MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY AND RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST. UNLEASH THE INNOVATION CHAMPION IN YOU.
FACILITATING INNOVATION
Copyright @ 2017 by ES Consulting, Everything Brilliant, & Leadership Strategy. All rights reserved. Published by ES Consulting, Everything Brilliant, & Leadership Strategy. Published simultaneously in Saudi Arabia No part of this publication may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning without the express written consent of ES Consulting, Everything Brilliant, & Leadership Strategy. For more information, please contact info@innovationtoolbox.org ISBN 978-0-9997443-0-7 pbk ISBN 978-0-9997443-1-4 ebk Printed in the United States of America
MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY AND RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST. UNLEASH THE INNOVATION CHAMPION IN YOU.
FACILITATING INNOVATION Written By Bassam Alkharashi, Michael Allen, Patrick Roupin and Michael Wilkinson
TABLE OF UNDERSTANDS THE ROLE OF FACILITATOR
GUIDING THE TEAM IN FIGURING OUT THE CHALLENGE
HARVEST PEOPLE’S CREATIVE THINKING
SUPPORTS THE TEAM’S CONCEPTUAL THINKING
PROVIDES THE TEAM THE APPROPRIATE TOOLS FOR CONCEPT DEVELOPMENT
CONTENTS A. INTRODUCTION B. CHALLENGE
8 56
C. IDEATE
102
D. CONVERGE
164
E. PROTOTYPE AND TEST
180
22 TOOLCARDS APPENDIX
218 264
A INTRODUCTION
10
INITIATION TO BUSINESS INNOVATION
WHY SHOULD I READ THIS BOOK? By reading this book, the insights, ideas, tools and guides, you will discover a lot, including but not limited to; • A clear view of the key steps in the Innovation Process • Guidelines for Prototyping Ideas and evaluating their quality • Techniques for facilitating a team through the Innovation Process • Understanding which Ideation Technique to use in any given situation
11
GETTING STARTED 12
LAND OF INNOVATION
13
WHAT IS INNOVATION? INVENTION IMAGINATION
14
CREATIVITY
“
“
Change that creates new dimension of performance.
The practical translation of ideas into new or improved products, services, processes, systems or social interactions.
Peter F. Drucker
The University of Melbourne
BLUE SKY THINKING
“
EUREKA! WHAT IS INNOVATION?
The successful exploitation of new ideas. UK DTI
It’s the process of identifying NEEDS.
“
Innovation is converting ideas to numbers. Information Week
Stimulating creativity to find and assess
IDEAS.
Testing and implementing the best ideas to deliver VALUE.
“
INNOVATION OUTLOOK
DREAM BIG, START SMALL, ACT NOW
Robin Sharma
INNOVATION HORIZON
DEFINING THE OBJECTIVES OF INNOVATION FACILITATION
How might we collaborate with the information centers to eliminate the need for regional data collection ?
INFO CENTERS
How to optimize the data collection from regional center?
REACTIVE
NOW
NEAR FUTURE PROACTIVE
This guide has been developed to help professionals create and support innovation challenges. It combines several processes that are complementary, parallel or optional. For each section, you will find the conditions to adapt to a specific process. Alternatively, we invite you to refer to the Process Timeline.
15
THE BUSINESS CASE FOR INNOVATION You and your organization has been innovating – you may not have called it innovation, but if you go back to the definition of innovation (the successful implementation of ideas) you’ve been doing that.
16
DERIVING BENEFITS FROM ENGAGEMENT:
TWO BROAD APPROACHES
• Asking how to improve the day to day life of employees
Innovation is the process of translating ideas into solutions through using a method we usually refer to as the Innovation Process.
• Demonstrating that you trust them to come up with valuable ideas • Engaging them in turning the innovation strategy into reality • Recognizing and rewarding them when they show initiative and do something new and different
REASONS TO INNOVATE: • Competitive environment evolving more rapidly • Shareholders expect increasing returns • Constant needs to control and reduce costs • Ambition to serve new markets • Customer expectations ever more demanding • Employee’s engagement more complex • To engage with customers and suppliers • Desire to create a culture of innovation
We have already defined the definition of innovation as the process of ideas into solutions and agreed that, to a greater or lesser extent you have been doing this already, but the questions are whether you are doing it well and fast enough – and if you are a commercial organization, whether your competitors are doing it better and faster than you; or if you are a public organization, whether you are doing it well and fast enough to be delivering value for the money invested from the public purse. Innovation has never been as essential. In the last decade we have seen whole industries disrupted predominantly by the digital revolution. Organizations that failed to adapt have been put out of business and no industry is safe; In the future, it will seem as quaint that we used to take our vehicles to a garage to be serviced once or twice a year as it is that men used to run in front of cars waving red flags. Maintenance at all, it will likely be similar robots that assembled your vehicle that do the maintenance. Advances in home automation and remote healthcare will likely make the idea that we send our elderly relatives to old
people’s homes to have cared for sound absurd.
