& scale innovation quick wins to gain trust · quick wins to gain trust & scale innovation...

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