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PCInnovAtion Facilitator’s Guide

PCInnovAtion

Continuously unleashing the creativityof our people and fostering it towards

concrete and remarkable outcomes forour beneficiaries, employees, donors and

the world

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Developed by PCI

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Contents

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Contents 3

Chapter 1: What are these workshops about? 4

1.1 Why have this workshop? 5

1.2 What does the workshop cover? 5

1.3 Objectives of the workshop 6

1.4 Workshop design 6

1.5 Engaging and interactive 7

Chapter 2: A guide to each session 8

Arrangement of Guide 9

Session Guides 10

Session 0: Introduction (Pre-Session) – Detailed Guide 11

Session 1: CULTURE – Detailed Guide 15

Session 2: BARRIERS – Detailed Guide 28

Session 3: SYSTEMS – Detailed Guide 32

Session 4: PATHWAYS – Detailed Guide 36

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Chapter 1: What are these workshops about?

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1.1 Why have this workshop?

PCI has defined Innovation as one of seven strategic directions with the goal of embedding

innovation throughout the organization. Gary Hamel, the author of What Matters Now and the

sought out expert on embedded innovation asks three questions of CEOs to assess whether or not

they are serious about innovation?

1. Are people trained as innovators?

2. Is there time and capital for innovation?

3. Are people responsible for innovation?

This workshop is really designed to begin to train people as innovators, clarify that innovation is an

expectation at PCI and describe how PCI will establish intentional structures, procedures, policies

and a culture that helps to liberate staff to innovate and provide them with the time, capital and

tools to push innovation forward.

1.2 What does the workshop cover?

The 1-Day workshop covers:

Morning Sessions

Session 1: CULTURECulture: What an innovative culture looks like.

Session 2: BARRIERSBarriers: What keeps us from innovating now.

Afternoon Sessions

Session 3: SYSTEMSSystems: Liberating our workforce to create.

Session 4: PATHWAYSPathways: Pushing innovation and tracking results.

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We hope that you will enjoy organizing and facilitating these workshops as much as we have, and

that you get great results from them.

1.3 Objectives of the workshop

1. To understand the meaning and mechanisms of embedded innovation and how it differs

from other approaches.

2. To explore barriers to innovation and approaches to overcome them.

3. To review global system changes and develop local (department/country) level changes

that will help facilitate innovation.

4. To understand and be able to navigate the various pathways to innovation within PCI

1.4 Workshop design

These are guidelines. The basic workshop design assumes that your staff have had

no previous exposure to the concepts. This workshop has been adapted from the

1.5 day training developed for the International Office Leadership Team & Managers

conducted in February, 2013. We have modified this training to be conducted in

one day and designed exclusively for any and all staff. An additional ½ day training

will also be developed for working with senior leaders of the organization (i.e.,

Country management teams, TSU, etc.). The design is robust, but you must consider

circumstances and context of the target recipients when preparing to implement it.

The entire workshop is accompanied by a PREZI (i.e. on-line presentation tool) and

binder materials that should aid the facilitator and staff.

It is very important that you prepare for the workshop thoroughly.

Read Chapters 1 to 4 before you start your preparation.

IMPORTANT! – Provide Handout 1.1 to the participants 1 day prior to the

workshop and ask them to read it before coming.

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1.5 Engaging and interactive

The workshop is designed to be engaging and interactive but this will also depend on the

role of the facilitator. We should always keep in mind that we are training adults and that

they bring their unique experiences to the learning situation. You should allow for this and

design activities and discussions that utilize the skills and knowledge of participants not just

the facilitator(s).

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Chapter 2: A guide to each sessionObjectives, content and suggested schedules

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Arrangement of Guide

The content is arranged in the form of sessions and topics. For each session there is an Overview of

Session table and a Detailed Guide by each topic. The Overview of Session table gives you a

snapshot of the session and topics indicating the objective, materials required, suggested duration,

presenters, and topics covered. It also indicates where discussions and exercises will occur within

the session. The Detailed Guide provides the facilitator with specific talking points and instructions

for discussions and exercises under each topic.

Other important characteristics

a. Sessions are numbered 1-4 (1 – Culture; 2 – Barriers; 3 – Systems & 4 – Pathways).

b. Each session will be comprised of a series of topics which will have a numeric designation

of .1,.2,.3, etc. following the session number (i.e. Session 1.1 is the topic within Session 1:

Culture).

c. In addition, the guide will indicate under each topic whether or not there is a [DISCUSSION] or

[EXERCISE] or some combination of the two (i.e.[DISCUSSION/EXERCISE]) as a part of the topic

covered.

d. Each session guide begins with a table that lays out the objective, required materials, duration

and topics.

e. Timings are expressed in hours and minutes, e.g. 1:20 means one hour and twenty minutes.

f. (Tips) are provided throughout the guide to help improve facilitation.

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Session Guides

OVERVIEW OF SESSION 0: INTRODUCTION (PRE-SESSION)

Objective To make participants feel excited and motivated to learn about innovation as well as providing key logistical information and setting the rules.

Duration 0:30

Materials required

Post-it Notes, GMAIL, Google Earth Sheet; PREZI; name tags (optional)

Presenter Department/Country Lead and/or Manager.

Overview 0.1 Welcome

Welcome everyone to the workshop.

Introduce the facilitation team and any support people.

Go through administrative arrangements and take note of any problems with transport, accommodation etc.

0.2 Why this workshop is important

Show products of embedded innovation

Innovation is one of 7 of PCI’s strategic directions

It is one of the few strategic directions that has global implications for how we organize and manage ourselves, how we grow and solve problems.

This workshop is designed to show you what it looks like, how it is moving forward within PCI, and how you can/will engage in the process.

Show PREZI home page identifying the 4 Sessions that will be covered

There will be lots of discussion and practical exercises during the workshops.

Knowing what embedded innovation is and how you can immediately begin to use it is the ultimate goal of this workshop.

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Session 0: Introduction (Pre-Session) – Detailed Guide

0.1 Welcome

Welcome everyone to the workshop and thank them for the time they’ve dedicated to this. Remind everyone that this is a 1-day workshop and their full and undivided attention is really important if we are to achieve our objectives.

[EXERCISE] Introduce the facilitation team and have each participant introduce themselves (Tip: If the group is large, have people wear name tags)

Clarify the hours of the workshop and explain that there are 4 sessions each lasting an hour and a half to two hours. Agree on a time for lunch and breaks. Recommend breaking after each session with the second break being lunch. Indicate that this can be re-visited as we move through the day.

Locate the bathroom facilities, food/drink locations (if provided) and arrangements for lunch

[DISCUSSION] Propose a set of rules (place on flip chart paper) and ask participants if they agree, would like to add or delete any of the rules. Once agreed on, they should be placed in a location that is visible throughout the day. Proposed rules could include:

Participate fully to get the best out of the workshop.

