Download - Lessons learned from The Innovation Hub
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Lessons learned fromThe Innovation Hub
Compiled for Kaos Pilots - Sept 2009
Presented by Rory O’Connor. Illustrations by Rory O’Connor
[email protected] @roryoconnor
Wednesday, 4 November 2009
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My intention is to provide an overview of an Innovation Hub project...
...so that you can learn from our experience!
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you are here!
Check-in & Intro’s
The Innovation
Hub
Learnings
Building a better
Innovation Hub
Debrief
OVERVIEW
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Rory's Story Cubes
hi my name is...and...
INTRODUCTIONS
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speakerlistener
1 question + 6 minutes - 3 points =Windtunnel
CHECK-IN: WINDTUNNEL
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The approachI would take
in forming an teamof ‘Innovation Agents’
CHECK-IN: WINDTUNNEL
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3 minutes to each share your 3 key points
CHECK-IN: WINDTUNNEL
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swap roles...
...and repeat
CHECK-IN: WINDTUNNEL
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the story behind...
can you see the people?
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me
If only morepeople thought
like me!
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I will leadthem to the
promised land!
me...again
promised land
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you need an Innovation Hub!
we need an Innovation Hub!
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Re-SeedBear Fruit
Seed
Nurture & Grow
Preparethe Ground
PREPARE THE GROUNDAssess alignment and support of Senior ManagementSEED - Recruit participants from diverse range of levels/roles NURTURE & GROW - Receive ongoing training and one-to-one coaching BEAR FRUIT - Apply learning through solo and group innovation projects. Focus is on solving existing work-related challenges and creating larger business related innovationsRE-SEED - Innovation Agents work towards creating a culture of innovation, by forming off-shoot Innovation Hubs
INNOVATION HUB: STAGES OF DEVELOPMENT
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Independent Innovation
Hub Facilitator
Innovation Agents
Innovation Agents meeting
facilitator requirements
can establish new Hubs
linked to original
New Innovation Hubs
continue to grow within
the organisation and
wider community
A SELF-REPLICATING MODEL
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(it was never used!)
RECRUITMENT POSTER
MONDAY 23rd OCTOBER @ 10AM, 1PM & 5PM. Join us in LOCATION for 60-MINUTES and learn how you can be part of a unique team tasked with KICK-STARTING an INNOVATION REVOLUTION in Citigroup. You will receive special training through group and personal coaching. If you can’t wait until MONDAY, contact SEAN MEHIGAN (ext. xxxx)to learn more.
innovationthe
hub
START AREVOLUTION!
Join us and becomean Innovation Agent!
THEY CAN’T MEAN ME. I NEVER HAVE ANY ANY DECENT IDEAS.
I NEED TO FIND MYSELF SOME WORK-LIFE BALANCE!
I’M FED UP TRYINGTO MAKE CHANGESAROUND HERE.
FINALLY!A CHANCE TO STRETCH MYSELF, AND SHOWWHAT I’M CAPABLE OF!!
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Dec 2006, over 50 expressed interest in joining
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In Jan 2007, 24 people signed-up
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yippee!
Every Agent received an Innovation Agent Toolkitcontaining tools, techniques and worksheets
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7Epicure
?
Agents were profiled for Thinking Styles.(Note weighting towards ‘Achievers’)
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Agents ran pilot on eliminating use of Polystyrene cups that could create EU40k annual savings
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113 managers do not
have enough time for
managing people
116 managers are not
meeting their objectives
of managing people
115 less than 50% of staff
appraisals are completed
112 managers end up
covering gaps in the team
109 staffing growth plans
not always effective
121 staff
turnover rises
103 some areas of
organisation are
generally reactive to
business environment
107 only hire if we
get the business
101 local business
environment is
constantly changing
104 business focus is on
satisfying existing
clients first
120 staff become
demotivated
106 cost controls act
to constrain growth
capacity
117 managers are
not up to date on
staff development
119 staff are not
properly managed
118 staff do not
receive feedback
on performance
114 managers do not have
time for informal one-to-
ones
110 limited growth
capacity built into teams111 there are
headcount constraints
105 business strategies do
not always predict the full
impact on organisation
306
108 we generally only
act in response to
client requests
415
122 It takes time for
managers to answer
queries from team in
relation to career
100 budgets define expectation
around business growth and
cost control
228
231
Author: CreovisionCurrent Reality Tree"Why do managers not have the resources to manage?"Version: 4.0Page: 1 of 4
232 harder to
attract new staff
407 managers focus on
completion of tasks
from p.4
from p.2
407 managers focus on
completion of tasks
from p.4
416 managers take a
reactive approach to
appraisals & goal setting
402 managers see that
their own managers are not
effectively managing own
subordinates
from p.4
from p.4
from p.4 from p.3
p.4
p.2
419 managers
become
demotivated
415 managers do not
have time for all
necessary trainingfrom p.2
= UndesirableEffect (Primary)
(34 of 35) (34 of 35)
(33 of 35)
307
p.3
415
p.4
214
p.2
416
p.4
from p.4
= UndesirableEffect (Secondary)
102 Headcount is a
primary measurement
tool for cost control
102
223
But that’s just how things are around here!
Agents created Current Reality Tree to map out complex challenges facing managers.
Issue was considered too big to address.
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Tell them about the email project
Agents surveyed staff to measure effects of email overload, but were too busy to act on results!
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by Dec 2007 there were 7 Innovation Agents
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Dec 2007: Training Dept was closed, and all training initiatives ended
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There are 2 Innovation Agents currently active
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result #1: EU40,000 saved per year on cups
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result #2 (hidden): multi-million $ client relationships salvaged
Hmm? I guess that you’re feeling pretty
exasperated?
