© 2019 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 0
Scott D. AnthonyInnosight
Senior Partner
Paul CobbanDBS Chief Data &
Transformation Officer
15 November 2019
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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
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Does your
organization have a
culture of innovation?
Definitelynot
Definitelyyes
51
Probablynot
Maybe Probably yes
2 3 4
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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
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What single word best describes the biggest
barrier to innovation in your organization?
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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
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Questions?
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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
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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.
SP
EC
IFIC
B
EH
AV
IOR
S
► 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
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Step 2: Identify specific blockers
Wrong leadership role
modeling
Watertight decision
criteria / evaluation
criteria
Risk aversion / fear of
failure
Micromanagement
Fear of criticism
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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
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+20%
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Questions?
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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)
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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
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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
FOCUS
BEHAVIOR (Includes supporting
documentation)
BLOCKERS
BEANS
ENABLING
INFRASTRUCTURE
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THANK [email protected]/in/scottdanthony
https://innosight.box.com/v/BreakingInnovationBarriers
[email protected]/in/cobban/