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    A empresa de design IDEO estudou como a inovação acontece em mais de 100 companhias – confira o que descobriram

    por Ricardo Ruffo
Echos > desired, o blog > Inovação na Prática > A empresa de design IDEO estudou como a inovação acontece em mais de 100 companhias – confira o que descobriram
2017, maio 4

Inovação é difícil de quantificar, mas com esses 6 aprendizados, a IDEO afirma que está resolvendo essa equação.

Como medir “inovação”? Essa é a resposta que aparentemente toda organização está procurando – basta ver o AT&T’s Innovation Pipeline, o Laboratório de Pesquisa em Inovação da Sephora e o Pennovation Center da Universidade da Pensilvânia – porém é extremamente difícil de quantificar.

A empresa global de design Ideo está disposta a responder a essa pergunta ao estudar seu histórico de projetos ao longo de 26 anos olhando para como foram as dinâmicas dos times internos de seus clientes, bem como as fontes externas focadas em inovação (incluindo publicação anual da Fast Company com a lista das Empresas Mais Inovadoras).

Definir o que inovação significava em companhias tão diversas foi complexo, porém, ao final, a IDEO descobriu que o mais importante elemento é a habilidade da organização em se adaptar e a responder a mudanças. Além disso, a IDEO identificou 6 vetores básicos que funcionam como instrumentos para uma companhia ser adaptativa e inovadora: Propósito, experimentação, colaboração, empoderamento e exploração (isto é, estar informado sobre o que acontece na indústria) e refinamento (a habilidade de com sucesso executar novas ideias).

Cada um dos seis vetores contribuem para implementar inovação e toda  a organização. Fonte: IDEO

Baseada nesses seis princípios, a IDEO criou uma pesquisa voltada para os times que estão em grandes organizações com objetivo de ajudar os membros dos times a entender como eles estão desempenhando. Chamada de “Diferença Criativa”, a pesquisa convida cada membro do time a dar sua opinião sobre suas experiências e seu trabalho.

Então, a Ideo provê a eles uma análise completa, incluindo feedback sobre caminhos tangíveis para se tornarem mais inovadores (e a habilidade de acompanhar a evolução ao longo do tempo, caso realizem a pesquisa várias vezes no ano). Por exemplo, as métricas podem mostrar o quanto um time é muito orientado pelo propósito, mas falta colaboração; ou um time pode ter uma pontuação alta em experimentação mas mais baixa em refinamento.

“As pessoas veem tudo isso como intangível e sem sentido”

“As pessoas veem tudo isso como intangível e sem sentido. As únicas métricas que a maioria das companhias acompanham são métricas de desempenho”, afirma David Aycan, líder na IDEO e a frente do Diferença Criativa. “Às vezes a adesão a esse tipo de métrica demora 1, 2 anos, porém temos dados de que adotar essa metrificação leva a melhor desempenho. As pessoas podem de fato rastrear se a forma como agem está melhorando com o passar do tempo”.

Em essência, o Diferença Criativa é uma tentativa da Ideo em quantificar inovação. Faz um ano desde que lançaram a pesquisa e mais de 100 empresas já a utilizaram para, internamente, avaliar as aptidões de seus times para inovação. Agora, a Ideo possui dados suficientes para validar suas hipóteses sobre qual comportamento realmente demonstra claramente qualidade. São essas características que a Ideo descobriu.

IDEO lançou o Diferença Criativa do seu escritório em São Francisco, em parceria com a empresa Intercorp como um projeto piloto em 2015. Imagem: IDEO

Não fique preso a uma ideia (nem mesmo a três)

Aycan disse que os dados da Ideo revelaram algo surpreendente: nem a mais tradicional abordagem de desenvolvimento de produto – encontrar três boas opções, analisá-las e escolher uma para seguinte em frente – nem a abordagem de startup enxuta – a partir de um bom palpite, prototipe-o e o melhore a partir do que funciona – são as formas mais efetivas de lançar um novo produto. Pelo contrário, quando os times iteram 5 ou mais soluções diferentes, eles têm 50% mais chances de lançar um produto de sucesso.

Quando os times iteram 5 ou mais soluções diferentes, eles têm 50% mais chances de lançar um produto de sucesso.

“Qualitativamente temos visto isso acontecer há anos”, diz Aycan. “Por mais que gostamos de dizer que não investimos em apenas uma única ideia, é difícil reconhecer as falhas na nossa criação quando já foram investidos semanas ou meses. Coloque algumas ideias na mesa, mantenha-se flexível em termos do quanto o projeto pode ir”.

