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Contents Introduction 3, Chapter 1 The Problem 5, Risk 1 Ideas Without User 6. Risk 2 Solving Non existEnt Problems 8, Risk 3 Solving Problems that Don t Matter 12. Chapter 2 The Solution 14, Risk 4 Obvious Solutions 15. Risk 5 Incomplete Ideas 18, Risk 6 Beginning too Big 20. Chapter 3 Taking Action 22, Risk 7 Starting too Slow 24.
Risk 8 Failing to Learn 27, Risk 9 Failing to Scale 29. Activity Templates 31, 2014 Share this ebook 2, While innovation is not achieved by following the steps used in. INNOVATION traditional projects it is not based in magic either It is a craft . IS NOT MAGIC and as with any craft there are fundamentals to help lead to. ThoughtWorks and others have identi ed risks to an innovator s. journey In a very real sense being successful at innovation. requires an understanding of the identi ed risks and the ability to. deal with them , In the following pages each risk will be identi ed and de ned The. risks will then be analyzed and suggestions on mitigation will be. given There will be a sample activity that has been designed to. deal with the challenges associated with each risk There are. many possible activities that could be used Each activity included. has been designed to be highly collaborative focuses on concrete. outputs and builds on or from surrounding activities . 2014 Share this ebook 3, RISKS ARE,GROUPED IN Di culties when an innovation. THREE AREAS THE PROBLEM begins without clear insight . THE SOLUTION Mistakes in designing solutions , Pitfalls associated with executing.
ACTION a innovation in an uncertain, environment . 2014 Share this ebook 4, Risks to successful innovation that involve identifying. THE PROBLEM, If I had only one hour to save the world I would. spend fty ve minutes de ning the problem , and only ve minutes nding the solution . Albert Einstein, 2014 Share this ebook 5, Risk 1 What this risk looks like .
Ideas Without User Innovation in a Vacuum , Len has a really exciting idea He can t talk about anything else just ask his wife and co . workers His idea leverages new technology and he s even had some bloggers write. articles about his creative work Everyone agrees the idea is amazing but when he s. nished no one lines up to use it It s bright shiny and unused . The root of the problem , Rushing to a solution , The goal of this step is to avoid creating an innovation that has no natural user Innovators. get excited about things they can do and become dazzled by the splendor of their own. creation When someone has an idea it is only human nature to rush forward to a. solution People often move deep into the creative process with only the vaguest idea of. who will use their invention , Mitigating the risk . Start the innovation process in a di erent place . Instead of focusing on an solution start by looking at potential users Think broadly about. who we might help with innovation Set aside readymade answers and look at the world. of people you could serve Think of this as a menu of people whose lives you might make. 2014 Share this ebook 6, STAKEHOLDER MAP,Activity Goal . Create a common understanding of who,are the people involved a ected within.
the eld or space where we are trying to Activity Example. innovate in ,Suggested Time to Complete ,15 30 minutes. Group or Individual Activity ,This is a group activity Ideally you want. from 3 to 5 people ,Facilitator Notes ,Encourage participants to add as many. stakeholders as they can think of If you,see someone writing down things that are. too broad like partners encourage them,to think more speci cally example what.
kind of partners ,What will the participants be doing . Participants should start by capturing on,post its as a team the players involved in. the speci c space or eld they are,focusing on Everyone in the team should. be placing their post its on the blank,piece of paper at the center of the table . Ask participants to start clustering similar,stakeholders .
2014 Share this ebook 7, Risk 2 What this risk looks like . Solving Non existant Not our problem , Siri is working with her local community to adopt a new program that was developed back. Problems at head quarters 10 000 miles away It s what people sitting in home o ce imagine her. clients need not a problem they actually need solved The innovation that only. highlights the lack of insight they have into the real lives of the people they are trying to. The root of the problem , Designing without insight . The goal of this step is to avoid solving a non existent problem Most people make easy. assumptions and generalizations about other people s lives They rely on broad. preconceptions to drive the direction of an innovation What results is a solution that is. disconnected from a real person s needs , Mitigating the risk . A detailed view of an individual , Take a person from the prior step and create a detailed view of them as an individual .
Work to see them as a real person Stop being abstract Flesh out a picture of the life they. live developing a rich detailed view that enables the empathetic parts of your mind to. participate in the creative process Identify a problem that matters based on insight into a. real person s life , 2014 Share this ebook 8,Activity Goal . To build empathy and a better more,detailed understanding of speci c. persons within your scope Activity Example,Suggested Time to Complete . 20 30 minutes,Group or Individual Activity ,Ideally this exercise should be done in. pairs Create as many personas as,possible for the team aim for 4 5 .
