对探索者挖掘与开发项目的定义

我们认为,创新的意义在于消费者。公司或研发团队是不是能够独断的定义创新,因为它们不是市场的仲裁者。我们对创新的定义与大多数研究中采用的不同。他们定义创新是智力创造性的成果。然而,在我们的方法中,创新是被公司以外而非公司内部视为新颖,具有商业影响力的活动。

An Innovator is a person who has the mental and emotional characteristics to initiate, launch and implement a breakthrough project. They do not need to be the person who created the idea so they don’t necessarily need to be creative in the traditional sense. But they do need to be able to recognize, launch and implement a breakthrough project with minimal or no support from others.

We use the FOA to assess whether or not a test-taker is an innovator. This process is what we called Innovator Discovery. A person may be seen as being creative in a purely academic or purely intellectual sense. In our approach, if these creations result in no short-to-medium commercial impact or value, they would likely not be rated as being innovative on our assessments. Indeed this person may not be seen as being innovative at all.  

Innovators naturally resist a defined process and any hint of process will recue or eliminate their motivation to participate in an innovation program; in the Perth behavioral approach there is, deliberately, no defined process – the process emerges from the circumstances. Innovator Development is supporting the innovators so that they have the best possible chance of innovating successfully.

传统创新模式的缺陷 

In their race to be the best, numerous companies have embraced innovation programs. These are almost universally based on the assumption that the innovation process can be defined and replicated anywhere. Yet these approaches do not work. This is because they all embody 5 major flaws. These are:  

Yet the evidence overwhelmingly points to the fact that what leads to innovation is the presence of people who are natural innovators. If natural innovators are not involved in an innovation program, the program is unlikely to work. 

The message is that a company must identify, encourage and harness the natural innovators in its midst. These persons are usually not recognized and often feel unappreciated. As a result they usually leave, or tacitly give up making a real effort.

In other words, a company must focus on finding those relatively rare individuals in its midst who Have natural innovative behaviors. Once found they must be appropriately managed and tasked so that they feel valued and can be drawn into the innovation efforts of the company.

佩斯项目的设计

Key Objective – identify and support natural innovators. Depending on the type of innovation program, implement means to support the innovators so that they
have the best possible chance of innovating successfully

The key components of the Perth program are:

如何执行佩斯创新者挖掘与开发项目

项目阶段

阶段1

阶段2

阶段3

为什么佩斯项目可以做到?

The Financial Outcome Assessment™ (FOA) test has two dimensions. One is the propensity to add value to a product or service. The other is the propensity to use resources. In using the FOA for identifying Xecutors we only use the VA dimension.

The VA dimension actually identifies and measures a particular cognitive bias termed the status quo bias. This measure the extent to which a person is comfortable with change or stability. People with a high status quo bias prefer stability. People with a low status quo bia prefer change and will often make intense efforts to disrupt the status quo. These are the types of people we are looking to identify.

Note that his not a measure of intelligence or a particular intellectual ability. However it is a measure of the level of motivation to want to change the status quo.

为什么选择佩斯创新者挖掘与开发项目?

优势

适应不同创新需求并将企业文化放入考量

All organizations have a culture. They also have an immune system. This immune system acts to protect its culture from change which could result in a new culture being adopted which could threaten the roles and functions of its members. The immune system will respond to threats of change by unconsciously mobilizing stabilizing forces. For an innovation to occur this issue must be addressed or the innovation will fail.

There are basically two types of innovation program. The first type is a formal program that specifically and explicitly has as its goal to create new products, services or processes. In this type of program all organizational efforts revolve around the creation of an innovation. This is seen primarily as a technical task. The technical aspects are the adoption of formal processes which will help foster the innovation. This includes formal goals, support for the people involved in the innovation, and formal ways of
promoting the innovation process.

See more details of  High Potential Innovator Program

The second type of innovation program has as its goal the preparation of the culture so that it is amenable to accepting any innovation. In this type of program the goal of the program is to focus on processes that will prepare the culture for any innovation. To an outsider the goal of creating an innovation itself might appear to be a secondary goal within the organization. However the real goal is to ensure that whatever innovation efforts are being implemented, should they result in the creation of an innovation, will result in widespread acceptance in the organization of the innovation. 

See more details of XCell-Innovator Accelerator Program