2. The Plasticine Garden thatJames May put in the Chelsea
Flower Show?
3. Innovation is the meeting point of insight and
invention
4. All theseideas came from some kind of innovation
process
5. 1. How much time do you fit into yourday just to play,
experiment andthink?2. Is play a valuable use of your timeat
work?3. What value do you think the timeto create would have for
your team?
7. Most innovation comes from a series of collaborations.
Giving time and space to your teams to enable this encourages
ideas. Create a culture where discussion and ideas exchange is
welcome.
8. Concise company vision and mission Understanding of the
organisational values Strategic goals agreed and aligned Clear
business objectives articulated and communicated Understanding of
the need for project planning and resourcing Buy in from the
organisational leaders
9. CEO Senior Senior Management Management Employee Employee
EmployeeGo Innovate!!
10. Offsiteworkshops Creativity areas for discussion Allowing
an hour a day of experimentation Regular focus groups
Cross-functional working parties Routes to feedback ideas Response
to ideas and progress reports
11. Imagine you are at an offsite day tasked with coming up
with as many solutions as possible. How would you structure the
day? What seating arrangements would you request? Who would you
invite? How would you capture the results? What happens next?
12. Topic Driven Agenda Key Word Focus for Each Group Layout
and Seating Arrangements Teamwork Challenge Facilitation and Energy
Leadership and Liberation Recording and Acting on Outcome
13. Encouragement Lead by Example Create Space for Discussion
Actively Feedback on Ideas Direct not Control Accept Potential to
Succeed or Fail Provide Resources
14. Have we got the right people in the right places for the
right amount of time?Do we have the right skills?How do we know?Do
we have an innovation culture?
15. Fail Fast and
Frequentlyhttp://ecorner.stanford.edu/authorMaterialInfo.html?mid=2266
16. How would you enable a nimble, scalable method
ofdisseminating research from unpublished authors and offering a
selection of publishing, marketing and related media services?
17. Write the topic down which you want to discuss Give index
cards to each player and ask them to silently write their ideas
Pass the index card to the next person Ask the player to read the
card and use it as idea stimulation and write more ideas Continue
then collect the cards
18. An Idea is a creative response to a problem without a
solution. Ideas are rarely unique as others have often developed
something similar. Your job is to take it to the next level!
Radical ideas can be like gambling, what you may want to do is
focus on the small, incremental ideas. Use a common set of
evaluation criteria.
19. Year 3 Year 2Year 1
20. Cost of Delivery + Cost to Maintain = Total Cost of
Ownership Revenue Potential Total Cost of Ownership = Total Return
on Investment Qualitative Measures of Return Efficiency Savings
External and Internal Image Maintaining Competitiveness
21. Rapid Prototyping Selection Process Change Board
Implementation Cycle Resources Timing Scoring System
22. Stage 1 Filter Ideas in terms of potential value using the
business case Stage 2 Research the idea in more detail to refine
the costs, risks and value to the specific organisation Stage 3
Develop the concept Stage 4 Provide ongoing support or decide to
abandon the idea
23. Idea Idea 2 1 Idea 3 Idea 1 !
24. Fluid Phase- Explosion of designs- Era of Radical Product
InnovationTransitional Phase- Standardisation of design- Emergence
of Process InnovationSpecific Phase- Contraction of Competitors-
Era of Incremental Innovation
26. Highly Efficient Delivery Understanding Cost Accrual
Allocation of Resources Backfilling Roles Preventing Scope Creep
Handover to Operations Lifecycle of Product Development
Roadmap
27. Integration of New System with Existing Systems Alignment
of Data Flows Marketing Presence Internal and External Launch
Planning within the Organisation
28. Define your process and strategy first Define what
innovation means to your organisation Are you pro or anti risk? Do
no harm. Prototyping can avoid technical ambiguity quickly Hone
your skills at predicting failure Look at innovation as an integral
part of your whole business
29. Steve Kitowski Sheridan Technology Lab Steve Johnson Where
do good ideas come from Making Sense of Change Management Cameron
& Green Innovation Management & New Product Development
Trott Gamestorming Gray, Brown, Macanufo
