innovation in action workshop with vicsport march 2015
TRANSCRIPT
innovation in actionge#ng more people physically ac1ve through sport
#vsfwdthinking
“The important and difficult job is never to find the right answers, it is to find the right ques<ons. For there are few things as useless -‐ if not dangerous -‐ as the right answer to the wrong ques<on.”
-‐ Peter Drucker, The Prac<ce of Management
welcome
join the conversa1on on twi7er with @vicsportAU
@DoingSomeGood #vsfwdthinking
DAVID HOOD @DavidAHood
JULIAN WATERS-‐LYNCH @jwaterslynch
doing something
good
#vsfwdthinking
Julian Waters-‐Lynch DOING SOMETHING GOOD
@jwaterslynch
#vsfwdthinking
Ollie Dudfield VICSPORT
@vicsportAU
#vsfwdthinking
David Hood DOING SOMETHING GOOD
@DavidAHood
1. Be present.Focus on what you’re doing right now and pay aBenCon to every aspect of what you’re doing: to your body, your senses, your thoughts. 2. Accept everything as an offer. Receive thoughts, ideas, quesCons or comments of others as a giJ.
3. There are no mistakes.Only invitaCons into a new level of creaCvity: breaking paBerns and allowing new ones to emerge.
4. Make everyone else look good. You do not have to defend or jusCfy yourself or your posiCon -‐ others will do that for you and you do that for others.
5. Be changed by what is said.Accept your reacCon as an opportunity to take a new or expanded perspecCve to inspire new ideas.
6. Keep the energy going.No maBer what is given, or what happens, accept it and keep moving.
7. Serve the good of the whole.Always carry the quesCon, "How can I best serve this situaCon?"
8. Yes and ... Fully accept what is happening and what is being offered, and add a NEW piece of informaCon -‐ that is what allows it to be adapCve, move forward and stay generaCve.
Inspired by 7 Basic Improv Principles with thanks to Michelle James (crea<veemergence.com)
DOING SOMETHING GOOD creative jammin’ principles
1. What brought you here today? 2. What does innova<on mean to you?
1. What brought you here today? 2. What does innova<on mean to you?
#vsfwdthinking
INNOVATION IN ACTION
@DavidAHood
innovation at a glanceWhat is an innova1ve idea? What does it look like? What are the characteris1cs of an innova1ve idea?
•The generaCon of something new and valuable •Characterised by originality, expressiveness and imaginaCon;
•The ability to transcend tradiConal ideas, rules, paBerns, relaConships, or the like, and create meaningful new ideas, forms, methods, interpretaCon, etc.
•The applicaCon of new soluCons that meet new requirements, inarCculate needs, or exisCng market demands;
•TranslaCng something new, novel, and important that into a new context or system through:
• the introducCon of something new or different;
• an improvement to something already exisCng
Creativity Innovation
Innova<on is crea<vity applied for a new or novel result…
Everybody wants to be innova1ve.…and thus, we are looking for the magic formula.
Well here you go:
Crea1vity + Itera1ve Development = Innova1on
~ James Dyson, Founder Dyson
how can we be more innovative?“…roughly 25 percent to 40 percent of what we do innova1vely stems from gene1cs. 8 That means that roughly two-‐thirds of our innova1on skills s1ll come through learning—from first understanding the skill, then prac1cing it, and ul1mately gaining confidence in our capacity to create.”
-‐ Clayton Christensen
generating innovative ideas1. toolset 2. skillset 3. knowledgeset 4. mindset
the innovator’s dna 1.Ques<oning 2.Observing 3.Networking 4. Experimen<ng 5. Associa<ng
1. questioningAsking ques1ons that challenge common wisdom.
2. observingScru1nising customer, supplier, and compe1tor behaviours to iden1fy new ways of doing things.
3. networkingMee1ng people with different ideas, backgrounds, and perspec1ves.
4. experimentingConstruc1ng interac1ve experiences that provoke unorthodox responses to see what insights emerge
5. associatingConnec1ng the unconnected across ques1ons,
problems, or ideas from unrelated fields.
