1 / 16

A few remarks about innovation and creativity

milt
Télécharger la présentation

A few remarks about innovation and creativity

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Minds are like parachutes - they only function when open(Thomas R. Dewar)The approach of Philips Research to creativity and innovationTineke van den Heuvel, Senior Director HR, Philips ResearchRSM HR Business Network Event - Building a Creative Organisation 28 Feb 2012

  2. A few remarks about innovation and creativity Creativity is not the ability of people to generate ideas by themselves, but to tune in into the creative space and collect the ideas from there (Guillaume van der Stighelen (Free translation)) Innovation is about reinventing yourself over and over (folklore) “Les autres cherchent; moi je trouve” (Picasso)

  3. Key take aways of this presentation • Creativity is fuelled by an inspirational mission • Creativity requests and open mind • HR practices should support the “open mind of an organization” Our HR practices have their roots in the 10 commandments of Holst, 1914! • A key driver for creativity is line management

  4. Our Vision Our Mission Improving people’s lives through meaningful innovation At Philips, we strive to makethe world healthier and more sustainable through innovation. Our goal is to improve the lives of 3 billion people a year by 2025.  We will be the best place to work for people who share our passion. Together we will deliver superior value for our customers and shareholders.

  5. We have a strong track record in innovation 1918 Medical X-ray tube 1919 ‘Ideezet’ radio tube 1926 Pentode 1932 Sodium street lamps 1939 Rotary heads 1963 Compact Cassette 1971 World's first home VCR 1966 Local oxidation 1976 NiMH battery 1981 Compact Disc 1992 Flat detector for cathlabs 1995 UHP & low mercury TL/CFL 1996 High resolution MR 2002 Blu-ray 2003 Multi-slice CT 2004 Ambilight TV 2006 3D displays 2008 Lumiramic 2010 Lumea 2010 Fall Detector 2010LumiMotion 2011 Digital Pathology 2011 iCT Scan 2011 Airfloss

  6. We innovate through researchInsight-driven and people-centric • Opportunity & trend spotting • Monitoring technology trends and examining how we can turn them into profitable opportunities • Technology research • Investigations into new and existing technologies for health & well-being help bring many meaningful and people-focused innovations to the market • Application research • We explore what possible applications we could create based on the technologies we invented • User-centered research • We investigate how people are actually interacting with product concepts and prototypes.

  7. Scientists from different disciplinesDiverse collaboration • Over 50 nationalities: • Chemists • Electrical engineers • Physicists • Biologists • Computer Scientists • Physicians • Biomedical engineers • Sociologists • Psychologists • Business Developers • Marketers • Entrepreneurs

  8. Philips Research is a rich source of innovationFor almost a century we are an innovation engine for Philips 10 commandments of Holst: Engage competent scientists, if possible young ones, yet with academic research experience. Do not pay too much attention to the details of their previous experience. Give them a good deal of freedom and give a good deal of leeway to their particular preferences. Let them publish and take part in international scientific activities. Steer a middle course between individualism and strict regimentation; base authority on real competence; in case of doubt prefer anarchy. Do not split up the laboratory according to different disciplines, but create multi-disciplinary teams. Give the research laboratory independence in choice of subjects, but see to it that leaders and staff are thoroughly aware of their responsibility for the future of the company. Do not run the research laboratory on budgets per project and never allow product divisions budgetary control over research projects. Encourage transfer of competent senior people from the research laboratory to the development laboratories of product divisions In choosing research projects, be guided not only by market possibilities but also by the state of development of academic science. 8

  9. Holst is still visible in our HR approach • Recruitment : • Many Master and PhD students • Pro-active use of network of part-time professors to select the best • Many different disciplines and nationalities • People selected for expected flexibility/ ability to shift areas • Engage competent scientists, if possible young ones, yet with academic research experience. • Do not pay too much attention to the details of their previous experience. • Give them a good deal of freedom and give a good deal of leeway to their particular preferences. • Let them publish and take part in international scientific activities. • Steer a middle course between individualism and strict regimentation; base authority on real competence; in case of doubt prefer anarchy. • Do not split up the laboratory according to different disciplines, but create multi-disciplinary teams. • Give the research laboratory independence in choice of subjects, but see to it that leaders and staff are thoroughly aware of their responsibility for the future of the company. • Do not run the research laboratory on budgets per project and never allow product divisions budgetary control over research projects. • Encourage transfer of competent senior people from the research laboratory to the development laboratories of product divisions • In choosing research projects, be guided not only by market possibilities but also by the state of development of academic science. 9

