Post on 20-Aug-2015
transcript
© Interaction Associates 4
Collaborative leadership
experts with over four
decades of experience
developing people at all
levels of an organization to
share in the responsibility
for achieving extraordinary
business results
Purpose of
this Webinar
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To learn some practical methods and
tools for turning interesting ideas into
useful ideas, and sparking greater
in your organization
A Few of the Questions We’ll Answer Today
• What does innovation mean?
• How might we move from incremental thinking to
innovative thinking?
• What prevents organizations from taking advantage
of people’s ideas?
• How can I help my team collaborate to innovate?
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Innovation Is/Is Not
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How to tap into your creativity and the creativity of others
Is About… Is Not About…
How to assess your creative ability or that of others
Innovation Is/Is Not
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Is About…
A repeatable, manageable process “Eureka!” moments
Is Not About…
Innovation Is/Is Not
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Is About…
Practical tools that can be used in any environment or culture
How to overhaul your organizational environment or culture to enhance innovation
Is Not About…
Innovation Is/Is Not
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Is About… Is Not About…
• How to tap into your creativity and the creativity of others
• Practical tools that can be used in any environment or culture
• A repeatable, manageable process
• How to assess your creative ability or that of others
• How to overhaul your organizational
environment or culture to enhance innovation
• “Eureka!” moments
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Dr. Roger Martin, Rotman School of Management, University of Toronto
How might we think more innovatively?
Feasibility Viability
Desirability
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Poll: Which is your org’s leading frame
of thinking for new ideas?
Desirability
Feasibility
Viability
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Reference Tim Brown “Change by Design” IDEO (Harper Collins, 2009), Eric von Hippel, Profess and Head of Innovation and
Entrepreneurship group at the MIT Sloan School of Managemtent. “Democratizing Innovation” MIT Press 2005).
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How can desirability yield innovative
learnings?
“I know! We'll cross a
spoon and a fork and
call it a spork!”
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Summary: Strategies
• Use integrative thinking, but start with desirability
• Let go of any solutions you already have in mind (and
you know who you are!)
Open yourself to learn something new in order to design something
beyond incremental
• Use ethnographic techniques, look to Extreme Users and
notice what surprises you, as well as what people care
about
Creativity put to productive use
Part Deux
We’ll identify strategies to
help keep your good ideas
alive
Remember:
What is
Innovation?
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So what is the problem?
Organizations do not suffer from
having too few ideas…
…organizations suffer from
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Would people in your organization most likely:
A) Prepare a business case proving the features/benefits of the idea
B) Invest in a prototype and conduct market testing
C) Just start playing with your idea, yesterday!
So you’ve got a great idea:
Butterant
Summary: Techniques to build support for
your ideas
1. Experiment quickly to evolve your idea and build
momentum.
2. Remember: low-cost, quick-and-easy, generative—that’s
how you innovate a better mousetrap that survives the
rigors of implementation
3. Design experiments in desirability and later build
feasibility and viability considerations
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Extreme Users!
Part 3
We’ll practice some
collaborative skills that
stimulate creativity and
innovation.
Remember:
Who should
we learn
from for
innovative
insights?
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That’s where Collaboration fits in…
• Collaboration is the process of working together to
solve problems,
▸ create options,
▸ make decisions,
▸ and implement in a coordinated way.
• If you get a better handle on the way you collaborate,
you’ll take a big step forward in the way you
innovate.
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Stakeholder Strategy
• A key stakeholder is any person (or group of people) who:
▸ Has power/influence
▸ Can implement or stop your idea
▸ Is responsible for the decision
▸ Have information or expertise
▸ Will be impacted (especially users!)
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INTRODUCTION INSPIRE
IDEATE IMPLEMENT » Brainstorm Ideas
INSPIRATIONAL
Your idea should be novel,
exciting, and easy to
understand by someone
not steeped in the process
or the topic.
CONNECTED
Your idea should meet a
real need and solve a real
problem.
RELEVANT
Your idea should be
relevant to the original
design challenge.
Select your best idea based on these criteria
Key collaborative skills
1. Conduct a thorough stakeholder analysis
2. Guide your interactions, balancing divergence and
convergence (Open, Narrow, and Close)
3. Lead disciplined brainstorming sessions (get wild, no
really)
4. Narrow before you close: involve others in letting go of
their respective “darlings” so that your best ideas move
forward (with stakeholder fingerprints)
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1. Use integrative thinking, but start with desirability
2. Let go of any solutions you already have in mind (and you
know who you are!)
Open yourself to learn something new in order to
design something beyond incremental
3. Use ethnographic techniques, look to Extreme Users and
notice what surprises you, as well as what people care about
1. Experiment quickly to evolve your idea and build momentum.
2. Remember: low-cost, quick-and-easy, generative
3. Design experiments in desirability and later build feasibility
and viability experiments
1. Conduct a thorough stakeholder analysis.
2. Guide your interactions, balancing divergence and
convergence (Open, Narrow, and Close).
3. Lead disciplined brainstorming sessions.
4. Narrow before you close: involve others in letting go of their
respective “darlings” so that your best ideas move forward.
4 Skills for Collaborating to Innovate
3 Techniques for Keeping Ideas Alive
In summary:
3 Methods for Moving beyond Incremental: