15 November 2019 · Breaking Down the Barriers to Innovation Created Date: 11/15/2019 8:43:55 AM...

transcript

Scott D. AnthonyInnosight

Senior Partner

Paul CobbanDBS Chief Data &

Transformation Officer

15 November 2019

ADEPT IN AMBIGUITY EMPOWEREDCOLLABORATIVECUSTOMER OBSESSED

Act confidently despite incomplete information, expect

iteration and change, excel at

experimentation, and celebrate judicious

risk taking.

Exercise initiative, seek out and

leverage resources, and make confident

decisions.

Incorporate cross-functional expertise

resourcefully, recognizing that the

smartest person in the room is often the

room itself.

Relentlessly seek to develop ever deeper understanding of the

jobs to be done of customers,

employees, and stakeholders.

Question the status quo and consistently search for different and better ways to

do things.

CURIOUS

I N N O V A T I O N B E H A V I O R S

A culture of innovation is one in which the behaviors that

drive innovation success come naturally

Does your

organization have a

culture of innovation?

Definitelynot

Definitelyyes

Probablynot

Maybe Probably yes

Which change would

have the biggest

impact on your

culture of innovation?

A. More clearly defining an

innovation strategy

B. More clearly communicating our

innovation strategy

C. More time/capacity to innovate

D. Better training

E. Stronger supporting infrastructure

F. Aligning rewards and incentives

What single word best describes the biggest

barrier to innovation in your organization?

C O M P A N Y S T R A T E G Y

Sources: Bloomberg/BCG; Google, Adobe, Bain & Company

INNOVATION 4.3%

TSR PREMIUM

AGILE 84%

PRODUCTIVITY GAIN

CREATIVITY 3.5X

MORE LIKELY TO GROW

FASTER THAN PEERS

RISK TOLERANT 19%

BOOST ABOVE REVENUE

TARGETS

Questions?

B E A N

BEHAVIOR ENABLERS

Direct ways to encourage and

enable behavior change

ARTIFACTS

Physical or digital objects to

reinforce behavior change

NUDGES

Indirect ways to encourage

and enable behavior change

Rituals

Checklists

Coaching

Community App

Gamification

Choice architecture

Stories

Screen savers

Prizes Office design

Desktop objects

Avatars

Tokens

Step 1: Define desired behaviors

I N N O V A T I O N B E H A V I O R S

ADEPT IN AMBIGUITY EMPOWEREDCOLLABORATIVECUSTOMER OBSESSEDCURIOUS

Act confidently despite incomplete information,

expect iteration and change, excel at experimentation, and celebrate judicious risk taking.

Exercise initiative, seek out and leverage resources, and make

confident decisions.

Incorporate cross-functional expertise resourcefully,

recognizing that the smartest person in the room is often the

room itself.

Relentlessly seek to develop ever deeper understanding of

the jobs to be done of customers, employees,

and stakeholders.

Question the status quo and consistently search for different and better

ways to do things.

► Be perpetually paranoid about the future

► Keep an open mind, constantly asking “what if”

► Avoid shutting down ideas by saying “this is how we do things here”

► Adopt a problem-solver, versus a fault-finder, mindset

► Spend inordinate time with customers to understand their jobs to be done

► Regularly create customer profiles and customer journey maps

► Ensure solutions are rooted in real needs and problems

► Gain deep insight into how customers choose between solutions

► Build cross-functional teams with diverse expertise and viewpoints

► Emphasize collective, versus individual, goals

► Be transparent and frank, while remaining respectful

► Provide visibility and transparency on initiatives

► Plan for different scenarios and alternative outcomes

► Constantly ask, “How can we learn more?”

► Design experiments to learn more about key assumptions

► Reward teams for intelligent failure

► Trust junior employees to carry out tasks without seeking approval

► Speak up when something isn’t working

► Own the outcomes of your decisions versus playing the “blame game”

► Set teams up for success by removing blockers & providing resources

Step 2: Identify specific blockers

Wrong leadership role

modeling

Watertight decision

criteria / evaluation

criteria

Risk aversion / fear of

failure

Micromanagement

Fear of criticism

Step 3: Develop and implement BEANs

Simple

Easy to adopt and remember

Practical

Connected to existing routines

Reinforced

How-to-guides, training, physical

reminders

Organizationally Consistent

Connected to processes,

systems & values

Unique

Fun, memorable, captured in

stories

Trackable

Able to measure, adjust and scale

S P R O U T

Questions?

Consciously creating a culture of innovation involves six steps

Culture of

Innovation

DEFINE DESIRED CULTURE

Create an evocative story and detail granular behaviors that

define the tomorrow culture

TRACK & MEASURE

PROGRESS

Use data to iterate towards the desired

future state of culture

ROLE MODEL DESIRED BEHAVIORS

Have leaders show the wayduring project review meeting and other

highly visible moments

DIAGNOSE BLOCKERS

Zero in on the systems, behaviors, and norms standing in

the way of success

HARDWIRE SUPPORTING SYSTEMS

Reinforce in formal systems(e.g. KPIs, budgets) and key processes

(e.g. recruiting, training)

IMPLEMENT BEANS

Drive habit change with behavior enablers, artifacts, and

nudges (BEANs)

A six-week culture sprint can kickstart the culture journey

DIAGNOSE

Build a baseline understanding of today’s culture

DESIGN

Align on tomorrow’s culture and key innovation behaviors to inform

design of the BEANSTORMING™ session

IMMERSE

Experience new innovation behaviors while solving real business

problems

BEANSTORM

Reflect on the experience of living new innovation behaviors and

create BEANs to drive innovation behaviors

PROGRAM

Create a plan for a programmatic approach to scale culture across

the organization

PROGRAMDIAGNOSE

Post-sprint activities sharpen sprint output and add focus on enabling infrastructures

CULTURE PILOT

~3 Months Ongoing Basis

FULL LAUNCHCULTURE SPRINT

~6 Weeks

Extended to 2-3 teams, departments, or function

Expansive, organizational-wideNarrow focus on a single team, department, function

BEANs identified, launched and tracked

`BEANs identified and launched; methodology codified and distributed

BEANs identified and launched

Precisely defined behaviors with rough sub-behaviors, supported by draft Culture Playbook

Precisely defined behaviors and sub-behaviors, supported by finalized Culture Playbook

Roughly defined behaviors

Recommendations for supporting system & structure development

Implementation of supporting systems & structures

Limited focus on enabling infrastructure

Identification of 'blockers behind the blockers', informing infrastructure recommendations

`Core blockers removed with interventions now focused on blockers behind the blockers

Identification of 1-3 clear and obvious blockers

ORGANIZATIONAL

BEHAVIOR (Includes supporting

documentation)

BLOCKERS

ENABLING

INFRASTRUCTURE

THANK YOU!santhony@innosight.comsg.linkedin.com/in/scottdanthony

https://innosight.box.com/v/BreakingInnovationBarriers

paulcobban@dbs.comwww.linkedin.com/in/cobban/

15 November 2019 · Breaking Down the Barriers to Innovation Created Date: 11/15/2019 8:43:55 AM...

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