Ask questions.

If you disagree, say so.

Give the workshop your full attention and focus.

Mute your cell phone.

Respect times and be punctual.

Respect each other’s views and contributions.

Ask questions if you are not clear about something.

Keep energy levels up.

Discuss and cost/reimbursement transport and lodging related issues

0.2 Why this workshop is important

[EXERCISE] Go around the table and ask each person to quickly (10 words or less) define

innovation and rank on a scale of 1-10 how important they think it is to their work. (Tip:

Don’t spend time discussing each person’s response. The purpose is simply to gauge

understanding and perceived relative importance as well as allow for initial sharing.)

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[EXERCISE] Throw a pack of Post-it notes and an Image of Google Earth on the table.

Ask participants if they know what the relevance of these two products are? After

people have had a chance to respond explain:

o These are products of 3M and Google. Both companies are among a few that

have seriously embedded innovation into their organization;

o These specific products are among the many they have claimed to have been

developed through their intentional innovation structures; Google estimates

that 50% of their products come from its embedded innovation process and 3M

believes that most of its products are generated through its innovation process.

o In each of these companies, as well as other that are considered to be some of

the most innovative and profitable in the world, innovation is not accidental or

confined to a select few employees but is an intentional, deliberate process that

engages everyone in the organization.

o Moreover, many are moving beyond a focus on traditional product and services

to pioneer innovation in internal processes, management and business models.

Innovation is one of PCI’s 7 strategic directions and is viewed as a key driver or

contributor to many of the other strategic directions along with Game Changing

Resources and Organizational Excellence.

It is perhaps the only strategic direction that has global implications for how we

organize and manage ourselves, how we grow and solve problems.

Over the next 3 years, PCI endeavors to be the first international development

organization to intentionally embed innovation and all of you will be a part of that

process.

This workshop is designed to show you what embedded innovation looks like and how

we plan to move it forward within PCI with intention and rigor, but also with great

flexibility and space for the creative process so critical to innovation.

You will also learn how you can/will engage in the process. While changing culture is not

always easy and will require some effort, you should know that the end result should

not be “added work” but “integral and organizationally supported work”

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You should know that all 5 IOLT members (and name Country Director) are 100%

supportive of this effort and are committed to the changes it means within their area of

operations as well as the organization as a whole. They have all participated in a

leadership workshop on innovation and are facilitating this workshop because they are

“owning it”.

Show PREZI home page [PREZI Slide 1] identifying the 4 Sessions that will be covered

There will be lots of discussion and practical exercises during the workshops.

Knowing what embedded innovation is and how you can immediately begin to use it is

the ultimate goal of this workshop.

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SESSION 1: CULTURE – WHAT AN INNOVATIVE CULTURE LOOKS LIKE

Objective To understand the meaning and mechanisms of embedded innovation and how it differs from other approaches.

Duration 1:30

Materials required

PREZI, Handout 1.1. (Deloitte Case Study) IMPORTANT – DISTRIBUTE AND HAVE THEM READ THE DAY BEFORE.; Handout 1.2 (The MIX 16); Handout 1.3 (Infographic – What does embedded innovation look like); Handout 1.4 (Innovation Strategic Direction); Handout 1.5 (Innovation Definition Poster)

Presenter IOLT Member, Country Director or Innovation Facilitator

Topic 1.1. The need for innovation and how its defined

1.2. Approaches to innovation and the value of embedded innovation

1.3. [DISCUSSION] What does PCI need to create an embedded innovation culture?

1.4. [DISCUSSION] Deloitte Case Studies

1.5. Gary Hamel – Are you serious about innovation?

1.6. MIX 16: 16 Recommendations for imbedding innovation

1.7. Embedded Innovation InfoGraphic

1.8. Defining PCInnovAtion and Innovation at PCI

1.9. Innovation roles

1.10. Plan for Embedded Innovation rollout

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Session 1: CULTURE – Detailed Guide

Tip: Forward the PREZI to the CULTURE bracket [PREZI Slide 2] to start.

1.1. The need for innovation and how it’s defined

[PREZI Slide 3]

Fast global change requires it – I think we are all well aware of this. Paradigms shift

almost daily for organizations such as ours engaged in the global arena – from political

contexts x 15 countries, epidemics, disasters, budgets and especially technology. We

must be able to adapt quickly and creatively if we are going to be effective;

Organizational survival demands it – In 2010 McKinsey conducted a survey and found

that 84% of chief executives believed that innovation was extremely or very important

to their growth strategy. Yet just a little more than half believed that they are more

innovative than their peers. Now more than ever, organizations that rely on last year’s

model for success are no longer relevant this year – just ask Blockbuster.

Donors want it – Donors are clearly demonstrating interest in innovation and

formulating the way they fund similar to the way innovative companies promote

innovation – Gates, USAID, Rockefeller and others are investing small amounts of

money to prototype ideas of which a handful will then receive follow-on scale up

money.

PCI’s culture and people will thrive on it – Culturally, PCI has resisted cookie-cutter

approaches to development. Individual community needs and challenges inform our

design. As such, we are creating every day to solve problems – at least at the field level.

The freedom to create solutions unbound by strict parameters, religious ties or

bureaucratic weight is something many cherish about our culture. Building mechanisms

to preserve, nurture and grow creative outputs will show staff how serious we value

that aspect of our organizational culture.

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[PREZI Slide 4]

There are an un-ending number of definitions of innovation out there. However, one of the

simplest and most direct is Change that creates a new dimension of performance which

was coined by Peter Drucker. In other words, it changes the standard by which we measure

ourselves. It makes previous methods or approaches antiquated or obsolete.

[PREZI Slide 5]

Innovation is either fostered or killed by an organization’s ability to be adaptive. In many

ways they are two sides of the same coin. Hence as a reference we define adaptability as

The ability to change, with limited encumbrance, in order to effectively respond to

evolving needs, circumstances, environments and opportunities. Our ability to embed

innovation within PCI will depend largely our ability to create systems and structures that

allow for change. The speed and ease at which the organization, its units and its individuals

can adapt is critical. This is the counterweight on the scale sitting opposite to compliance,

standardization and oversight. They can co-exist. The problem is that as bureaucracies

grow they tend to only concern themselves with the compliance side of the scale.

1.2. Approaches to innovation and the value of embedded innovation

[PREZI Slide 6]

Generally speaking there are three approaches to generating innovation within a business

or organization (R&D, Skunkworks and Embedded Innovaiton)

R&D - Dedicated R&D staff; Involves investment in discovering new technology and

increasing capacity; It usually requires a willingness to forego current profit to invest; may

lead to innovate new products but no guarantee that R&D will be successful;

Skunkworks - Small and loosely structured group of people; Research and develop a project

primarily for the sake of radical innovation; Often operates with a high degree of autonomy

and unhampered by bureaucracy; Often undertaken in secret with the understanding that if

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the development is successful then the product will be designed later according to the usual

process.