17
That’s the business care for innovation, but you need to understand and build the business case for innovation in your organization. There are two broad approaches you (and most organizations) can take; 1) The benefits gained from engaging people – mostly your employees, but also your customers. You shouldn’t discount the value you get from ideas, but any $ benefit from ideas is a welcome by-product. First and foremost, you are looking to derive benefit of engagement from: • asking how and improving the day to day life of employees by, for instance by removing waste and duplication of the work they do; • demonstrating that you trust them to come up with valuable ideas; • engaging them in turning the strategy into reality; • recognizing and rewarding them when they show initiative and do something new and different. 2) Or the benefits from transformation and innovation – new products, services or business models Which should you focus on? Probably both.
THE QUESTIONS ARE WHETHER YOU ARE DOING IT WELL AND FAST ENOUGH
INNOVATION EXCELLENCE
Strategy
18 Like a tree, innovation should grow evenly with the contribution of each part of the organization.
Leadership Marketing Technology Policy
Collaboration Networking
Foresight
Customer Experience
Innovation Excellence
Service Design
Communication
THE BUSINESS CASE FOR INNOVATION INNOVATION MATURITY MODEL 01 INITIATION
02
FOCUS
Initial decision to innovate has been made first steps being taken.
Practice and fine tuning are needed to improve inconsistent success.
03 STRUCTURED
Clear expectations are established. Success is consistent.
04 PROFICIENT
Change is internalized, owned and mastered by people.
05 INNOVATIVE
People are proactively collaborating to innovate.
19
WHERE TO LOOK FOR INSPIRATION FOR THE NEW IDEAS
20
GO WHERE SMART PEOPLE GO
GO WHERE IDEAS THRIVE
BE INQUISITIVE
ALLOW YOURSELF TO BE INSPIRED
“
WRITE ALL YOUR IDEAS DOWN AS THEY OCCUR TO YOU
CREATIVITY & INNOVATION They are not the same; • Creativity is the act of imagining something new • Innovation is the act of implementing something new • You can be creative, but if you don’t implement something, you’re not innovating
MAINTAIN YOUR CREATIVITY BOOK
21
12 BRICKS EXERCISE THIS IS A GREAT INNOVATION GAME TO GET CREATIVITY STARTED. YOU JUST NEED TO HAVE 12 LEGO ™ BRICKS - ANY COMBINATION AND LET’S SEE WHAT YOU CAN MAKE
22
Split the group into three. Ask the first group to make a small box, just big enough for a small pill. The second group ask them to make something that might be useful for your desk, then give some examples such as a phone stand, or business card stand, perhaps a coaster for your coffee cup or something to hold the phone charger cable. The last group tell them to let their imagination run wild - they can make anything. Give them 5 minutes and see what happens. Typically the person that you asked to make a box starts first and ends first, but they always make a box. The second group generally also make something useful, and sometimes something other than what you suggested.The last group generally start last and if they finish, they’ve made a ‘robot’ or something useful for the desk. The point of the game is 1. Everyone makes something, we are all creative 2. Paradoxily, the people that we gave specific requirements to tend to be more creative and the people for whom we gave no boundaries to what-so-ever find it significantly harder
EXAMPLES
23
INNOVATION TRENDS
24
PERSPECTIVE AND FORESIGHT
SOCIAL INNOVATION
Using the crowd to source and select ideas.
Foreseeing best business practices from around the World helps organizations build their unique values.
CO-CREATION
Creating strategic alliances with business partners to develop common projects.
RADICAL INNOVATION
There is a stong desire to change by the whole organization.
MARKETING TECHNOLOGY
COMPLEX ECOSYSTEM DESIGN
Complex ecosystem design helps in managing organization from an holistic perspective providing tools that map stakeholders in a more participative fashion.
Mass media does not work! Marketing technology addresses specific user groups within a specific situation with highly interactive content.
