SLIDE 1: INNOVATION
SLIDE 2: IS IT LEARNED?
SLIDE 3: GENETIC?
SLIDE 4: CULTIVATED?
VO: Introducing Innovator’s AcceleratorTM.
VO: A learning experience so radical, and so revolutionary it cannot be called simply, “a course”. It is a new approach to innovation and fostering it in your organization.
VO: We’ve completely reimagined the digital classroom.
VO: The result is a learning experience like nothing ever offered before.
VO: All of this, delivered by the world’s most sought-after professors on the subject.
PROFESSOR VIDEO: Hi. I’m Clayton Christensen. I’m a professor at the Harvard Business School in Boston. And in one way or another, I’ve spent my time studying the problems of innovation.
PROFESSOR VIDEO: Hi. My name’s Jeff Dyer and I’m currently a professor of strategy at BYU and also the Wharton School at University of Pennsylvania
PROFESSOR VIDEO: I’m Hal Gregersen professor of leadership at INSEAD. It’s a business school with campuses all over the world.
SLIDE 1: 3 DISTINGUISHED PROFESSORS
SLIDE 2: 1 EXCEPTIONAL EXPERIENCE
JEFF DYER: We take years of studying business innovators, and what we’ve learned about the techniques they use to come up with creative ideas.
CLAYTON CHRISTENSEN: Not only do you have to come up with the idea, but you have to understand how to manage the process through an organization.
SLIDE 1: ORGANIZATIONS THAT FAIL TO INNOVATE
VO: In a world of razor-thin margins and cut-throat competition, business as usual is no longer business as usual.
VO: Companies must solve problems creatively if they are to survive.
VO: And they have to develop out-of-the-box thinkers if they want to remain an industry leader.
VO: Because organizations must innovate or die.
HAL GREGERSEN: Rolls up into what we call “an innovation premium”, where a company actually creates this environment where investors outside of that organization believe, “you will do something different in the future, you’ll do something different. And because of that, we’ll pay you a premium. More than we would otherwise to a company we believe does those sorts of things.”
SLIDE 1: HAVE A GOOD IDEA?
VO: This program gives you the building blocks to launch your own ideas,
VO: the know-how to realize them, and the skills to become an innovator.
VO: It’s a roadmap to creating change in your organization.
SLIDE 1: AN UNPARALLELED DESIGN.
SLIDE 2: AN UNPARALLELED LEARNING EXPERIENCE.
VO: We tapped ground-breaking design incubator IDEO to deliver a completely new learning experience.
VO: And we’ve incorporated navigation tools and capabilities as innovative as the subject matter itself.
VO: You’ll move between lessons as easily as scrolling down a page.
VO: You’ll immerse yourself in group projects
VO: and you’ll collaborate with a team of other eager idea generators.
SLIDE 37: The Five Essential Skills
VO: You’ll learn about the Five Essential Skills used by innovators. More importantly, you’ll discover how to apply them yourself.
VO: Through case studies, you’ll have the chance to see innovation in practice
VO: and learn how other innovators
VO: led their teams to transform their organizations and create the products that revolutionized their industries.
SLIDE 1: INNOVATORS AREN’T BORN.
SLIDE 2: INNOVATORS ARE MADE.
JEFF DYER: These are some specific skills that you and me, as the individual, we can learn.
CLAYTON CHRISTENSEN: We want you as an individual to know how to be an innovative person.
CLAYTON CHRISTENSEN: so that you can come up with great ideas
CLAYTON CHRISTENSEN: that have the potential to change the world.
SLIDE 1: WHAT’S THE NEXT BIG THING?
SLIDE 2: BE THE NEXT BIG THING.
The Innovator’s Accelerator learning experience is a non-credit bearing tutorial and is not eligible for academic credit at University of Phoenix
The Innovator’s Accelerator learning experience is NOT eligible for financial aid.
University of Phoenix does not award any professional development units, continuing education units, contact hours, or any other continuing education or professional development credit or credential for completion of the Innovator’s Accelerator learning experience.
VO: What’s stopping you?
Intro: Can creativity be learned?
Lecture by: Jeff Dyer, co-author of co-author of the Innovator’s DNA
Genetic endowments predict some of what we can do, but in fact, they don’t predict everything we can do. One of the studies we looked at
that helps shed light on this issue, on in particular, are some studies by psychologists who took a set of identical twins. They took those who were separated at birth and then, between the ages of 15 to 25, they gave them a battery of tests. And here’s what they found from the tests: they found that IQ, or general intelligence, is about 80% genetically based.
So we don’t step too far away from the genetic endowment we’ve been given around IQ. Our ability to memorize facts, solve problems, things like that, is largely rooted in genetics. But then what they did was they looked at things at creativity and performance on creativity tests and they found that only about a third is genetically based. For those of you, like me, who blamed mom & dad creativity challenged, you can’t do it anymore. It’s something that can be learned if you know how to do it. You have more creative capacity than you realize.
Intro: Why green oranges are better than orange ones.
Lecture by: Hal Gregersen, co-author of the Innovator’s DNA
In South Africa it’s warm, they have citrus groves and they grow lots of oranges and other kinds of, um, citrus fruits. A company ... had an employee by the name of Andres Fixer [PH]. Andres Fixer’s [PH] job basically was to watch the groves to make sure nothing bad happened to the fruit. So he’s doing his job, he’s kind of watching the groves.
Now they’ve got a problem in South Africa which is they have baboons that love to steal things. And if you’ve ever been there they’ll – they’ll steal your purse, they’ll steal anything that’s around and the baboons loved to steal the fruit. So Andres Fixer [PH] is watching the baboons, watching their patters of action, watching which trees they’re stealing from and realizes there’s a consistent thing going on here. What they realized was, Andres [PH] noticed that they were stealing it from one single tree.
He’s like why? Walks up to the tree, first of all it’s like this just does not make sense because all of the oranges were – were just bright green, they were not orange, which meant to him in his head they’re not ripe. Pulls one off, peels it, opens it up and instantly he notices this smells like a very ripe piece of fruit. And it was juicy when he opened it. So then he tasted it and it was the juiciest piece of orange he’d ever had in his life.
The baboons knew where the good fruit was. Andres Fixer [PH] watched it and what they realized they didn’t know they had a very rare kind of citrus tree that actually was early ripening and had incredibly delicious fruit. Now the growing season for South Africa is usually one season per year. With this early growing season – with this early ripening fruit that Andres Fixer [PH] discovered they could get two seasons, not one. That’s competitive advantage. They cloned the tree and they were able basically to have groves of these trees that were incredibly successful.
Intro: Learn why your business is not eternal.
Lecture by: Clayton Christensen, author of The Innovator’s Dilemma
One of our colleagues at Harvard did a study of 400 graduates of the
MBA program at our school who had started new companies. About half of them had become successful, half of them had failed. Of those that succeeded, he asked, could you-could you please compare the strategy that you’re now following that lead to success with the strategy that you originally intended to follow when you raised your money. How close do they correspond? And it turned out, 93 percent of the inno-innovators that had become successful said that the strategy that lead to success was completely different than the strategy they had intended to pursue when they raised their money. And what caused them to be successful wasn’t that the ones that became successful got it right the first time, they just had many left over, after they got it wrong to pivot and try again