Embedded – This is sometimes called continuous or sustained innovation. Embedded

innovation sees innovation as a core competency; Part of the organizational framework;

Builds a capability that is sustainable beyond one person, team or leader; Generates

continual innovation at all levels; does not limit innovation to products and services but

seeks to innovate internally as well. We believe that this is the approach to innovation that

is best suited to our organization, mission and values.

[PREZI Slide 7]

There are few companies who have actually done it. But those who have are generally

powerhouses in their industry. As we’ve noted donors are beginning to embed innovation –

Gates and USAID have set up specific structures to push innovation. On the non-profit side,

we only found evidence of one organization, American Cancer Society that is doing it.

[PREZI Slide 8 - Animated]

Whirlpool case – In the 1990’s, after an extensive strategic planning process that ultimately

resulted in flat sales, Whirlpool determined that the missing link was innovation. Starting in

the late 90s they began an extensive embedding innovation process that was mainstreamed

by 2002. Since then they have sold $8 billion in innovation products, close to 100%

compounded annual growth rate of innovation revenue in last six years – i.e. they have

double innovation revenue each year.

Fortune’s Top 10 most innovative companies – The companies that repeatedly show up on

Fortune’s most innovative list also consistently tend to be the most admired and many of

them share the stage with lucrative oil and drug companies as being the top 100 most

profitable.

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While PCI is not a for-profit company, it shares the same desires to be successful, efficient

and effective in many realms of its work and distinguish the organization from its

competitors. Embedded innovation can be a powerful way to achieve this.

1.3. What does PCI need to create an embedded innovation culture?

[PREZI Slide 9]

[DISCUSSION] So based on what you know thus far, what do you think PCI needs to created

and embedded innovation culture? (Tip: Make a mental note of what people are saying and

relate when you share the MIX 16 slide)

1.4. Deloitte Case Studies

[PREZI Slide 10]

Describe Deloitte as a huge multi-national founded over 100 years. As a large 100 year old

accounting firm, they are not the first think that comes to mind when you think –

innovation. Yet, the organization is consistently rated by Fortune as one of their "100 Best

Companies To Work For" and they take great strides to innovate their work.

People should have been given the task to read these case studies in advance. Explain that the description are excerpted from Deloitte Australia’s document Imagination. Innovation. How Deloitte embedded innovation in its DNA.

[DISCUSSION] Ask participants what resonated? Some points to tease out….

o Personal – Maximizing the use of talent; attracting talent with intentional mechanisms to pursue their creativity; fostering that talent for mutual gain. Getting away from “task-oriented” culture to one of passionate entrepreneurship

o Team – Idea of tribes (creating communities of diverse and passionate people) – key skills include exploration, prototyping and commercialization (i.e. dreamers, testers and marketers). Has little to do with role or position. Can be ambiguous. There must be trust.

o Corporate – A culture that encourages innovative thinking and differing perspectives. Investment of resources and time to ensure awareness and penetration of innovation across the company.

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http://en.wikipedia.org/wiki/Fortune_(magazine)


1.5. Gary Hamel – Are you serious about innovation?

Tip: Be sure to queue up the link to Gary Hamel’s video: Are you really serious about innovation - http://www.managementexchange.com/video/gary-hamel-are-you-really-serious-about-innovation prior to the start of the workshop. You’ll have to momentarily exit the prezi to show the video.

[PREZI Slide 11]

This is Gary Hamel. He is the author of What Happens Now (NY Times best seller on

Innovation). The Wall Street Journal in 2008 ranked Gary Hamel as one of the world's most

influential business thinkers, and Fortune magazine has called him "the world's leading

expert on business strategy. He created the term “Core Competency”

Exit PREZI and show Hamel video - http://www.managementexchange.com/video/gary-hamel-are-you-really-serious-about-innovation

[DISCUSSION] Ask participants what resonated about Hamel’s presentation? Emphasize the three questions he asks:

o Are people trained as innovators?

o Is there time and capital for innovation?

o Are people responsible for innovation?

1.6. MIX 16: 16 Recommendations for imbedding innovation

[PREZI Slide 12]

The MIX (Management Innovation Exchange) is an open innovation project established in

2008 aimed at reinventing management for the 21st century. They’ve established the M-

Prize sponsored by McKinsey and Harvard Business School.

Participants include some business giants, universities, tech companies and individuals. MIX

recently ran an on-line request to business leaders related to their Innovating Innovation M-

Prize challenge. They asked participants to respond to the following question: what is the

one thing you’d change to make organizations more innovation-friendly? Over 100

answers were submitted which were summarized into 16 recommendations

[PREZI Slide 13-28]

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http://www.managementexchange.com/video/gary-hamel-are-you-really-serious-about-innovation




Tip: Go through each of the 16 slides quickly reading (or having each participant read) the recommendation headings. This will be revisited later. The objective here is just to begin to begin to paint a picture of what an innovative environment should look like.

1.7. Embedded Innovation InfoGraphic

[PREZI Slide 29]

This infographic was developed after benchmarking research we did on best practices for

embedded innovation. As you may see many if not all of these were touched on in the

MIX16 recommendations. While each organization/company customizes their approach,

there is a clear consistency on the principles and approaches of embedded innovation

which are represented here.

Quickly review each of the elements in the infographic.

[DISCUSSION] Ask participants if they are beginning to get a better sense of what embedded innovation looks like and what we need to do at PCI?

1.8. Defining PCInnovAtion and Innovation at PCI


Reflecting what we have learned from others, the IOLT took an extraordinary step in

advocating and prioritizing innovation as one of only 7 strategic directions for the next 3

years.

[first arrow] The goal specifically states that PCI will embed innovation throughout the

organization.


[second arrow] Many of the strategies we’ve identified have been contemplated and are

being worked on as part of the overall plan. Included in our plan is that we will:

o Recognize, celebrate and leverage past and current innovations at PCI.

o Foster the creative spirit of our staff by developing an adaptive environment that

produces structural, intellectual and strategic flexibility and variety.

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o Calibrate all management systems (HR, Finance, Operations, Field, etc.) to more

intentionally support innovation and adaptability.

o Support, inspire and expect innovation amongst all staff by providing them with the

time, tools and resources for innovation and rewarding measured risk-taking rather

than treating it as a liability.

o Create specific innovation pathways to better solicit, process, track and disseminate our

best innovations in the shortest period possible.