The innovator’s dna“We found that innova1ve entrepreneurs (who are also CEOs) spend 50% more 1me on these discovery ac1vi1es than do CEOs with no track record for innova1on.”
generating innovative ideas• Condi&onsEnvironment, rela1onships, resources, inten1ons
• Principles (not rules) Make sure they are genera1ve, support the development of trust and maximise learning (it needs to be OK to fail)
• ApproachWith a view of the whole system and it’s interdependent parts, start by understanding the problem, who you’re solving it for and what they need
• Prac&ces and ProcessesThat are divergent and exploratory “How Might We …?”, Gamestorming, Rapid Prototyping
http://hci.stanford.edu/dschool/resources/design-process/readable.html
“You don’t invent the answers, you reveal the answers by finding the right ques<ons.”
-‐ Jonas Salk
Why do we need more innova<ve membership models?
What features are people looking for in their ideal membership offering?
How might we provide a membership model that meets the needs of emerging markets?
#vsfwdthinking
how might we…?
@vicsportAU
#vsfwdthinking
start with why
@vicsportAU
People don’t buy what you do they buy why you do it. ~ Simon Sinek
‣ why: belief, moCvaCon or purpose (about situaCon & what’s possible)
‣ how: your unique approach to changing the current situaCon and/or offering something new/beBer
‣ what: the details of what you are going to be doing/offering (products, services etc.)
#vsfwdthinking
the perfect fit
@jwaterslynch
human-centred
design
http://www.nitibhan.com/2013/01/reflections-on-design-thinking-for.html
Human Centred Design
Removing Barriers
• Can I do it when I want to? • How much will it cost? • Where do I have to go? • What do I need to start? • Will it be too hard? • Will it be fun? • What do I have to fill out?
FLEXIBILITY PRICE GEOGRAPHY EQUIPMENT SKILL PROCESS
Design for Delight
Remember the Customer Segment Research
Adults Children Volunteer
Example from the EdgeLARP
“The real voyage of discovery consists not in seeking new landscapes but in having new eyes.”
-‐ Marcel Proust
LARPINGA LARP is:
…a cross between a game and a form of theatre. It's designing a character or persona to fit into an imaginary world. This, depending on the game, can involve something almost like a sport where you fight out the fights, or it can be just a lot of talk…but the gist of it is that someone creates this imaginary segng with its own rules and its own themes and some1mes its own ideology. [You] make a character who fits into that and play the character in that environment. It's a kind of total immersion, and it involves a whole lot of people accep1ng an alternate reality at once.
In other words, a LARP is an extended interac1on between three things -‐ a world, its rules and the people in it.
#vsfwdthinking
needs & considerations
@DavidAHood
Empathy is not just about walkingin another's shoes. First you must remove your own.
STAKEHOLDER GROUPS1.Members (exisCng LARPers) 2.Members (potenCal LARPers) 3. Partners (VicHealth or Sport & Rec Vic) 4. Partners (LARPing Vic or LARPing Australia) 5. Board/Management 6. Volunteers/CommiBees
scenarioNarre Warren LARPing Club is one of the most successful LARPing Clubs in Australia -‐ in what’s become on of the hoVest community spor&ng ac&vi&es in the world. You’ve grown beyond the standard offerings or services of other LARPing clubs around Australia, and you’re known for your innova&ve membership op&ons. You each have a unique perspec1ve, and par1cular needs and considera1ons as representa1ves of your stakeholder group.
1. In your role, in relaConship to the club, what’s most important for you?
2. What are you responsible for -‐ what do you need to make sure is happening?
3. What does success look like for you in your role? What sort of impact would you like to have?
EMPATHY MAP
What am I seeing?
What am I saying? What am I doing?
What am I hearing?
How am I feeling? What am I thinking?
Pain GainFears | Frustrations | Obstacles Wants/Needs | Measures of Success
Stakeholder Group:
scenarioNow imagine you’re at the club. 1. What’s the atmosphere like? What are you seeing and hearing? What are you
feeling and thinking, saying and doing?
scenarioNow imagine you’re at the club. 1. What’s the atmosphere like? What are you seeing and hearing? What are you
feeling and thinking, saying and doing?
2. What do you love about the club, what it has to offer and the memberships available?
3. Think about the structure, the cost, what acCviCes are covered, what faciliCes and equipment they have access to and other features and benefits. How is membership promoted, how do people sign up and how might you enable them to recruit others?
