1. Innovation All staff and managers

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

3. 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?

4. 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

5. 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

6. 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

7. 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

8. Reframing to unlock creativity
What would
Spielberg do?

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

10. 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

11. Reframing to unlock creativity

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

13. 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?

14. 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

15. 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

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

17. 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?

18. 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

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

20. Idea generation

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

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

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

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

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

26. 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?

27. 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.

28. 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

29. Innovation All staff and managers