  10. Holst is still visible in our HR approach • Engage competent scientists, if possible young ones, yet with academic research experience. • Do not pay too much attention to the details of their previous experience. • Give them a good deal of freedom and give a good deal of leeway to their particular preferences. • Let them publish and take part in international scientific activities. • Steer a middle course between individualism and strict regimentation; base authority on real competence; in case of doubt prefer anarchy. • Do not split up the laboratory according to different disciplines, but create multi-disciplinary teams. • Give the research laboratory independence in choice of subjects, but see to it that leaders and staff are thoroughly aware of their responsibility for the future of the company. • Do not run the research laboratory on budgets per project and never allow product divisions budgetary control over research projects. • Encourage transfer of competent senior people from the research laboratory to the development laboratories of product divisions • In choosing research projects, be guided not only by market possibilities but also by the state of development of academic science. • Career Development : • Stimulating career mobility: % of outflow to Philips or • eco-system metric for our success • Dual career ladder 10

  11. Holst is still visible in our HR approach • Stimulating bridges with academic world; • career mobility policy – stimulating moves into “eco-system” • Part-time professorships • Working at clinical sites • Engage competent scientists, if possible young ones, yet with academic research experience. • Do not pay too much attention to the details of their previous experience. • Give them a good deal of freedom and give a good deal of leeway to their particular preferences. • Let them publish and take part in international scientific activities. • Steer a middle course between individualism and strict regimentation; base authority on real competence; in case of doubt prefer anarchy. • Do not split up the laboratory according to different disciplines, but create multi-disciplinary teams. • Give the research laboratory independence in choice of subjects, but see to it that leaders and staff are thoroughly aware of their responsibility for the future of the company. • Do not run the research laboratory on budgets per project and never allow product divisions budgetary control over research projects. • Encourage transfer of competent senior people from the research laboratory to the development laboratories of product divisions • In choosing research projects, be guided not only by market possibilities but also by the state of development of academic science. • Award structure recognizing scientific and business impact: • Innovation award • Patent Award • Holst award • Outstanding achievement award 11

  12. Holst is still visible in our HR approach • Engage competent scientists, if possible young ones, yet with academic research experience. • Do not pay too much attention to the details of their previous experience. • Give them a good deal of freedom and give a good deal of leeway to their particular preferences. • Let them publish and take part in international scientific activities. • Steer a middle course between individualism and strict regimentation; base authority on real competence; in case of doubt prefer anarchy. • Do not split up the laboratory according to different disciplines, but create multi-disciplinary teams. • Give the research laboratory independence in choice of subjects, but see to it that leaders and staff are thoroughly aware of their responsibility for the future of the company. • Do not run the research laboratory on budgets per project and never allow product divisions budgetary control over research projects. • Encourage transfer of competent senior people from the research laboratory to the development laboratories of product divisions • In choosing research projects, be guided not only by market possibilities but also by the state of development of academic science. Our new Accelerate Culture: Eager to Win Take Ownership Team up to Excel 12

  13. Key learnings as HR Our key learning in the past year: • Recruitment through network/ referral works best • We need international workforce in all locations – also in emerging economies! • Career Development: rebalanced our approach – career mobility had become too much a pressure item instead of an opportunity • Flexibility of workforce is key for open climate: temporary contracts, contractors, etc My learning when preparing this presentation: • As HR get involved in work place innovation initiatives • A HR business partners we can challenge our managers more on their “Ability to stimulate creativity”

  14. A key driver for creativity is line management! Our most successful research groups are led by managers who: • Connect the research work to an inspirational vision : Our Researchers are inspired by the potential to have impact in the world • Stimulate deep insights in end-user needs • Promote bottom-up idea generation • Stimulate open innovation, productive partnerships • Stimulate people to visit the creative spaces: • Friday afternoon experiments • Eureka Fair • DoVo • Symposia, colloquia

  15. Minds are like parachutes - they only function when open (Thomas R. Dewar)

  16. 16

More Related