• Inovasi adalah penerapan solusi baru yang memenuhi persyaratan baru, kebutuhan yang tidak

jelas, atau kebutuhan pasar yang ada

• Inovasi adalah sesuatu yang orisinil, baru, dan penting - dalam bidang apa pun - yang masuk ke
(atau mendapatkan pijakan di) pasar atau masyarakat.

Innovative Leadership
• Pemimpin dengan rendah hati dipandu oleh visi kesuksesan yang lebih altruistic
(mengutamakan orang lain) berdasarkan kinerja dan nilai dampak positif organisasi.
• Pemimpin memanfaatkan tim untuk mendapatkan jawaban sebagai bagian dari proses
pengambilan keputusan.
• Pemimpin merasakan dan berperilaku seperti seorang ilmuwan: terus bereksperimen,
mengukur, dan menguji untuk perbaikan dan mengeksplorasi model dan pendekatan baru.
• Pemimpin terus belajar dan mengembangkan diri dan orang lain.
• Pemimpin memotivasi orang untuk tampil melalui fokus strategis, pendampingan dan
pembinaan, dan kecerdasan interpersonal.
• Pemimpin cenderung mengukur kinerja keuangan, kepuasan pelanggan, keterlibatan karyawan,
dampak masyarakat, dan kohesi budaya.
 3 P Level (innovation
Innovation depends upon genome):
1. Purposes: organizational
• Organizational motivation level
• Resources 2. Practices: team level
• Management practices 3. Personal: individual
level
Framework of Leadership and Innovation
• Who: The innovative leader -
pelaku/actor: karyawan pemimpin
pada semua level
• What: The innovation – Substansi:
produk, proses, administrasi,
strategi
• How: Leading for Innovation –
Metode: tipe kepemimpinan,
struktur, kultur, pemberdayaan,
dukungan organisasi
• Why: Value – Manfaat Strategic:
Lebih baik, lebih cepat, lebih
murah, lebih mudah
• Toolset: prototyping, brainstorming, mind mapping,
ethnography, forced connections, praise first, define the
problems clearly, reframing the challenge
• Skillset: generate solutions, effective team leader, bridging
groups, initiating strategic and structural change, setting
innovation strategy and fostering a culture of innovation
• Mindset: curiosity, pating attention, customer-centric,
affirmative judgement, tolerance for ambiguity
 Dimensi Pekerjaan
15 Characteristics of Creative and Innovative People (Berthon et al. 2005)
• Economic value (EV): manfaat ekonomi
• Social Value (SV): Lingkungan kerja
menyenangkan, suasana tim yang
mendukung.
• Interest Value (IV) lingkungan kerja yang
menarik, menantang, inovatif, dan
kreativitas
• Development Value (DV): pengakuan harga
diri dan kepercayaan diri, peningkatan
karir
• Application Value (AV): kesempatan
menerapkan, serta untuk mengembangkan
orang lain.
Selection 1. Entrepreneurial characteristics:
Criteria • Creativity • Person – organization fit: culture/climate
• Drive for action • Person – person fit: teamwork, perceived
• Autonomy competency vs difference in problem-solving style.
• Problem solution skill
• Networking skill • Person – job fit: (-) fixing the broken things (0)
2. External candidates creating new things (+)
3. Diversity • Person – supervisor/leader fit: The boss; The Team
4. Good conflict behavior/management leader, The teacher, The partner
5. Teamwork skill
Innovative leaders are creative visionaries who have Innovation leadership has two components:
big ideas and, most importantly, can motivate people • An innovative approach to leadership
around them to turn those ideas into reality • Leadership for innovation: membangun kultur,
mengembangkan iklim (ekosistem) inovasi

Character of innovation leaders Attributes of innovation leader

• Don’t do but influence • Willingness to try new things, take risks, and
ability to manage uncertainty
• Seed the future, not the present • Learning from failure(s)
• Work for the love of change and • A high degree of passion (emotional
improvement involvement) for their mission and for
innovation
• Take personal risks that will benefit
• The willingness to proactively search for
others, even when -- especially external technologies and ideas to generate
when! -- those who will benefit may internal innovation
not even know what you're doing. Be The courage to stop (unproductive) projects
the role model The ability to build, and steer the winning
• Share, share, share all the time teams
 Innovation Leadership Tasks
Type of Leaders
Tasks