A Michelin, por exemplo, usou a pesquisa do Diferença Criativa meses atrás e concluiu que não era tão flexível com a experimentação quanto poderia ser. Como resultado, a companhia começou a ampliar a variedade de produtos nos primeiros estágios. Aycan afirma que a companhia até agora lançou dois produtos com uma velocidade nunca antes vista por causa das reflexões provindas da pesquisa.

A holding peruana Intercorp tem utilizado o Diferença Criativa em suas 30 organizações, que reunem anualmente em um grande workshop. Imagem: IDEO

TODOS DEVERIAM SE SENTIR CONFORTÁVEIS EM DESAFIAR O STATUS QUO

Fazendo uma anedota, todos nós já ouvimos que os membros de um time não devem ter medo de desafiar o status quo – ao que chamam de liderança – é uma forma certeira de encorajar novas ideias. Os dados do Diferença Criativa confirmam essa visão. Quando a maioria dos membros do time que realizaram o teste disseram que se sentiam confortáveis em desafiar o status quo e agir de modo autônomo, as chances de um lançamento falhar caiu em 16,67%.

O time da IDEO de Diferença Criativa premia organizações que melhor desempenham em cada categoria. Esse é o prêmio por exercer a capacidade de “exploração”. Imagem: IDEO

UM PROPÓSITO CLARO E CONSISTENTE CATALISA A INOVAÇÃO

Os dados da Ideo mostram que ter um propósito coeso com consistentes prioridades é importante para negócios que precisam se adaptar rapidamente e com sucesso. Tendo como base as companhias que utilizam a Diferença Criativa, projetos e soluções estratégicas são 20,40% mais bem sucedidos quando os líderes articulam a missão da companhia de forma clara e praticam de fato o que pregam.

“A questão que identificamos é que quando as coisas permanecem estáveis por um tempo, as prioridades não mudam constantemente e os projetos e os times de inovação possuem uma base sólida para continuar em frente seus trabalhos”, conforme relata Aycan.

Colaboradores preenchendo o questionário do Diferença Criativa respondendo sobre assuntos relacionados ao seu estilo de time e de trabalho. Imagem: IDEO


PESSOAS QUE TRABALHAM REMOTAMENTE SÃO NA VERDADE BOAS EM COLABORAR

As empresas mais inovadores possuem entre 25% a 57% de seus empregados trabalhando remotamente.

Por mais surpreende que isso possa parecer, times que trabalham juntos, mas distantes fisicamente podem realmente ter mais resultados do que times que possuem poucos trabalhadores remotos. Os dados da IDEO mostram que as companhias mais inovadoras entrevistadas possuem entre 25% a 57% de seus empregados trabalhando remotamente, com uma média de trabalhadores remotos em 41%.

Times com trabalhadores remotos são 22% mais bem sucedidos em suas iniciativas se comparados a outros times que possuem menos de 15% de seus empregados trabalhando de modo remoto.

Considerando a sua experiência em trabalhar com diferentes tipos de companhias, a empresa acredita que esse fato se dá porque times mais distribuídos força com que as organizações atuem de forma mais intencional e cuidadosa a colaboração e o compartilhamento de informação.

Uma vez que a pesquisa é concluída, os líderes têm acesso online ao painel do Diferença Criativa para ver os resultados. Imagem: IDEO

TER CONTATO DIÁRIO – É O QUE LEVA PARA LANÇAMENTOS MAIS BEM SUCEDIDOS

Fazer alinhamento com seu time todos os dias? Parece que isso tomaria muito tempo, mas segundo os dados da Ideo, vale a pena. Para que times trabalhem juntos de forma fluida, eles precisam colaborar todos os dias – o que, entre as companhias que usaram o Diferença Criativa, levou a 28% menos fracassos de lançamentos.

“No pior dos cenários, as pessoas não entendem como as coisas são decididas.” Essa reflexão vai além da comunicação em cada time. Aycan diz que em uma empresa de tecnologia com a qual seu time trabalhou, a colaboração era o fator que mais precisava melhorar, embora a empresa possuísse uma abordagem ágil em desenvolvimento de produto e os colaboradores apresentavam bons resultados no nível individual.

Ele diz que um time trabalhando em videos e outros time trabalhando com música demonstravam boas ideias de negócios individualmente, porém em termos de satisfação e experiência do usuário quando se uniam esses dois elementos estavam decrescendo.

“Times que trabalham juntos de forma fluida entre outras funções de negócios diariamente, comparado a aqueles que se atualizam semanal ou mensalmente, provavelmente serão 21% mais sucedidos” afirma Aycan.

