& scale innovation quick wins to gain trust · quick wins to gain trust & scale innovation...
TRANSCRIPT
QUICK WINS TO GAIN TRUST& SCALE INNOVATION
Karen Holst Tudhope - Innov8rs LATwitter @KHolst #innov8rs
MYEDUCo-Founder
IDEO UDirector of Platform
CA DEPT OF EDExecutive Fellow
START WITHINFounder
“In the beginner’s mind there are
many possibilities, in the expert’s
mind thereare few.”
Shunryu SuzukiZen Mind. Beginner’s Mind
BEGINNER’S MINDWater Bottle How To
CONTROL + ALT + DELETE
NewIdeas
NewProcesses
NewBehaviors
3 OPPORTUNITIES FOR INNOVATION
BEGINNER’S MINDRecent Learning Opportunity
NEW BEHAVIORSThe Framework
HUMORUNLOCKSCREATIVITY
Take 3 shapes and put them together to form anything you’d like - invention, tool, animal, or toy.
HUMORUnlocking Creativity
“Test Your Cartoon Creativity”by Robert Mankoff, NewYorker.com
“Test Your Cartoon Creativity”by Robert Mankoff, NewYorker.com
PSYCHOLOGICALSAFETY
TARGET
TEAM A TEAM B
17% +
- 19%
GOOGLE 2-YEAR PERFORMANCE
Team A: High Level of Psychological Safety
Team B: Low Level ofPsychological Safety
PE
RFO
RM
AN
CE
Improving Psychological
Safety
PSYCHOLOGICAL SAFETYSharing a Risk Taken
Building Truston Teams
BUILDING TRUSTB Sides Share Out
ReflectScale 1-5 how would you rate the humor and psychological safety for teams in your company?
Humor + Creativity Exercise
Water Bottle How To
Share Risk in Team Meetings
B Sides Share Out
Recent Learning Opportunity What might you introduce to
teams at your company?
New Behaviors
NEW PROCESSESThe Way Things Get Done
DESIGNTHINKING
RAPIDPROTOTYPING
OPENINNOVATION
LEADING INNOVATION PROCESSES
EMPATHIZE
PROTOTYPEDEFINE
IDEATE
TEST
DESIGN THINKING
RAPID PROTOTYPING
REFINE &ITERATE
PROTOTYPE REVIEW DELIVER
OPEN INNOVATION
MARKETINTERNAL
R&D
OUTSIDE-IN
INSIDE-OUT
DISCOVERY CREATING IDEAS
TESTING & PROTOTYPING
LAUNCHING SCALING
Open Innovation
Design Thinking
Rapid Prototyping
KEY PHASES TO INNOVATION PROCESSES
Where do we talk to the customers to identify
problems worth solving?
Learning from Customers
Where do we generate ideas and select the best to move
forward with?
Diversifying the Ideas
Where do we prototype ideas and leverage technology to
build an MVP?
Third case is to think about where in the process do we prototype ideas and use tech to build an MVP?
Prototypingthe Solutions
Where do we identify readiness for scale and generate a viable,
scalable business model?
Over 50% of product innovations will fail, post launch.
Scaling the Innovation
ReflectWhat are the common innovation processes employed by teams in your company? And what phases could teams improve?
Phases of Innovation Processes(1) Discovery of Problem to Solve(2) Creating & Selecting Best Ideas(3) Testing & Prototyping Ideas(4) Launching & Scaling
Diversity Ideation Workshops
Connect Teams with Customers
Prototyping Exercises
Open Innovation Partnerships
New Processes
What might you introduce to
teams at your company?
New IdeasNEW IDEASThe Business Strategy
INNOVATION AMBITION MATRIX
CORE
ADJACENT
TRANSFORMATIONAL
“Managing Your Innovation Portfolio”by Bansi Nagji and Geoff Tuff, HBR.org
INNOVATION AMBITION MATRIX
COREOptimizing existing offerings for existing customers
“Managing Your Innovation Portfolio”by Bansi Nagji and Geoff Tuff, HBR.org
InnovatingCore Offerings
MASH-UP EXERCISENew Ideas - Core
www.bit.ly/2ma7d3J
CORE INNOVATIONSWild Pair Mash-Up
INNOVATION AMBITION MATRIX
ADJACENTExpanding from existing business into “new to the company” business
“Managing Your Innovation Portfolio”by Bansi Nagji and Geoff Tuff, HBR.org
Innovating Adjacent Offerings
5 WHY’S APPROACHNew Ideas - Adjacent
www.bit.ly/2lh2T0A
ADJACENT INNOVATIONSThe 5 Why’s Approach
PEOPLE DO NOT FAIL, PROCESSES DO
IT’S NOT ALWAYS A SINGLE ROOT CAUSE
GO TO THE SOURCE TO INVESTIGATE
TIPS FOR PROBLEM INVESTIGATION
INNOVATION AMBITION MATRIX
TRANSFORMATIONALDeveloping breakthroughs and inventing things for markets that don’t yet exist
“Managing Your Innovation Portfolio”by Bansi Nagji and Geoff Tuff, HBR.org
InnovatingTransformational
Offerings
MAKER’S LABNew Ideas - Transformational
www.bit.ly/2JY3Nda
MAP YOUR INNOVATION AMBITION MATRIX
CUSTOMERS
PRODUCTS“Managing Your Innovation Portfolio”
by Bansi Nagji and Geoff Tuff, HBR.org
INNOVATION AMBITION MATRIX
CORE
ADJACENT
TRANSFORMATIONAL
20%
70%
10%
“Managing Your Innovation Portfolio”by Bansi Nagji and Geoff Tuff, HBR.org
ReflectMap your company’s Innovation Ambition Matrix. Where do most of the products and services fall?
(1) Core(2) Adjacent(3) Transformational
Adjacent - 5 Why’s
Core - Wild Pair Mash-Up
Transformational - Maker’s Lab
Map Innovation Ambition Matrix
New Ideas
What might you introduce to
teams at your company?
NewIdeas
NewProcesses
NewBehaviors
What activities can you incorporate in the next year to gain trust and scale your innovation program?
Connect + Innovation Courselinkedin.com/in/karenholst
Download Presentationstart-within.com/innov8rs
Videos + Resources on Innovationbit.ly/2yqHU4E