[third arrow] Finally, we took the first critical step and defined and branded both the

process as well as how we will determine what is an innovation within PCI. These

definitions are not cast in stone and we’ll have a chance to revisit them at the end of the

year to see if they are pushing us to where we want to be. However, the do embody the

principles of promoting a continuous process for innovation. In defining innovation, we

took great care in establishing a definition that can be used across departments and units,

can apply to both products and processes and applies with equal rigor to what might be

referred to as big I’s and little i’s. Most importantly, it creates a unified and rigorous test

so that we all understand what minimum conditions need to be met for us to call

something an innovation.

[PREZI Slide 33]

PCInnovAtion – The operative terms here are continuous, concrete and remarkable and

directed toward benefitting those whom we are here to sve. We’ve specifically branded

this so our staff and those outside the organization understand that this is not just a

principle our a set of products, but a uniquely tailored whole-organization approach we

have developed.

[PREZI Slide 34]

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Why the capital “A” – The capital A is to remind us of the critical importance of

adaptability. It is difficult for innovation to flourish if the environment is restrictive – in its

thinking, in its environment, in its policies and procedures. We need to ensure we have

an adaptive environment for innovation to thrive.

[PREZI Slide 35]

How do we define innovation within PCI: Explain that we have done a lot of research on

innovation definitions in order to help develop the following definition. Based on our

research, the key elements are:

1. There is one common definition used by the entire organization

2. Innovations should be tied to the organizational mission or goals

3. They should be broad enough to encompass both product and process innovation

4. They should have clear criteria for measurement

[Read definition.] We will be testing this definition over the next fiscal year during the

initial phase of innovation embedment. Based on how effective it is in meeting our needs

we will revisit to see if anything needs to be tweaked or changed.

In addition to the specific definition, it’s helpful to point out some of the qualities,

characteristics and categories of innovation so that we can appreciate all the possibilities

for innovating. [Show in slides 36-40]

[PREZI Slide 36]

Innovations can be characterized by the realm in which the most closely operate. This can

be….

o Policies and procedures: While perhaps not as sexy as a programattic innovation,

innovation here is critical. Many organizations understand that if it can figure out

innovative ways to streamline or find more cost-effective, or time-efficient ways

to work, it cannot afford to spend time innovating in other areas.

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o People and environment: In addition to policies and procedures, our physical

space and how our people are recruited, trained and supported are great areas

for innovation.

o Methods, models or approaches: This realm is traditionally thought of when we

think of innovation and most associated with innovations in the field. However, it

could also apply to fundraising models or financial approaches to corruption to

name a few.

[PREZI Slide 37]

It’s important to note that innovation can be also defined by the range of impact it has.

An innovation can directly impact the entire organization, or be more limited to just the

IO, or a country or even a department or unit.

This distinction is important because we want to decentralize the process for reviewing

and approving advancement of innovations. There’s no reason why the IOLT should have

to weigh in on an innovation that primarily affects how the TSU or Ops or Accounting unit

operates. Or an innovation that occurs at the country level.

[PREZI Slide 38]

An innovation can be adopted, adapted or new.

o Adopted: An adopted innovation would be one that PCI has learned about others

in our industry using (i.e. international development) and simply adopted for the

same purpose at PCI to achieve significant change internally. (Note: Jerome likes

to reference the term fast seconds which refers to an organization that didn’t

invent the innovation but took it to a whole new level of implementation)

o Adapted: An adapted innovation would be one used in our industry or others that

PCI has significantly modified (improved) to achieve the same purpose more

effectively OR adapted for a different purpose all together. Quite honestly, many

if not most innovations will fall in this category as there are few things that are

truly new.

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o New: A new innovation would be an innovation that, to our knowledge, is created

within PCI with no significant comparison in our industry or others.

[PREZI Slide 39]

An innovation can respond to a grand challenge. Perhaps this is one of our programattic

challenges faced by ourselves and others within the development world – i.e. insufficient

water or sanitation access, low agricultural productivity, or some entrenched sub-

component of these technical areas. A grand challenge can also be an internal grand

challenge as defined by organizational leadership or department heads.

However not all challenges that require innovation are perceived as being “grand”. [Note:

This is what Janine sometimes likes to refer to as the little i)In some cases they are not

perceived be anyone other than the few individuals that are consumed with dealing with

the issue on a daily basis – perhaps its related to a particular tedious and inane procedure,

an inefficiency in logistical procedures or some aspect of operation that is costly,

ineffective or inefficient but one that is not really noticed by leadership.

[DISCUSSION] Ask participants if they have any ideas of what might be considered a grand challenge or something less grand but something that perhaps saps organizational time and resources.

[PREZI Slide 40]

An innovation can be generated by anyone and everyone. This is a core principle of

embedded innovation. Innovation is not the exclusive domain of a few eccentrics (although

eccentrics are most welcome). It is really the responsibility of all of us and the organization

is embracing all of our participation in innovation. As you’ll see, this is not just a verbal

expression but we hope we are building a means by which anyone and everyone can

contribute.

Also, keep in mind that you may not reside in a particular department or unit but have an

innovation idea for that department or unit. Or you may be a driver in Zambia and have an

idea that affects the entire organization. Perhaps not likely but this is also acceptable and

we will now have a means to easily receive, review and process those ideas.

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[EXERCISE] Provide everyone with Handout 1.5 which provides the innovation definition and characteristics. Ask everyone to hand this up somewhere in their cubicle or office where it can be seen and referred to constantly. This is a good way of reminding ourselves what innovation is and how we measure it.

1.9. Innovation roles

[PREZI Slide 41]

A number of individuals will say – “I’m not creative. So this isn’t going to be for me.”

[PREZI Slide 41 Animated]

Quite honestly I don’t believe that. Humans are by nature creative and we’re all human

right?

But moreover, its important to note that innovation is really a team sport. Its not sufficient

to have a bunch of creative types who come up with great ideas but don’t have the right

skills or disciplines to develop those ideas and bring them to market. It really takes a group

(or tribe) of people who are passionate about a particular idea but brings different

viewpoints and skill sets to the table.

o Idea Generators: Of course we need the people who can think outside of the box.

These individuals may border on being a little crazy or quirky. They don’t

necessarily look at something through the same lens that we do. Don’t shun them,

embrace them. These are always the people who in the end prove the rest of us

wrong and end up changing what current convention is.

o Facilitators: Some people are just really good at this. They can be interpreters of

ideas from the crazy ones to the not-so-crazy ones. They can look for ways to bring

every one together, mediate debates, find common ground and move the process

forward.

o Researchers: These people spend a lot of time at the University of Google. They

are constantly exploring who else is out there doing something the same or similar,

what the possible impacts are, challenges, opportunities. They help us ground and

contextualize our innovation in facts and what’s happening in the world around us.