Facilitator Notes ,Encourage participants to name their. persona and think through the lens of,that person They should be looking at. speci cs like age gender role country , Persona Pro le Templates attached at end of toolkit . What will the participants be doing ,Participants start by choosing which. stakeholder they want to focus on Then,create a pro le for the person using the.
framework When participants complete,one ask them to work on additional. 2014 Share this ebook 9, USER JOURNEY,Activity Goal . Create a common understanding of who,the people involved a ected are within. the eld or space participants are trying to Activity Example. innovate in ,Suggested Time to Complete ,20 40 minutes. Group or Individual Activity ,This is a group activity Ideally you would.
want from 3 to 5 people ,Facilitator Notes ,Encourage participants to ll all the gaps. in their end to end journey ,What will the participants be doing . Ask each group to map on a timeline a,day in the life or any other relevant. journey of the persona they chose Once, participants are complete using 2 This activity can be done on any large piece of paper Just draw a line. di erent color stickers or post its groups across the paper symbolizing a timeline and have post its in hand. should identify things that work and for the group to participate . things that are broken in the user journey ,If there is time in the end they can do.
multiple journeys , 2014 Share this ebook 10, FRAMING PROBLEMS AND. Activity Goal ,Relate problems to speci c personas and. phrase the disruptive promise that will,lead into a relevant solution Activity Example. Suggested Time to Complete ,15 20 minutes,Group or Individual Activity . Ideally everyone does at least one,Facilitator Notes .
Encourage participants to create promises,not solutions . What will the participants be doing ,Each group should take the problems. identi ed in the user journey and make a,disruptive promise to that persona The. Problem promise Templates attached at end of toolkit . promise is not the solution to the problem,but simply a rephrasing of the problem. you are choosing to address ,For example If the problem is Dalia takes.
6 hours getting water your promise,should be to make it faster for her to get. 2014 Share this ebook 11, Risk 3 What this risk looks like . Solving Problems What a waste , Jose was annoyed The organization had spent a lot of time xing something for a partner. That Don t Matter who had been complaining loudly He admitted that was ne but nothing was being done. about the problems that really mattered to the people who were the focus of their. mission It felt like a lot of wasted money and e ort . The root of the problem , Narrow view of what matters . The goal of this step is to pick problems that genuinely matter In any real life situation. there are multiple priorities and demands Choices are not simple Since this is messy and. di cult to nail down it s often easier to ignore the hard question of what matters most . Priorities are selected based on narrow demands instead of what matter most in the big. Mitigating the risk , Prioritizing is an imprecise art .
Some of the uncertainty in the process cannot be eliminated at this stage in the creative. lifecycle Therefore some of the getting it right will be ironed out later during the action. steps where learning and pivoting will be used to adjust priorities At this point the. process forces multiple factors to be considered and balanced against each other This. exposes the debate on priority to more discussion and gives a chance for multiple factors. to be considered , 2014 Share this ebook 12, CRITERIA FOR. Activity Goal ,Create a set of criteria to identify what the. best problem to address is , Activity Example,Suggested Time to Complete . 15 30 minutes,Group or Individual Activity ,This is a group activity . Facilitator Notes ,Make sure to assist any groups that may.
be stuck or having a lot of arguments ,What will the participants be doing . As a group participants will discuss the,criteria they feel make one problem. matter more than others Participants,can write their criteria down on post its or. directly on the paper Criteria should then, Evaluating Criteria Templates attached at end of toolkit . be voted on and the top 3 5 should be,identi ed ,Afterwards each group will evaluate each.
problem they came up with against the,top criteria to prioritize the most. important problem , 2014 Share this ebook 13, Risks to successful innovation that involve identifying. THE SOLUTION, When forced to work within a strict framework. the imagination is taxed to its utmost and will, produce its richest ideas Given total freedom. the work is likely to sprawl , T S Eliot, 2014 Share this ebook 14.
Risk 4 What this risk looks like , This is not innovative . Tori was disappointed with her team She was asking for creative game changing ideas and. Obvious Solutions what they were o ering up was the most obvious of changes Anyone looking at the. problem could have come up with these suggestions She wants something less obvious. that will ultimately have a bigger impact , The root of the problem . Small obvious ideas , The goal of this step is to encourage new and creative ideas Even when people are told they. need to innovate much of the time they will o er up small obvious changes While these. changes can be valuable they won t provide the kind of deep invention that changes. someone s world in a signi cant way , Mitigating the risk . Engage di erent modes of thinking , Traditional analytical problem solving consistently produces small obvious solutions To break.
free of the obvious it s important to engage di erent modes of thinking When people place. themselves in di erent thinking situations create a rush of ideas or use di erent techniques. for thinking drawing they literally draw on di erent parts of their brains It results in. di erent and more diverse results than any amount of analytical work would produce . ACTIONABLE INNOVATION An Innovation Inception Model Based on experiences in dealing with the most common risks of innovation failure Share this ebook

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