thegaragegroup.com

Br!"#!"# $%& O'$(!)& I": Collaborating with External Stakeholders to Discover Insights and Build Big Ideas

B!"#$"%& I%%'v()"v* & Entrepreneurial Organizations

Idea generation & development

workshops

Employee-driven Ideation &

development Programs

Idea Discovery & Development

Training

thegaragegroup.com

Module 1: Background & Overview

module 2: Multi-Stakeholder Collaborative Co-creation

Agenda

DDBSocialCreativity ©

W+() ",External

collaboration?

Heineken Ignite Video

M'$!#* 1introduction & background

!"#r$%& Stakeholders

Internal marketing

salesresearchfinance

human resourcesmanagement

manufacturing

External vendors

manufacturerspackaging suppliersadvertising agencies

customers, buyers, usersinfluencers

T-*, 'fstakeholders

internal stakeholders How? n p External Stakeholders How? n p

r&D VENDOR

finance CUSTOMER

sales BUYER

marketing USER

research INFLUENCER

human resources COMPETITOR

management business partner

other business partner

other OTHER

other OTHER

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B'(!"&(( C%*++&"#&:

W+/ ", ") "01'r)(%)to involve

2)*r%(# S)(.*+'#$*r,?

B!/-I%

Fiona Shields ©

I%1!) & Better Ideas

Ryan Hyde ©

F'3!, & Confidence

Lauri Rantala ©

21*r)",* &Capabilities

DDBSocialCreativity ©

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S1**$

Daz Smith ©

S+(r*$Risk

Steve Montgomery ©

Ov*r(r3+"%& O33(,"'%,2

Laurie Chipps ©

E%)r*1r*%*!r"(#Leader

Steve Jurvetson ©

Change your business model

Launch a new product/service

Enter a new segment

Drive efficiency

Thrive amongst new competition

Ada1t with a change in the market

R*(#4* /'!want or need to

H'w $' w*collaborate externally?

O1*% I%%'v()"'%.1

1. O1*% I%%'v()"'%*Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology.

*Definition sourced from Wikipedia.

henry ches

Smart Media ©

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Jordan Fischer ©

C!""#$% & D#v#&!'

Acquire 50% of New Innovation from outside P&G

A!"#v#"$ Monitor

J!" S#!$%r&Medacheck

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2. Cr'w$ S'!r3"%&Engaging a large group of people against a defined goal or a specific objective.

Robert S. Donovan ©

2012 CBS Interactive ©

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3. C'##(b'r()"v* C'-3r*()"'%

Pro-actively engaging internal and external stakeholders in a collaborative process to solve a business challenge.

P*r,1*3)"v*customer or vendor?

leadership

Clarity

Empathy

Investment

Perseverance

Dr"v*rperspective

CityLink Center ©

Citylink center Video

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1 2 3 4

1. Ar)"3!#()*the challenge

W+() ",A need/challenge area?

Essentially, about defining the problem well and at the right level

– Not a common skill, but critical for innovation

– Hard to learn; will become easier over time

Challenge or Need AREA – broad bucket

Challenge or Need STATEMENT – more specific articulation -- more actionable

– But, not too specific!

NOT a perfect science

Important to drive clarity and actionability

Need/Challenge Areas

Nina Matthews Photography ©

What’s wrong with this as a need area?

- Too broad, general

What are some STATEMENTS that could

emerge from this broad business

challenge/need area?

- Improve process efficiency in how we

manage projects to drive bottom line

savings

- Create product or service extensions to

drive loyalty among our core customers

- Deliver added value for our customers by

combining three of our services into one

integrated new service

NOT:

- Switch from Outlook to Quickbase for

project management (too specific)

- Open operations in China (not on

strategy)

Need/Challenge Area: we need to grow profit.

Nina Matthews Photography ©

GCHCChallenge

How can we add value for our

current members beyond current

membership and fee for service

offerings including significant

cost-reduction opportunities

around Epic/EMR?

“”

2. M(1 )+*stakeholders

M%'Stakeholders

EMR Activity StreamTechnology Activities Usage ActivitiesPurchase and Initial Setup

System Upgrades

System Maintenance

Security & Regulatory

DataEntry

DataTransfer

Reporting & Analysis

CIO

Technical IT Staff

CIO

Medical Staff

Internal Departments

Administrators

Purchasing

External Epic

Consultants

External Epic

Consultants

Review Board?

External Epic

Consultants

Internal Help Desk

External Agency?

Analysts

Medical StaffExternal

Organizations

EMR

Activ

ity S

tream

Rol

es

Administrators

Epic Corporate

Training Staff

Training Staff

Clerical Support

Staff

IT Director IT Director IT Director

What’s Possible

What’s Needed

leveraging your stakeholder map from the first exercise, identify:

1. which stakeholders will help define needs

and

2. which might help create possibilities

Lab

Nathan Ruttley ©

3(. A,,*,, N**$,via observation & research

Pr"0(r/ R*,*(r3+ V. O5*rv()"'% & S*3'%$(r/ L*(r%"%&

Observation often a precursor or supplement to primary research

“Birdwatching” Observation

In-Context Visit/Interview

Observational Tour

Search Publicly Available Information

Blogs, Articles

Books

Data, Reports

Social Media (mine existing or query)

Ways to observe

Steve Woodmore ©

Pricing

Delivery Models

work processes

roles & Responsibilities

Usage Experiences

experience vs. expectations

words & actions

What to look for

Pr"0(r/ R*,*(r3+ V. O5*rv()"'% & S*3'%$(r/ L*(r%"%&

consider:

R",. L*v*# -- higher risk, more need for primary research

A33*,, )' C!,)'0*r -- harder to reach/find, more need for primary

R*&"'%(# D"6*r*%3*, -- more differences, more need for primary

I%")"()"v* L"f* C/3#* -- farther down path, more need for primary

21*r"*%3* -- what’s the “research” experience level of your team?