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o Incubators: These people love to test ideas, tinker with them and push us to make

them better. They should also be good at setting up a means by which we can

measure the outcomes of these tests.

o Producers: These are people that can take a tested innovation and apply it under

real world conditions. The figure out how to make it work at scale.

o Marketers: These are our salesmen. They can take what we’ve innovated and

express its relevance in a language geared toward the audience we want to reach.

Its important not to make assumptions about who should do what based on what their

official job description is. The person who is best adept at marketing an innovation to a

particular audience may not sit in the marketing and communications department. Equally,

someone who’s good at incubating an idea may be sitting in the accounting office or is a

driver, or someone who you might not associate with that particular role. Also, it is likely

that some of us are proficient in more than one role.

[EXERCISE] Let’s just see among this group what role or roles you think you are best at.

Again, this should be based not on what your job is but based on what your talents lie.

o Tip: As you go around the room, take note of which roles may be absent from the

group. Ask people how they might address gaps? The message should be that

irrespective of the department or unit that comes up with the innovation, we

should be seeking to have a team that addresses the functions we may need (at the

appropriate times during development) and should be reaching across disciplines,

departments and even geographic locations to form those teams.

1.10. Plan for Embedded Innovation rollout

[PREZI Slide 42]

Lastly, we want to share with you our plan for rollout.

Year 1 will be confined to all US-based staff and operations as well as Guatemala who has

agreed to serve as our pilot country program.

The objective in year one is to actually test the process, begin experimenting with

embedded innovation in preparation for a broader rollout. However, Year 1 is not some

PCInnovAtion 26


simulation, its real innovations being received, pushed and executed. We are in effect the

pioneers of this process for the rest of the organization.\

Year 2 will then be a broader rollout. It will likely be by region and may be confined to

certain representative countries.

Year 3 will be full rollout to all PCI countries.

The process may be sped up or slowed down based on how we progress. We are really

breaking new ground. There is no other organization in our field we can benchmark against

and only a handful of companies that has done this. So we really don’t know how smooth

or bumpy this ride will be.

PCInnovAtion 27


SESSION 2: BARRIERS – WHAT KEEPS US FROM INNOVATING NOW?

Objective Identify barriers that PCI and the specific dept/unit may face to innovation, and ideas to overcome those barriers

Duration 1:30

Materials required

PREZI, Handout 2.1. (10 Barriers to Innovation); Handout 2.2 (Power of Failure);


Topic 2.1. [DISCUSSION] Identify barriers at PCI

2.2. [DISCUSSION] Identify barriers at the DC office/TSU to innovation

2.3. [DISCUSSION] Harvard Business Review article 10 Barriers to Innovation

2.4. [DISCUSSION] What are some solutions to these barriers?

2.5. The importance of failure

2.6. [DISCUSSION] Failure examples in international development

2.7. Danger of Brainstorming/Groupthink and Creative collaboration

2.8. [DISCUSSION] How can we create a more collaborate physical environment?

Session 2: BARRIERS – Detailed Guide


Open discussion from audience: What keeps us from innovating at PCI?

2.1 Identify barriers at PCI and 2.2 Barriers: Identify barriers at the DC office/TSU to Innovation

Ask the group to quickly shout out what they find the barriers to innovation are at PCI.

[PREZI Slide 49]

Show slide with Top Barriers, any we’ve missed?

o Lack of time

o Lack of $/resources

o Fear of failure

PCInnovAtion 28


o People don’t feel it’s their responsibility

o Lack of process for sharing innovations

o People don’t know how

2.3 Discussion of Hidden/Cultural Barriers

Share Harvard Biz Review’s article on 10 Ways to Inhibit Innovation,

[PREZI Slide 50]

Share slide more subtle barriers to innovation:

o focus on short-term results drives out ideas that take longer to mature

o Most of our resources are devoted to day-to-day business so that few remain for

innovative prospects.

o We do not have a standard process to nurture the development of new ideas.

o Incentives are geared towards maximizing today's business and reducing risk.

o Managers are not trained to be innovation leaders.

o We look at opportunities through internal lenses rather than starting with customers'

needs and problems

o The emphasis on consensus drives a risk-adverse culture

2.4 What other Barriers Have we Missed?

[PREZI Slide 51]

[DISCUSSION] Open discussion now that they’ve considered more subtle barriers, slide what

other internal barriers at PCI?

We want you to know that there is a fair degree of consensus of what barriers to innovation

are. As such, we have begun to engineer changes that address many of those barriers. We

may not be able to address them all or do them all effectively but we have begun to take

PCInnovAtion 29


steps. Here are some of the things that are changing that hopefully you will begin to see or

employ::

o 85/15 – INDICATE WE WILL DISCUSS IN THE NEXT SECCTION

o LEADERSHIP SUPPORT

o FLEXIBLE AND STREAMLINED PROCESSES TO DRIVE INNOVATION

o REWARD AND RECOGNITION

o SYSTEMS CHANGE—more in next section

o MIDDLE MANAGEMENT

o RESOURCES TO PROTOTYPE

o OPENESS TO RISK-TAKING

o ETC., ETC.

2.5 Failure

[PREZI Slide 52]

[DISCUSSION] One often mentioned barrier is the lack of an environment for risk taking and

failure. t’s talk about Failing--why do we fear it?

2.6 The Rise of Failure

[PREZI Slide 53]

Describe Fail Fests of World Bank and dosomething.org. The importance of these

movements is that more and more organizations are using failure as learning tools, and to

encourage risk taking and innovation.

Show website for NGOs to discuss their failures: http://www.admittingfailure.com The

importance of these movements is that more and more organizations are using failure as

learning tools, and to encourage risk taking and innovation.

[DISCUSSION] What can we do to make PCI failure-friendly, and to capitalize on our failures

in order to encourage and embed innovation at PCI? Take ideas from this discussion into

the action plan exercise in next section on SYSTEMS.

2.7 Avoiding Group Think and The Creative Collaborative

PCInnovAtion 30

http://www.admittingfailure.com/


[PREZI Slide 55]

Another barrier to innovation is group think. Many companies fail because people with

different or divergent ideas are shunned or drowned out.

Yet, brainstorming studies show that while the practice can yield a lot of ideas, they aren’t

necessarily the best ones. Because brainstorming does not encourage debate, the ideas

aren’t discussed or evaluated with any level of scrutiny to result in the BEST ideas.

[PREZI Slide 56]

We brainstorm because or ideas aren’t criticized. It makes us feel good. In in study after

study those who were given instructions to brainstorm have consistently come up with less

relevant ideas than those who were encouraged to debate and even those who just sat by

themselves.

[PREZI Slide 57]

In many organizations they say they are open to disagreement but either by reality or

perception, people feel that is not welcome. This is especially true in hierarchical

relationships

We need to create an atmosphere in PCI where we can disagree and debate more than

brainstorm. This is how good ideas get developed. We need to think about how we create

that space with people who are our direct reports, staff in the field and throughout the

organization.