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result #3 (hidden): eased transition between two merging companies
how do we turn this into a win-win?
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result #4: reduced amount of printing and paper used, totaling EU?? per year
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Before after
result #5: University of Ulster survey showed 25% average increase in
participants’ creativity and innovation
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CHALLENGES FACED
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wanted thesegot these
target
particpants
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often looking through very different lenses
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We MUST(appear to)Innovate!!
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Can we not just get started? I’ve another
meeting at 14:00
We need to identify our Vision, Mission
and Aim
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Allowing staff time for Innovation
is vital to growth
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So. who’s taking responsibility for
this project? umm.I have to go
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StayOut!
You really want access?
Yes! I really want access
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I’m a proud member of the
Innovation HubWhat a pack
of losers!
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me
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A Mind Map of ideas on how re-energise flagging interest in the Innovation Hub
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A Pre-Requisite Tree mapping out the proposed new direction for the Innovation Hub
Citi has an effective team of Innovation Agentsby December 2007
existing commitment by group to deliver 'Big Innovation'
by December
deliver one 'Big Innovation by December
we do not have any 'Big
Innovation' ideas to choose
from
focus training on teaching creative
problem solving & idea generation techniques
session is not long enough to
really teach learn techniques
vary technique sessions in length and/or split
across multiple session Participants schedule time between sessions to
practise techniques
participants focus on generating innovative
ideas
participants are not confident in
ability to generate
Innovative Ideas
schedule weekly 2-hour sessions
start support forum in iRoom to discuss techniques, provide
guidelines, and sample scenarios for how to use
techniques outside of sessions
participants do not use
iRoom
Establish reward system for Agent support/
contribution in forums
participation in all aspects of iHub is part of
appraisal process
iHub is secondary to
participants core responsibilities
Direct Managers embrace ideology of
iHub Direct managers are focused on
solving immediate challengesparticipants use
techniques between sessions to solve job-
related challenges
participants prefer to focus
on 'Big Innovations'
show participants how solving core-job
problems is linked to 'Big Innovations'
Managers contribute 'Challenges' to iHub
potential resistance from
managers for generating
solutions to 'their challenges
Direct managers do not see direct relevance of
iHub
upload sessions into iRoom as Audio Files
Rory records sessions
Attendance at sessions voluntary
Agents are missing out on
learning techniques
participants catch up with buddy between
sessions
there are 5 months to December
organise additional Idea Generation Events offsite
meeting environment does
not encourage creative thinking
group size affects the
level of learning
participants pre-book attendance at sessions
there is no central
calendar
create a session calendar in iRoom
sessions only take place if there is 3 or more people
attending
participants don't always
turn up
Rory does not have access to
iRoom
Follow-up with Annette to arrange access to
iRoom
projects are completed separate from technique
sessions with Rory
some participants in iHub are not interested
in learning new idea generation or creative
problem solving techniques
Offer to facilitate problem solving around specific project-related issues when requested
Ask participants to choose if they would
rather focus on projects or learn techniques
Using sessions for project
meetings is not effective use of
time
working on projects alone will develop
innovative mindset leading to 'gap' between Agents
Schedule sessions on change, creativity, innovation & human
development geared towards projects
participants working on
projects still need to use
creative problem solving for
project-related issues
current subgroup projects are not
complete
some particpants see completing projects as core
part of iHub
not all projects are progressing outside of iHub
sessions
participants do not practise
between sessions
establish buddy system for practice between
sessions
needs someone to record the
sessions
organise optional sessions off-site and outside work-hours
Develop metrics to evaluate projects
projects are not providing 'innovative'
solutions
a Big Innovation takes months/
years to implement
Author: Rory O'ConnorContributors: Neil McKenna, Marie Geraghty,Juan Rio Salvadore, James NolanTechnique: Prerequisite TreeObjective: Map out obstacles and intermediate objectives for redirection for Innovation HubVersion: 1.0Date: 1 Aug 2007No of Pages: 2
xxx
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Aha! I know exactly what
needed to happen!
hindsight is a wonderful thing!
LEARNINGS
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Yeeeee-haa!!
Instead of going in, guns blazing...
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No peeking!
Lemme see,lemme see!
...reveal aspects of the program
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You too can get rich from Innovation
in 3 easy steps!
make it look procedural...
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...even if the reality is more chaotic!
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Adapt your teaching style to fit the group(This preferred to start with a didactic approach)
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Don’t try to force people to make big changes...
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...instead provide wedges that become the new norm
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Any small winsfrom the
Innovation Hub?
um...yes!
nearly there!
Identify a more senior champion to ‘run defense’
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&
Know when to stand firm & when to be flexible
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speakerlistener
1 question + 6 minutes - 3 points =Windtunnel
DEBRIEF: WINDTUNNEL
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How might I apply Rory’s experiences to my own particular area of
interest?
DEBRIEF: WINDTUNNEL
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3 minutes to each share your 3 key points
DEBRIEF: WINDTUNNEL
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swap roles...
...and repeat
DEBRIEF: WINDTUNNEL
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No! No! No! You’re doing it
all wrong!
A CHALLENGE FOR YOU!
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The Challenge:Build a better
Innovation Hub
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Objective:
design a program/timeline for gathering/training
a self-sustaining, self-replicating,team of Innovation/Change Agents
(centred around your area of interest)
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Some Considerations:
Who/Where is it for?Number of people
Commitment & DurationContent of program
OutputsResources Required
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To Learn more
Email [email protected]
Follow @roryoconnor
Visit www.thecreativityhub.com
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