#vsfwdthinking
idea generation
@jwaterslynch
developing prototypesA prototype is: • a simple simulaCon of the experience of a new product or service that a user
can interact with • a mockup that makes an idea tangible and real Prototyping: • serves to provide specificaCons for a real, working system rather than a
theoreCcal one • provides a way to help surface quesCons about the desirability, usability, and
feasibility of your idea • helps to spot problems • allows designers to fail early (rather than a product or service to fail later) • saves money and Cme
why rapid prototyping?• design and test concepts (MVP) quickly and effecCvely • taps into knowledge, skills and insights of whole team and larger groups
• builds capability to work openly and collaboraCvely • forces creaCvity with constraints • straighlorward • dynamic • fun
rapid PROTOTYPing1ST DESIGN
Start with the basics
1ST TEST
Test your concept with others
2ND DESIGN
Refine your concept
2ND TEST
Final feedback
15 min
10 min
10 min
10 min
5 min
Final design itera=on
Workshop design inspired by the good work of Pete Williams (@rexster) and team, DeloiBe Centre for The Edge (@c4Edge), Melbourne
3rd DESIGN
1. KEEP IT SIMPLE. You don’t have to covereverything at this stage.
2. Think about: 1. ExisCng and potenCal members and their unique needs and preferences.
What are they looking for? What are they going to love about your membership offering? What problem are you solving for them?
3. Be able to explain your idea quickly and simply. 4. Assign roles. Who’s the scribe? The designer? The user? 5. Test internally as you go…
round one: design5 min
30 SECONDS
LEFT
1. You have 10 minutes to explain your idea to members of other teams.
2. Your team mates will split up and go to other tables and hear about the ideas other groups have come up with.
Things to consider: 1. Is the model easy to understand? Do you think that members will like it and
find it easy to understand? What’s not clear? 2. What has been missed that you think will be of value? 3. What do you like about this model? Is there anything you think that is
parCcularly clever?
round one: test & feedback 10 min
30 SECONDS
LEFT
1. Incorporate feedback and ideas from peoplewho came to your table. Share it with your team mates.
2. Incorporate what your team mates have learned from other teams. 3. Start to refine and develop different elements of your membership offering. 4. Think about the needs of your stakeholder group -‐ what are their interests,
prioriCes and responsibiliCes (if any). What problems or challenges do they face in their role and how are you solving them with your model?
round two: design itera=on 10 min
30 SECONDS
LEFT
1. You have another 10 minutes to explain youridea to members of other teams.
2. Your team mates will split up again and go to other tables and see how the other team’s ideas have developed.
Things to consider: 1. What other models is it like?
2. How is this model beBer than other models? 3. What would it need for you to use this model?
round two: test & feedback 10 min
30 SECONDS
LEFT
1. Incorporate feedback and ideas from peoplewho came to your table. Share it with your team mates.
2. Incorporate what your team mates have learned from other teams.
3. Final opportunity to fine tune your concept.
round three: design itera=on5 min
the pitch
1. Your pitch is allowed to be up to 2 minutes long. 2. Decide on a name for your product/service/
campaign. 3. IdenCfy the problem you’re solving. 4. IdenCfy your target audience and the value you’re creaCng for
them (why they’re going to love it). 5. Explain how it works -‐ your target audience and other key
stakeholders need to understand. 6. Decide on the format. A standard sales pitch, a demonstraCon
or a story board of your user journey?
pitch design 10 min
what makes a great pitch?1. Start with why.
1. What’s the problem you’re solving.?
2. Why is it important?
3. What’s the impact? Use memorable facts, figures, anecdotes and metaphors.
2. What’s your soluCon?
3. Who’s your audience?
4. What do they value?
5. How is your idea different from others out there?
what makes a great pitch?6. Who are you partnering with?
7. What are you building on that already exists?
8. Where are you in the stage of implemenCng your idea?
9. What do you need to take the next step?
10. How can we help you get there? What would you like us to do?
11. Share your passion.
12. Finish with your tagline.
the 30 second pitch
http://techcrunch.com/2010/11/03/madlibs-pitch-adeo-ressi-founder-institute/
[We/my organisation/project] is developing a [defined offering] to
help [target audience] to [solve a problem] with
[secret sauce].
the innovator’s dna 1.Ques<oning 2.Observing 3.Networking 4. Experimen<ng 5. Associa<ng
I have no special talents.
I am only passionately
curious. ~ Albert Einstein
stay curious
stay curious…
thank you
join the conversa1on on twi7er with @vicsportAU
@DoingSomeGood #vsfwdthinking
DAVID HOOD @DavidAHood
JULIAN WATERS-‐LYNCH @jwaterslynch
doing something
good