How to Select the Innovation Leader
• The generic important
characteristics: passion, mission,
vision, performance
• Internal versus external market
• Selection tools
How to Attract Innovative Leaders
Identify the innovation leaders: how?
Know their characteristics or competences
Find the number and type of innovation leaders that
have been identified
Find their seniority or the level in the organization
Find their distribution across business units and
functions
Find any changes in their number
 Strategic Human Capital
General management skills are the most portable.
The manager’s skills should match the strategic needs of the company.
 Industry Human Capital
Technical, regulatory, customer, or supplier knowledge unique to an industry.
Relevant industry experience have a positive impact on performance in a new job.
 Relationship Human Capital
Established relationship with other team members or colleagues is a valuable asset.
Moving with other colleagues vs. solo movers.
 Company-Specific Human Capital
Knowledge about routines, procedures, corporate culture and informal structures that
are unique to a company.
CEOs build a management system to their liking. Memenuhi Kebutuhan Pemimpin:
Internal atau Eksternal?
Developing Innovation Leaders Retaining Innovation Leaders
• Mutual respect: the basis for empowerment ->
Treating others as equals, Being a good listener, • Giving and keeping the
Learning from people, Sharing life stories jobs attractive
• Empowering people to lead: Showing up; Engaging • Giving opportunities to
people; Helping teammate; Challenging leaders;
Stretching people; Aligning everyone around a mission
succeed
• Lesson from best practices. The organizations: invest
time and money; Identify promising leaders early;
Choose assignments strategically; Develop leaders
within their current jobs; Be passionate about
feedback and support; Develop teams, not just
individuals; Exert leadership through inspiration;
Encourage leaders to be active in their communities;
Make leadership development part of the culture
• The Complementary Approaches: promoting
challenging environment; giving innovation
responsibilities early on their career; giving a personal
coaching to aspiring innovation leaders
 Ambidextrous = kombinasi exploitasi dan eksplorasi, inovasi dan efisiensi, perubahan dan stabilitas,
Peluang inovasi konsumen lama dan pelanggan baru.

• Kejadian tak terduga, termasuk kegagalan

• Adanya ketidaksinkronan atas kondisi
(produk) saat ini
• Kebutuhan akan proses yang lebih baik
• Perubahan pasar dan industri
• Perubahan demografik
• Perubahan persepsi
• Adanya (ilmu) pengetahuan baru
Mengapa gagal?
Mahal; Tidak praktis; Berdampak
negative; Aneh; Tidak menumbuhkan
citra positif; Kurang bermanfaat;
Melupakan sejarah, dsb
(Mengubah) Peluang (menjadi) inovasi
1. Inovasi dimulai saat masalah dikonversi menjadi
ide-ide: dibutuhkan ekosistem yang kondusif
sehingga orang berani mengambil risiko dan
mungkin gagal.
2. Inovasi membutuhkan sistem: beberapa pilihan;
internal venturing, continuous improvement,
strategic transfer, etc.
3. Bahan bakar inovasi: gairah. Bumbu inovasi:
perjuangan, rasa sakit.
4. Pertukaran pengetahuan kepercayaan adalah
kunci.
5. Keragaman atas ide dan pendekatan.
Pedoman berinovasi: tahapan The good news is that you
don’t have to stay small to
Innovation is a culture, it becomes an identity: should be communicated to both
avoid these common
employees (organizational members) and customers, be implemented in daily activities.
growth pitfalls. Instead
follow these three
Idea Leaders inspire new ideas by focusing on customers, encouraging risk takers and
performance management
generation forming alliances
must-haves:
Impact  Strategic fit: fit with existing strategy, identity, core competencies. 1. Risk-taking
New Will it be credible for our firm to pursue this idea? 2. Increase learning agility
 Potential value: will the idea be commercial?
ideas Will the financial margins justify further investments?
3. Creating cross-
 Opportunity size: functional team
have Will the value and impact be large enough to be worth pursuing?
impact  Differentiation / Competitors:
Will the innovation help the firm distance itself from competitors? Types of Innovation in the
 Employee passion:
Will the firm find employees with the passion and competence to pull it off? Value Chain:
Business Model; Organisation
Incubate Leaders create ‘incubators’ where the idea can be piloted for customer acceptance structure; process/channel;
and technical feasibility Product; Service; Brand;
Customer Engagement;
Invest Investment will require clarity around product portfolios, distribution channels, and
Outcome; Incremental;
geographic scope
Disruptive; Breakthrough.
Integrate Innovation requires integration of new ideas into old, change management is critical