[PREZI Slide 58]

We also need to create opportunities for people to connect more organically and in less

structured ways.

Examples: Steve Jobs and Pixar, and MIT’s Building 20

o At Pixar, Steve Jobs created a physical environment where employees would have

to physically interact with each other. All pertinent services—cafeteria, gym, copy

rooms—were located in a common atrium in the middle of the building.

o MIT’s engineering Building 20 in the 1950’s became the first type of war-room

environment, where all physical walls were torn down, characterized by Socratic

method discussion and group exercises.

PCInnovAtion 31


[DISCUSSION] What can we do at PCI to encourage creative collaboration, debate, and

dialogue?

2.8 Creating more Creative Space

Sometimes, our physical environment can subconsciously inhibit collaboration.

[DISCUSSION] Ask participants how can our physical setting support frequent, physical,

spontaneous interactions. What ways does your team use to create collaboration now, and

how can they do it better and more often?

SESSION 3: SYSTEMS – LIBERATING OUR WORKFORCE TO CREATE

Objective To review global system changes and develop local (department/country) level changes that will help facilitate innovation.

Duration 1:30

Materials required

PREZI, Handout 3.1. 15% Time Policy; Handout 3.2. Dept./Unit/Indiv. Changes and 15% policy application


Topic 3.1 Overview of all systems that need calibration

3.2. 15% Time

3.3. [DISCUSSION] What processes and systems would the dept/unit need to adopt to support innovation?

3.4. [EXERCISE] Create a 3- and 6-month plan to calibrate the dept/unit systems

Session 3: SYSTEMS – Detailed Guide


Why is calibration important? The organization can agree philosophically that innovation is

important, but systems need to change for it to be sustained and support long-term.

[PREZI Slide 61]

TWO FOCUS’ FOR SYSTEMS CALIBRATION

o Eliminating/changing rules and/or procedures that may hold back innovation

PCInnovAtion 32


o Creating rules or procedures that will support or push innovation

3.1 Overview of all Systems

[PREZI Slide 62-67]

Discuss how innovation won’t happen unless we agree to do things differently. What

internal systems need to change to make us ready for innovation?

o People Systems

o Operations Systems

o Financial Systems

o Development Systems

In each department and unit we will look at systems that are low-hanging fruit. Easy to

change and that will help support innovation. We will ask you to look at systems here and

do the same.

Some systems or policies will actually need to be innovated rather than simply changed.

Hence we can actually use the PCInnovAtion process to transform and make more

efficient some of our more challenging systems

3.2 15% Time

We’ve already talked about some of the changes we’re making. One of the more

significant ones is the 15% Time

[PREZI Slide 61]

15% Time

o 15% Time is a policy that companies like 3M and Google claim are one of the most

important elements and sources of innovation within their companies

o Employees will joke that sometimes they spend that 15% time on the weekends or

evenings but they covet it because they are given permission to work on anything

even if its not in their job description and it is both sanctioned and embraced by the

organization.

PCInnovAtion 33


o For the first time we are saying to all employees, we want and invite you to take

time to innovate.

o Many organizations are actually afraid to implement such a policy. We are likely the

first non-profit in our field of work to do so.

o [Exercise] Provide Handout 3.1: 15% Time Policy. Have employees read aloud the 3

paragraphs. Discuss what it means and how it might be applied within TSU and DC

3.3 What Changes Does your Department Need?

[EXERCISE] So let’s take a moment right now and start making changes. We’re going to pass

out a sheet and we’d like you to answer 3 questions. Distribute Handout 3.2 by Unit.

o We’d like you to divide up by Unit and work as a group on 4 tasks

o Question 1: What is one change within your department and unit that you

recommend be made immediately to foster greater creativity and push innovation.

Some examples might be (1) putting innovation on all unit meeting agendas;

(2) arranging workspace for more spontaneous interaction; (3) establishing

a unit gripe/solution group on Chatter; (4) cancelling meetings or

procedures that no longer serve their purpose and replace with creative

think time.

Think about what we’ve already discussed regarding workspace,

brainstorming, innovation roles, etc.

o Question 2: What are two changes within your department and unit should be

made over the next 6-12 months to foster greater creativity and push innovation.

(Note: These could actually be innovations if they meet the threshold criteria)

Some examples might be (1) Identify and reduce specified impediments to

getting specific problems solved more quickly (such as pushing down

authority or reducing the number of authorizations required for those

problems; (2) Propose a new model or approaches to dept/unit level

collaboration that is more efficient, creative and effective than current

approaches (i.e. off-site coffee jams, walk while you talk exercise/problem

solving; 10 minute stand-up meetings to solve top problems of the

PCInnovAtion 34


day/week rather than 1 hours sit-down meetings); (3) Reorganize space

within Dept. or Unit for more continuous and spontaneous collaboration.

o Once you’ve submitted, we are going to ask the Unit and Department heads to

decline, sign-off or modify and then sign-off today if appropriate for question 1 and

sign-off, decline or modify the motion to proceed on Question 2.

o Individual Committments: What individual changes will you commit to in order to

foster you own creative and innovative spirit?

While discussing Q1 and Q2 above, each member of the unit should think

about what they can individually commit to in order to foster their own

creativity and innovation. Write it down on pg. 2 of the Handout.

Some examples are (1) One day a week have an alone lunch outside of work

to read/think/reflect/meditate; (2) Commit to speak up more with “wild

and crazy ideas; (3) Commit to not remain silent when you have a dissenting

view. (4) Commit to changing the look/organization of your current work

space.

The final task is to propose a strategy for how your department, unit (and

possibly at the individual level will apply the 15% time policy).

When will it be applied and by whom (i.e. continuously, set aside

time every Friday. Will one time be organized for the whole

unit/dept. or will each individual have a different approach? Who

will do what?)

How will it be applied and with whom (i.e. if you meet every Friday,

what will you do? Meet as a group, go off on your own? Will you

collectively identify unit or departmental grand challenges or have

everyone work on whatever interests them.)

o This is not set in stone and if your strategy fails, don’t sweat it. Try something

different. It is incumbent upon the unit and department level leaders to revisit this

to ensure that the unit and department are continuously fostering an adaptive and

open culture of innovation.

PCInnovAtion 35


SESSION 4: PATHWAYS – PUSHING INNOVATIONS AND TRACKING RESULTS

Objective To understand and be able to navigate the various pathways to innovation

within PCI and establish departmental/unit rules for managing the

innovation process at that level

Duration 2:00

Materials required

PREZI, Handout 4.1. Pathways; Handout 4.2 Dept/Unit Level Review Team Protocols;


Topic 4.1. Overview of pathways

4.2. Pathway characteristics

4.3 General innovation pipeline process

4.5 Integrated submission/review and tracking system

4.6 [EXERCISE] Case studies and sandbox submission within the system

4.7 [EXERCISE] Sandbox review

4.8 [EXERCISE] Establishing department/unit level rules for review.