In-Context Interview/ Observation

compensatory behaviors

Usage

Ah-Ha’s

Personal Background

Habits Beliefs Usage

A7*r '5*rv()"'%, )+"%. )+r'!&+...

Insights That Emerge from Learning

Implications

Insights & Im1lications Tem1late

Key insights gathered during research

Insight: implications:

Messaging/ Awareness

Distribution

Pricing

Product Features

Product Benefits

User Experience

Ideal Experience

S!11#*0*%) w")+ Pr"0(r/ R*,*(r3+

focus groups

in-depth interviews

Quantitative surveys

R&-*r$!,'+*$& $%& N&&) via a more robust understanding

-f $%& Pr-b+&.

Among Stakeholdersinterviews in context

interaction with EPIC/usageinterviews with current team members

Publicly AvailableWeb Searches

ArticlesBlogs

EPIC siteJob Postings for EPIC roles

Trends/Data ReportsGovernment Info

GCHCObservation

3b. Cr*()* & A,,*,,

P8,"b"#")"*,via networking & observing

H'w 3(% w* network?

Use the 60/40 rule

Avoid the “yes or no”

Learning vs. Confirming

“Tell me more...”

“Help me understand...”

Learn, don’t sell

Pay attention to non-verbals

Move from general to specific

A f*wTips

Need NIL picture -- maybe one from delight conf?

Conferences

Books/Authors

Ask for Connections/Referrals

Coffee Shops

Meet Ups

Training Events

Blogs/News

Other Categories/Brands

Other Functions

Trend Forecasts/Public Trend Reports

New Products on the Market

Social Media: LinkedIn, Twitter, Facebook

W+*r*to look

Mattt.org ©

GCHC NetworkingDr. Walker

Thought Leaders

Local Experts

Health Care Users

Analogs (Universities, etc)

internal stakeholders How? n p External Stakeholders How? n p

r&D VENDOR

finance CUSTOMER

sales BUYER

marketing USER

research INFLUENCER

human resources COMPETITOR

management business partner

other business partner

other OTHER

other OTHER

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B'(!"&(( C%*++&"#&:

4(. C'%%*3)"%& )' F'r0 I$*(, & H-')+*,*,

+Need/Insight

possibility/Analog

Lennart Tange ©

Mariko ©

business models

trends

insights

compensatory behaviors

technology

needs

resources

case studies

behaviors

empathy

experiences

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networking

observing

questioning

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Connect

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Jeff Kubina ©

Need/Insight Analog/Possibility Idea!=+

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4b. I)*r()"v*#/ D*v*#'1with stakeholders

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Jeff Blucher ©Jeff Blucher ©Jeff Blucher ©

Charter

Background/Objectives

business purpose

scope

roles & responsibilities

key phases and measures & milestones

Resources Required (human and funding)

Title/headline

conceptual prototype template

2 to 3 sentences to bring the idea to life...

Who is the target (primary & secondary)?

key players (internal) key players (external)

logic for How idea reaches financial goals Products/Services leveraged

distribution channels Pricing model

supply chain implications/ideas

organizational model implications

I"#r%")v#&+Develop

Jeff Blucher ©Jeff Blucher ©Jeff Blucher ©Nordstrom ©

P"#')

eren {sea+prairie} ©

1. Enabling care everywhere

2. Consistent order sets

3. epic talent pool

4.Greater Cincinnati Epic On-

Going Education Program

5. Plan, Prepare and Implement

Jeff Blucher ©Jeff Blucher ©Jeff Blucher ©Nordstrom ©

5 I*#%,

W+*r* (r* )+*/ %'w?

1. Users Conference

2. Menu of services (still being vetted); a la carte pricing

M*)+'$, f'r Coming together

W'r.,+'1,

S0(##*r W'r.,+'1,or 1-1 Discussions

Pr"%3"1#*,& watchouts

C#(r")/ 'f M*,,(&*is critical!!

S."% "% )+* G(0*for everyone!!

M(.* S!r* P(r)%*r,Understand your business

I%)*r%(##/...What has to be true?

B* Aw(r* 'fCompetitive issues &

Sensitivities

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Phase My Top 3 Take-aways/next Steps

1. Articulate the challenge

2. Map the stakeholders

3a. Assess Needs via observation & research

3b. Create & Assess Possibilities via networking & observing

4a. Connecting to Form Ideas & Hypotheses

4b. Iteratively Develop with stakeholders

B!"#$"%& I%%'v()"v* & Entrepreneurial Organizations

Idea generation & development

workshops

Employee-driven Ideation &

development Programs

Idea Discovery & Development

Training

thegaragegroup.com