A rede de hotel Casa Andina também participou do Diferença Criativa e atingiram o a maior pontuação para colaboração e experimentação no último ano. Imagem: IDEO

LÍDERES,  O SEU TRABALHO É AJUDAR SEU TIME – NÃO O CONTRÁRIO

Os dados da Ideo mostram que líderes – tantos líderes executivos quanto de projetos – que enxergam seus papéis como dar suporte aos seus colaboradores  para alcançarem seu total potencial são 17% mais efetivos do que se comparados a estilos de liderança mais tradicionais, de cima para baixo.

“No pior dos cenários, as pessoas não entendem como as decisões são tomadas. As pessoas passam a achar que se trata apenas de mais um outro projeto da diretoria”, relata Aycan. “Porém, as melhores organizações são capazes de capacitar a suas organizações a identificar tensões, equipar os times com forma de resolvê-las e mais justa na alocação de recursos e escolher qual projeto será o foco de trabalho”.


Este texto foi publicado originalmente em inglês no portal FastCo Design no dia 20 de março de 2017 e de autoria de Katharine Schwab. Para acessar o artigo na íntegra, basta acessar aqui.

Ricardo Ruffo

Ricardo Ruffo is a born entrepreneur, educator, speaker and explorer. As a writer by passion Ricardo daydreams on how the world is changing fast and how it could be.

Ruffo is the founder and global CEO of Echos, an independent innovation lab driven by design and its business units: School of Design Thinking, helping to shape the next generation of innovators in 3 countries, Echos – Innovation Projects and Echos – Ventures. As an entrepreneur, he has impacted more than 35.000 students worldwide and led innovation projects for Google, Abbott, Faber-Castell and many more.

Specialist in innovation and design thinking, with extensions in renowned schools like MIT and Berkeley in the United States. Also expert in Social Innovation at the School of Visual Arts and Design Thinking at HPI – dSchool, in Germany.

Naturally curious, love gets ideas flying off the paper. He always tries to see things from different angles to enact better futures. In his free time, spend exploring uninhabited places around the world surfing.

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      • we may be unable to communicate with you to provide information about the Courses or other products or services that you have procured from us, or may intend to procure in the future;
      • we may be unable to tailor the content of our marketing communications to suit your preferences;
      • your experience when interacting with us may be delayed or not as efficient as you may expect.
      Disclosure of your personal information Your personal information may be disclosed in connection with any Purpose to any of the following:
      • our employees, contractors or service providers, to the extent reasonably necessary to fulfil our obligations to you;
      • our business advisors, including lawyers, accountants or other professional service providers, to the extent reasonably required;
      • suppliers, clients and other third parties with whom we have commercial relationships, for business, payment processing, delivery, marketing and related purposes;
      • if required by law, to any person authorised by such law.
      Overseas disclosure of personal information We may disclose your personal information to third parties and service providers located overseas in connection with any Purpose, including to overseas cloud computing hosts. We take reasonable steps to ensure that the overseas recipients of your personal information do not breach the privacy obligations relating to your personal information. Links Links from our Online Platforms to third party websites that we do not operate or control are provided for your convenience. We are not responsible for the privacy or security practices of websites that are not covered by this Privacy Policy. Third party websites should have their own privacy and security policies which we encourage you to read before supplying any personal information to them. Direct Marketing We may contact you with direct marketing communications and information about Courses or other products or services offered by us or our partners via telephone, email, SMS, or regular mail. If you have indicated a preference for a method of communication, we will endeavour to use that method wherever practical to do so. You may opt out of receiving marketing communications at any time by responding via the channel in which you received the marketing communication, or by contacting us (see contact information below).  You can unsubscribe from emails by clicking the unsubscribe link on the footer of the email communication you have received. How you may access your information You may access your personal information held by Echos by making a request to us. Email:    contact@echos.cc Correction of your personal information If you would like us to update or amend your personal information, please contact us and we will make the requested amendments. We may ask you to verify your identity to ensure that personal information we hold is not improperly accessed. Complaints If you feel your privacy has been breached, please contact us using the contact information above setting out the circumstances and reasons for your complaint.  
      Presença Global A Escola de Design Thinking é uma iniciativa da Echos, um laboratório de inovação.
      Presença Global

      APAC

      NSW Australia
      Telefone 1300 502 006
      ABN 65 617 491 424

      LATAM

      Rua Baluarte, 672
      Vila Olímpia
      São Paulo
      Telefone +55 11 3476 2300

      EMEA

      contact@echos.cc

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