Improve Innovation does not end, but evolve, Think Big, Test Small, Fail Fast, Learn Always
Strategi dan Taktik organisasi dalam berinovasi
• Internal: membangun kapabilitas
• Eksternal: merger dan akuisisi
Hambatan
• Problems identification impacts created
• Leaders’ initiative  organizational
climate
• Assignments and timelines
• Incentives
• Monitoring
Strategies: administrative and behavioral
Leader matters  “greteh”
Part of KPI
Critical mass
Organizational policy
Repositioning and risk assessment
Identified benefits vs costs
• Innovations ―new to the world: These occur when
a firm is the first to introduce an innovation for all
markets and industries, domestic and international.
• Innovations ―new to the market: These occur
when a firm is the first to introduce the innovation in
its particular market.
• Innovations ―new to the firm: These occur when a
firm introduces a product, process or method that is
new to that firm, or significantly improved by it, even
if it has already been implemented by other firms.
• Non-Innovations. These include among other things
the purchase of identical models of equipment, or
minor extensions and updates to existing equipment
or software.
Fungsi Inovasi
• Enhance something: Google enhanced searching the internet by
making user interface simple, more powerful than Yahoo.
• Eliminate or destroy something: online trading may eliminate
broker.
• Returns us to something in our past: back to nature concept.
• Over time things become their opposite: at the beginning email,
BBM/WA were designed to make all our lives more efficient. More
and more people using and abusing, these become annoying.
Multifaceted of Innovation
• Protocol/guideline is needed to improve success rate in
doing innovation.
• Innovation matters: critical to growth, creating the
future (exploiting opportunity) rather than relying on
past successes.
• Innovation is multifaceted: product innovation,
business strategy innovation, administrative innovation.
• Innovative products: revolutionary new products
(disruptive) or product extensions (sustaining
innovation). For examples, features, performance or
functionality. Organization's Innovation Capabilities
• Business strategy innovation changes how the • Inovasi membutuhkan kapabilitas
company makes money (services more than products),
where the company does business (new markets), how organisasional yang bersumber
the company goes to market (new channels), how the pada dua hal pokok:
customers experience the firm (brand), how the firm
services customers (eBay, Amazon, Online shops). • People: competences, behavior
• Administrative innovation occurs when new processes • Organization: resources, process,
are introduced in finance, IT, marketing, HR, values
manufacturing, or other staff systems.
Sustaining or Disruptive Technologies
• Sustaining technologies are innovations that
make a product or service better along the
dimensions of performance valued by
customers in the mainstream market
• Disruptive innovations, on the other hand, bring
to market a new product or service that is
actually worse along the metrics of performance
most valued by mainstream customers