Session 4: PATHWAYS – Detailed Guide

Tip: Forward the PREZI to the CULTURE bracket [PREZI Slide XXX] to start.

4.1. Overview of pathways

Innovation isn’t constrained to a singular process or pathway and probably wouldn’t be even if you tried.

Jim DiFrancesca likens it to crossing a river. You can use stepping stones, swim, a boat or other means to get across. The objective and outcome is the same, its simply the methods that are different.

At the same time, an organization wide sanctioned and supported architecture for innovation requires certain processes and consistency irrespective of the pathway

Through PCInnovAtion, we believe we’ve been able to create the flexiblility by offering a menu of 5 distinct pathways. They are defined or designed to account for different demands, contexts and requirements of the innovation creators. At the same time, all

PCInnovAtion 36


pathways are designed to move the process forward within a common framework for processing and evaluating the innovation.

[PREZI Slide 71-75]

These pathways are – Retroactive, Proposal, Pipeline, User Defined and Fast Track

We should note that to some degree this is an opt-in process. If things happen outside of this process. That’s fine. They already do. But being a part of this process ensures we get to track and certify it. It ensures people get recognized for their contributions and it provides sanctioned space, a clear process and resources to push innovation.

[PREZI Slide 76]

All pathways, irrespective of their unique set of parameters go through a similar process of interaction of small, dynamic innovation teams (it may just start with one person) and small review teams that together move the innovation forward. This process has been generally designed to be quick, efficient and with a level of effort that is graduated.

[PREZI Slide 77]

Stages – Depending on the pathway, an innovation may start at different points which will go over as we look at each pathway. However, in total there are 4 possible stages an innovation could go through – IDEA, CONCEPT, PROTOTYPE AND EXECUTION. An idea is the simplest and lowest level of effort. It is more likely to be submitted by an individual then by a group. The concept stage will require a little more research and input. Its basically fleshing the idea out and trying to substantiate your claim that it meets the definition of an innovation. The prototype stage is where we get to test it out before fully implementing it and execution is basically going live.

[PREZI Slide 78]

Irrespective of the pathway, there is a process whereby teams develop and review and the process moves forward – the key part of whatever process is that the case has to be made for how this meets the definition of innovation. I.e.

o Directly or indirectly helps us meet our goals of transforming 10M lives

o And meets 2 of 3 thresholds

Makes current practices obsolete

Improves value (min. 50%)

Highly valued as unique by our donor, beneficiary or employee

PCInnovAtion 37


All innovation, irrespective of pathway if they reach the execution stage, it has to be verified that the thresholds were met before it gets stamped as an innovation.

Finally, we want to disseminate and market it

So lets look a little at the pathways and the various starting points to give you a sense of when a particular pathway might be employed and what stage would be the starting point.

4.2. Pathway characteristics

[PREZI Slide 79]

Retroactive – The goal here is to capture and acknowledge both past and potential future innovations that have or will develop without necessarily the intention of becoming an innovation. Obviously, because its retroactive the starting point for submission is going to be the EXECTUION STAGE. We could all probably list a handful of innovations in the field or in our processes that could meet the definition. Once we get them into our system we’ll actually be able to quantify, articulate and market them. We have a intern who will be working on getting these into the system. The other benefit to retroactive is that it functions moving forward. An innovation can occur and we won’t know it until it actually happens. These are kind of accidental innovations – GROW might be an example of this. The limitation of this method is that it may be difficult to capture all past innovation and they may not have been measured in a way that we can verify and certify them as innoavations.

[PREZI Slide 80]

Proposal – This is how many of our programattic innovations get developed. In this case however the donor is paying for us to prototype or full-on execute. Hence, the starting point for submission within the PCInnovAtion process may be concept (if it has yet to be funded), or you can wait for the outcome and submit it either under prototpype if the innovation component is small and limited or execution if it is more extensive. The benefits of this pathway is that the donor assumes the cost and some of the risk of prototyping and/or execution. The limitation of this pathway is that it is primarily limited to field innovations and may be too slow a process for certain needs.

[PREZI Slide 81]

Pipeline: This is likely to be the most practical and common vehicle for innovation development. This structure mirrors the approach taken by other organizations (and increasingly development agencies) in developing innovation. The benefit is that it provides a well organized and organization-wide uniform process for pushing innovation. The limitation is that it might be either too slow or too fast for some needs or might feel too restrictive for some creative processes. The pipeline uses all the stages of development from idea to execution.

PCInnovAtion 38


[PREZI Slide 82]

User Defined: User defined simply allows a group of people to develop ideas on their own terms and on their own timeline. They could make use of the idea stage or skip it and move straight to the concept stage. At minimum thought they have to enter the process there since this is where you would submit a plan to prototype it. The benefit of the user defined pathway is that it gives users flexibility in determining the process most optimal to them. The limitation is that it requires a leader to organize and push the innovation process without the aid of the system – until entering at the concept stage. This may actually prove to be more challenging than using the process.

[PREZI Slide 83]

Fast Track – There are some innovations that may require moving straight to prototype or execution. Some rationales for this may be

o The idea has already been well developed by PCI or others with sufficient research and evidence to move straight to the later stages or;

o Urgency or opportunity require moving straight into implementation or prototyping

o Finance actually has a good example of a Fast Track innovation (they are proposing imeplementation of an on-line automated expense reporting system. Both Kote and Peg have used this in their previous organizations and have actually experiences the significant improvement)

The benefit of Fast Track is that it provides a pathway for urgent or already well developed processes without significant group process. The limitation is that it doesn’t benefit from the methodical, group process that some of the other innovation pathways present. Fast Track still requires a compelling and clear argument to be made but we think the can be done verabally with the lead reviewer (for that particular tier) giving the go ahead to submit a prototype or execution plan.

4.3 General innovation pipeline process

[PREZI Slide 84]

Some of you still may be a little unclear on what this process looks like. So let me use the pipeline as an example as it goes through all the stages.

The basic shape of a pipeline is a large input end and a small output end

Under PCInnovAtion, we wanted to make sure we customized the pipeline to ensure things don’t get bottlenecked. So each innovation when submitted will identify what level of impact it is anticipated to have. There are 4 tiers – Tier 1 is organization wide – so who do you think would review and approve/decline forward movement of those innovaitons? That’s right the IOLT; Tier 2 would affect only the IO or a specific country. For IO, the review would also likely be at the IO level but at the country level, it would probably be senior

PCInnovAtion 39


management at that level Tier 3 would be department level innovaitons (and this could be at the IO or the field). You don’t need or want IOLT sign off on deparment level innovations. Each department will need to establish its own processes and procedures for their review process. The unit level is the lowest tier but its also where a lot of great innovation can take place unencumbered by the need for higher level approval.

