- When do we use this mode?
In E&P, at all stages, in all modes, there are multiple levels of technical challenges that need to be resolved. So therefore there is some innovation happening in the system all the time.
Innovation mode is used in 4 scenarios:
- Scenario 1: Innovation Mode is when something has never been done before or we are taking it up for the first time. It is when we don’t know a preset answer for how to do something. Everything else is standard solution finding that might be part of any mode. Even finding best practices for continuous improvement could be in any mode.
- Scenario 2: Innovation Mode is when you want to make a radical breakthrough – For example – you want to go from 50,000 to 100,000 of something, it is completely new. We don’t have the resources organized in a way that we can deliver to this – it requires new capability, new thinking, etc. There are only a limited number of such innovation mode projects that might be possible in the system.
Example – Blast Furnace was conceptualized in 55 months. Then we saw that the best benchmark in the world was 28 months. So we decided to set a target of 24 months for Blast Furnace.
- Scenario 3: Innovation Mode might involve developing a new technology that we didn’t know how to do. It might be that we want to do for the first time in the Tata Steel system or first time in the world.
- Scenario 4: Sometimes a project is in an innovation mode, sometimes a specific team is in innovation mode. The whole project being in innovation mode is rare. Mode is both at a project level and at a team level.
Example: In BF2 project, we have taken up a task that is completely new – never been done before in the world – we are planning to setup & assemble a complete stove and lifting in one go. For this to happen, there has to be a lot of innovation. So even though BF2 project may be in drag mode, the team working on this is in innovation mode.
- What kind of work methods are to be used for this mode?
- They should follow rapid innovation methodologies. There need to be design-based processes in the system.
- Learn to work with innovation deliverables & milestones – we cannot have open explorations and ignore deliverables when operating in innovation mode.
- If some research has been carried out, there needs to be some results / output. If some experiment is carried out, there needs to be some findings. If Innovation does not lead to any product that will help the purpose, then there is no point of innovation.
- Innovation Milestones will become the measures for people in Innovation Mode. If you consider an innovation mode question – How can we do this that has never been done before? This question will further breakdown into 20 unsolved problems. For each 20 unsolved problems, there will be a cycle to solve every problem. Each innovation milestone will be around this.
- Any new innovation needs to be assimilated into the system, so it should only be considered an innovation when knowledge is codified and shareable within the system. Otherwise it remains a single event.
- What are the expectations of Leadership in this mode?
- The leader should play an enabling role in the team.
- Should have tremendous faith in your team. Team members need to feel backed by your boss. Everyone should have faith that we can achieve something big.
- Then as a leader, you need to find a strong creative catalyst who will either be from within the company or even from outside.
Example – In Xerox PARC, they invented all the paradigms of modern computing – like graphical user interface, laser printer, etc. Their team was full of innovators but ironically, their leader was not an innovator. The leader had faith in all his people and so they flourished under him. So even if the leader is not creative but can bring out the best in his people, then innovation breakthroughs can be achieved.
- The leader needs to have Breakthrough thinking. He needs to inspire the team to innovate
- The leader needs to facilitate high co-creation and listening to fresh ideas
- Team Structure
- People who can think different & creatively
- People who have multiple exposures
- People who have high expertise
- What kind of environment should we create?
- The team should have a high energy, high-aspiration environment
- It needs to be an environment that facilitates & creates space for experimentation and risk-taking
- It needs to be a highly nurturing environment with space for failure
- What kind of measures and expectations do you have?
- Project Measures – Solution created for the project
Mode Measures – Based on achieving Innovation Milestones
- Comparing Cruise, Stretch and Innovation Mode
- When we you work hard and work efficiently / productively and do continuous improvement – that is cruise mode.
- When you want to breakthrough to the next level by changing the how – changing the method radically then – this is stretch mode.
- Right now stretch mode is equated with working harder. Working harder will not help. It will result in burnout and not necessarily in energizing you.
- Innovation mode means breakthrough. You are changing the norms of the game. It is re-inventing something. Then you go beyond that how and change or shift the entire core of your thought process. You are moving into a completely new understanding of things – this is innovation mode.
Example of banking – Why technology has so much power is that offers new levels of breakthrough. However efficient you might be in a branch, you can’t reach the levels of efficiency of digital / mobile banking.
- Therefore, each is the same mode taking things to the next level.