Creating Capabilities to Cope with Change

Three options to create new capabilities:
• Acquire a different organization whose processes and values
are a close match with the new task. Merger and acquisition.
.
• Try to change the processes and values of the current
organization. Processes and values define how resources are
combined to create value When a threatening disruptive technology
• Separate out an independent organization and develop requires a different cost structure to be profitable
within it the new processes and values required to solve the new and competitive, or when the current size of the
problem. When will the organization take this option? A separate opportunity is insignificant relative to the growth
organization is required when the mainstream organization's values needs of the mainstream organization, then -- and
would render it incapable of focusing resources on the innovation only then -- is a spin -- out organization a required
project part of the solution
1. Peniru mengetahui kelemahan, dapat memperbaiki,
ada referensi atau benchmark. Biaya lebih murah,
lebih mudah approach custumer atau stakeholders.
Agar sustain terus improve dan berinovasi
2. Organisasi sebagai sebuah sistem artinya organisasi
memiliki aturan dan SOP atau standar. Diperlukan
Leadership untuk memastikan sistem berjalan.
Sistem artinya setiap komponen dalam organisasi
saling mendukung untuk pencapaian tujuan
organisasi.
3. Iklim inovasi, Leadership support dan komitmen,
dukungan sumber daya, meningkatkan kemampuan
(mastery) dengan pelatihan. Budaya eksperimen,
Kolaborasi, dukungan sumber daya, Risk taking,
Clear goals, Encourage diversity dan inklusi (tidak
menutup diri) / terbuka terhadap perubahan
lingkungan sekitar.
Systematic innovation membutuhkan diligence, persistence
and commitment
Alasan meniru dapat menjadi langkah awal efektif dalam
berinovasi
• Melompati tangga dalma kurva pembelajaran
• Memperoleh gambaran atas kemajuan yang dicapai
• Alokasi sumberdaya lebih efisien dan terkontrol
• Dapat menghindari kesalahan yang sama yg dilakukan oleh
inisiator
• Mampu tetap sederhana, fleksibel, berubah dengan cepat
• Dapat melakukan penelitian dan pemahaman pasar dengan
lebih baik
• Menawarkan sesuatu lebih baik
• Mendapatkan gambaran atas strategi dan taktik yang efektif
• Bisa mendapatkan dana lebih murah
Common mistakes in innovation effort
Strategy mistakes: mistakes in implementing strategy to promote innovation (investing only in ideas they think will become blockbusters).;
Process mistakes: in promoting innovation, companies implement a very strict performance criteria (implementing the same criteria used
for existing businesses); Structure mistakes: no connection between innovation efforts and the rest of the business.; Skills mistakes: lack
of skills to promote innovation (lack of leadership, lack of communication skills).
Strategy mistakes Process mistakes

Skills mistakes
Structure mistakes
Innovation Killers: Financial Tools DCF Traps
• Misapplying discounted cash flow and net
present value
• Using fixed and sunk costs unwisely
• Focusing myopically on earnings per share:
shareholders value maximization

Using Fixed and Sunk Costs Unwisely

Fixed costs: those whose level is independent of the
level of output. Examples: salaries and benefits,
insurance, taxes.
Sunk costs: those portions of fixed costs that are
irrevocably committed. Examples: investment in
buildings and capital equipment and R&D costs.
These concepts may lead to ignore new/different
capabilities required for future competitiveness
Shareholders value maximization
Money may kill innovation when:
• Short-term orientation
• Maximizing revenues of existing products:
harvesting
• Emphasizing (too much) on efficiency
• Implementing denominator management
Perangkap-perangkap Inovasi Lesson Learned
1.Perangkap kinerja
• Peluang ditangkap dari kesadaran akan adanya
2.Perangkap komitmen masalah dan perlunya memperbaiki sesuatu untuk
3.Perangkap model bisnis kehidupan yang lebih baik, bisnis yang lebih
menguntungkan, proses yang lebih mudah.
4.Perangkap deliberasi (proses inovasi tiada henti)
• Kemauan berpikir (positif), fokus pada pemecahan
5.Perangkap (orientasi) jangka pendek masalah, hindari konservatisme, manfaatkan
sumberdaya secara berbeda.
Perangkap Kepemimpinan • Ide kreatif membutuhkan kolaborasi untuk menjadikan
sebuah inovasi, termasuk dengan pemodal, motivator.
• Ide kreatif belum tentu menjadi inovasi karena:
• Tidak menguntungkan secara bisnis
• Membutuhkan kerja lebih keras
• Terkungkung pada kondisi saat ini, sejarah masa lalu,
nilai-nilai persepsian
• Tidak mampu berpikir dari “samping”
• Tidak mau mengambil risiko
• Dianggap tidak sinkron dengan tupoksi institusi
• Takut akan risiko dan kegagalan
• Membutuhkan perubahan sikap, perilaku, cara
pandang.