Innovations will fall into one of 3 categories – Policies and procedures, People and Environment and Methods, Models and Approaches. This won’t be an exact science and is not that important in the larger scheme of things. We just want to encourage people to think about innovation broadly.

The first stage of the pipeline is the idea stage. Once embedded globally, you should have various ideas under consideration at all the different levels and representing different categories of innovation.

One of the more powerful aspects of the project is that anyone, from anywhere at anytime can submit an idea for anything and that idea, even if submitted by a driver in Zambia will get equal the same time and consideration as an idea submitted by the president.

Ideas will primarily be checked as to whether they meet the definition. Review teams will be set up at each tier – in most cases, our ideas will be reviewed by our peers.

Once it moves to the concept phase, you’ll be prompted to form a team and go a little more in depth in backing up your claim that this is a innovation. But again we’re only talking about 3 pages of concent. At this stage you’ll be asked to share a plan for protocoling the innovation and submit any costs for that prototype.

o [NOTE: Yes we do have a budget for prototyping. This year it amounts to a total of $2,000 with the idea that on average we would be able to support 20 prototypes at the $200 level. Its not much but prototypes, even at the largest companies are not intended to be expensive R&D. They are mean to be cheap and fast. You set up a simulated with a small group of staff, you build a model out of cardboard, you download the free trial software version. But you set it up to test the effectiveness – especially against the innovation criteria.

If approved to move forward to prototype, the prototype phase is where you test it and present the results. Again, this is not meant to be complicated. A prototype could be conducted in as little as a couple of hours depending on the nature of the innovation – some will obviously take longer. But pipeline processes are intended to move fairly fast. The point is we don’t want innovation to just be sitting in limbo. We want to put it to work for the organization.

The execution stage could obviously take longer. Once started however the innovation process isn’t complete. We ask that there be an assessment once it goes live to certify that it is doing what it was intended to do and meeting the innovation criteria. We also ask the team to propose a way to disseminate and market the innovation.

Getting from idea to execution stage should take no more than 4-6 months – again, that’s for the full pipeline process. The only reason it would take longer is if the submission team needed more time. In many cases, this will be a good pace as people are allocating only 15% time.

PCInnovAtion 40


An innovation can be advanced, declined or accepted as an improvement. Accepted as an improvement means that while it doesn’t meet the criteria of innovation, it can be done at low cost/low level of effort and is a definite improvement. Hence we’ve built into the system a means to push forward improvements even if they don’t meet the strict definition of innovation. If it is declined, you’ll be told why. If you think the review team got it wrong you’ll be encouraged to talk to them. You can resubmit at any time and as many times as you want. But at the same time, we need to acknowledge and embrace failure when it occurs. This isn’t about creating an ego trip. We fully expect as the pipeline shows that many of the ideas will fail.

4.7 PCInnovAtion Tracker

We knew that if we were to create a system that requires people to submit and review a lot of paper, send out emails and monitor progress (in other words, if the process of pushing innovation was to be completely labor based) we would lose because people would be engaged in managing process rather than spending time innovating.

[PREZI Slide 85]

So we created a completely automated, on-line system

We’ll have off line forms as well if people don’t have regular access to the internet

Its cloud-based so there’s now going into common drives. Also, there is no special passwords or signing in. It’s a link to a form. You fill out the information and press submit

Forms are meant to be fast and simple. We used drop down and check boxes where we could and instructions that are built into the form.

This not only will make submission simple, it is connected to salesforce and allows us to do real-time tracking and reporting on innovation.

[PREZI Slide 86]

We’ve created an easy to remember landing page that will be the starting point www.pciglobal.org/innovation.

[PREZI Slide 87]

The page looks similar to this (it’s a little more rough at the moment)

Determine your pathway and it will show you where to start. Click on that link and you are on your way

4.6 [EXERCISE] Case studies and sandbox submission within the system

Take 15 minutes and have different people read the case studies.

PCInnovAtion 41

http://www.pciglobal.org/innovation


Break into groups of 5 and direct the teams to go to a computer – spend 20 minutes and enter the case study at the appropriate starting point based on the pathway.

The point of this exercise is so you get a feel for what this is and how it feels. The second purpose is to get your input as we fine tune the system. There may be a few bugs we have to work out as we finalize. We will want to go live with the system probably by the end of April. Just for this exercise there is a field at the bottom of the form for you to submit your ideas suggestions about the form. As we do these trainings we’re going to collect all of those ideas and to the extent possible refine the form.

After people return, take 5 minutes and ask them how it went?

Ask people if they received a confirmation email that their submission went through.

Tell people that based on the tier and tier detail selected, the email will go directly to the review team leader (which should be identified in their submission confirmation email).

4.7 [EXERCISE] Sandbox Review

OK. So now you are going to be review team members. This should only take about ten minutes

Forward the review team emails for the different innovations submitted to identified review team members. [Make sure people aren’t reviewing their own idea]. Ask participants to go back and now reivew.

Tell them that there is a form comments box here as well and to submit their ideas.

After they return, ask them what they thought?

4.8 [EXERCISE] Establishing department/unit level rules for review.

[PREZI Slide 89]

As this process is driven by submission-review actions that can happen at any tier (i.e. unit, dept, countr/io, organization wide), we’re asking each unit, dept., etc. to develop their own protocols for review that are customized to their context/need but will be applied consistently for that particular unit. Areas that need decision are….

o Designated Review Team Leader

o Maximum Period for Review

o Min/Max number of Reviewers

o Invitation to non-unit/dept. members

o Exemption of submitting members

o Invitation for oral arguments/presentations

o Provision of feedback on declined innovations

PCInnovAtion 42


We have some finished examples to look at on Handout 4.2 as well as a space for you to propose any changes you’d like to make for your particular unit/dept. So take 20 minutes provide your protocol. If you are ok with any of the examples already given just check it, or write OK on it so we know what you’ve chosen.

Closure

Thank participants for their engagement

Let them know that they can start sending candidates (or entering them themselves) for

retroactive innovations

Tell them that we will complete our departmental level trainings by the end of April and

thus intend to have a innovation launch day where the system will go live

They can submit ideas right now if they want but they should know that until we do all the

trainings, review teams won’t be primed yet.

[DISCUSSION] Ask participants how they feel at the moment and allow people to discuss

anxiety, excitement, overwhelmed

Urine Metaphor

o Innovation is like urine…we all have it in side us. And it needs to come out

o We just need a pot to piss in

o PCInnovAtion is that pot

o So go, take frequent potty breaks and innovate

[PREZI Slide 89]

Think differently

PCInnovAtion 43

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