Innovation All staff and managers

Fire/exits Mobile phones / mobile devices Facilities Group working Build in a few ground rules e.g. confidentiality, listening, respect

Speed dice 6 1 5 4 3 2 In threes – one minute per answer Can anyone be innovative? 1 What does an innovative work culture look and sound like? 5 What stops us being more innovative or creative? 4 Describe the method of innovation. Which area is the strongest and which is the most challenging for your team? 3 What’s the risk of us not being innovative? 2 What is revolutionary innovation and what is evolutionary innovation? Are they both innovative?

Three horizons of innovation Knowledge of Technology Knowledge of Market Existing market that we already serve Existing market that we do not serve New market Existing technology that we already use/deploy Existing technology that we do not use/deploy New technology Horizon 1 Opportunities Horizon 2 Opportunities Horizon 3 Opportunities 70% 20% 10% New category products Exploration with new technologies Exploration into new markets Next generation products Adjacent growth Improvements, extensions, variants and cost reduction Mapping Innovation: A Playbook for Navigating a Disruptive Age - Greg Satell Published 23 May 2017

Completing all the elements of this learning will enable you to creatively re-think ways of delivering outcomes in order to promote a culture of continuous improvement Learning outcomes By the end of the course, you will be able to: apply practical tools and techniques that nurture the conditions for innovation and agility analyse and evaluate ideas generated and the options available for service development and solutions actively promote a culture of innovation and enhance the service delivery by influencing others so that innovative-thinking is an integral part of the way everyone works

Implement chosen idea iteratively The method of Innovation What’s my canvas? Define the issue Generate ideas Evaluate ideas Implement chosen idea iteratively Nam-He Ku

What should we focus our creativity on? Public value Strategic direction Existing issue or challenge Service direction Revolutionary or evolutionary innovation Boundaries or limitations The whole customer journey

Reframing to unlock creativity What would Spielberg do?

What would you say to someone else with this issue? Reframing to unlock creativity What would you say to someone else with this issue?

What would you say to someone else with this issue? Reframing to unlock creativity What would you say to someone else with this issue? Design a vase

Reframing to unlock creativity

Reframing to unlock creativity “How might we…design a house for plants within your home” What are the possibilities?

solution problem Problem Complete both sides of your hand-out individually Discuss in pairs: what did you notice? How can you use reframing at work?

Implement chosen idea iteratively The method of Innovation Define the issue Generate ideas Evaluate ideas Implement chosen idea iteratively It’s about quantity, not quality Nam-He Ku

CHALLENGING ORTHODOXIES Four lenses of innovation CHALLENGING ORTHODOXIES HARNESSING TRENDS LEVERAGING RESOURCES UNDERSTANDING NEEDS Questioning deeply-held dogmas and common assumptions within your company and industry Spotting unnoticed trends and discontinuities which could substantially change the rules of the game Thinking of the firm as a portfolio of skills and assets, not just as a provider of specific products or services Learning to live inside the customer’s skin, identifying unmet or unvoiced needs and trying to address them The Four Lenses of Innovation: A Power Tool for Creative Thinking - Rowan Gibson Published 20 Feb 2015

SCAMPER Substitute Combine Adapt Modify Put to another use Eliminate Reverse SCAMPER: Games for Imagination Development - Bob Eberle Published 1984

Reverse Brainstorming Part One – Brainstorm: What would worsen the issue now? How can I make Hampshire residents really dissatisfied with our service? How can I make the issue worse? How can I upset our customers? Part Two – Identify actions: What can you do that is opposite?

Have a go with one of the three tools on a live issue CHALLENGING ORTHODOXIES HARNESSING TRENDS LEVERAGING RESOURCES UNDERSTANDING NEEDS Substitute Combine Adapt Modify Put to another use Eliminate Reverse

How can you encourage networking opportunities and idea sharing? Borrow with pride How can you encourage networking opportunities and idea sharing?

Idea generation

Implement chosen idea iteratively The method of Innovation Define the issue Generate ideas Evaluate ideas Implement chosen idea iteratively Nam-He Ku

The Feasibility/Attractiveness matrix High Low Weakest solutions Weaker Possible Good that need more work Best Based on the GE-McKinsey nine-box Matrix

Implement chosen idea iteratively The method of Innovation Define the issue Generate ideas Evaluate ideas Implement chosen idea iteratively Nam-He Ku

Stakeholder Map: Who needs what? Keep completely informed Manage most thoroughly Anticipate and meet needs Regular minimal contact Interest of stakeholder Influence of stakeholder

Implementing your idea FAIL [F] [A] [I] [L] First Attempt In Learning

FAIL [F] [A] [I] [L] First Attempt In Learning Implementing your idea Scope Define Develop Evaluate FAIL [F] [A] [I] [L] First Attempt In Learning How can we work with more agility in our services? Where are the opportunities for bringing this into our work areas?

Creating a culture of innovation How can we promote a culture of innovation? What are the barriers to innovation in our workplaces? What can we do about it? If you’re doing something that’s not working for you, STOP doing it. If you’re doing something that’s working for you, KEEP doing it. If there’s something you think might work for you, START doing it and see what happens.

My commitment to action Feasibility/ Attractiveness matrix What should we focus our innovation on? 3 horizons of innovation Building a culture of innovation Where good ideas come from SCAMPER Solution-focussed thinking Agile methodology Reframing the issue Reverse brainstorm Borrowing with pride Four lenses Stakeholder mapping

Innovation All staff and managers