BUSINESS PROCESS INNOVATION
Innovating how business processes work.
COMMUNITY DEVELOPMENT
Crowd-sourcing is utilized by many organizations to co-create solutions with specific communities.
OUT-IN INNOVATION
Bringing the outside-in to speed up customers response by anticipating needs.
CULTURE CHANGE
Creating a culture where innovation thrives
INFORMATION VISUALISATION
In the world of “Right to information” information visualization become critical.
DATA INNOVATION
Data is everywhere and can be used to create new value.
25
THE FACILITATOR ROLE FACILITATOR
26
ARCHITECTURE
Session Roles/Facilitator • Guide • Motivator • Bridge builder • Clairvoyant • Peacemaker • Taskmaster • Praiser • Active listener
Roles/Other Roles • Session Sponsor • Project Manager • Methodologist • Recorder • Documenter • Timekeeper • Participant • Observer
SERVICES
TOOLS
27
ARCHITECTURE
• Assess organization’s requirements in terms of innovation excellence • Design organization’s Innovation Architecture • Support organizations creating a culture of innovation • Develop management tools that encourage innovation
SERVICES
• Support client, projects with international best practices in: • Innovation Strategy
TOOLS
• Support the organization with tools that fosters innovation capability:
• Service Design
• An online platformt to help the organization to share challenges and ideas
• Design Thinking
• Business Innovation Toolbox
• Social Innovation
• A set of tools designed in house to support the organization in developing innovation excellence
• Innovation Management
Innovation is… STRATEGY. CULTURE. PROCESS.
CREATING ENGAGEMENT A FEW THINGS YOU MUST DO…
28
Work on the innovation team’s identity
Promote through pictures and videos
Ailgn the innovation objectives with HR and management
Have an Innovation day!
29
Compete for international awards
Align your innovation strategy with your branding goals
Dedicate spaces for innovation activities and promotion
Crowdsource from innovation platforms and social media
THE INNOVATION PROCESS
30
THE INNOVATION PROCESS AND WHERE THIS GUIDE FITS The diagram that follows provides a picture of the Innovation Facilitation Process within the organizational framework we call “Innovation Architecture�. The facilitator guide addresses the Central part of the diagram which is described as: Challenge, Ideate, Converge, Prototype and Test. We can see that the process works best when it is supported by an organization that has awareness and the capability for innovation. This is not the case for every organization, but this should not prevent you from executing the process. This diagram shows the logical way of developing an Innovation Architecture from the center to the end passing through the Architect, Innovate and Implementation stages. That is the ideal way to develop an innovation strategy. However, we know that many organizations need to see some result from innovation efforts before accepting innovation as an institutional value. Therefore, this guide for innovation facilitation is designed to provide an organization quick results from an innovation challenge to prove the importance of innovation and pave the way to institutional innovation.
31
MANAGING INNOVATION WHO ARE YOUR STAKEHOLDERS?
Contribution
INTERNAL STAKEHOLDER
ORGANIZATION Contribution
32
STAKEHOLDERS EXPECTATIONS • Different stakeholders value different things. • Stakeholders expectations provide a source of innovation.
INNOVATION SOURCES Complaints/Requests/Suggestions Size Volume Contribution
STAKEHOLDERS VOICE CAN HELP TO: • Identify and Prioritize Needs • Identify Innovation Challenges
EXTERNAL STAKEHOLDER
• Co–create Solutions • Uncover System F ailures
DEFINE THE INNOVATION STRATEGY BUILDING YOUR INNOVATION STRATEGY • We define the strategy using a tool called the Strategic Innovation Canvas.
• It defines what you are going to do and how you are going to measure it to make sure it happens.
• It describes your Innovation Strategy on one piece of paper, in a language that everyone can understand.
• If you prefer, the canvas can be a working document and you convert it into a Word document.
STRATEGIC INNOVATION CANVAS (EXAMPLE) EXTERNAL
INTERNAL Capabilities & Training
Create innovative thinking.
Strategic Alignment
Your innovation wed strategy is revie . rly te ar qu
Measuring our internal innovation capability
Key Activities
Mission
Customer / Partner co-creation
are Our customers r associated to ou s. ge en chall
engLaunch 16 chall es this year!
Key Resources and Governance
Everyone has an . innovation agenda
60% of our n staff have take Innovation Facilitation.
Industry and Academic foresight
Our mission is to inspire innovation and creativity in everything we do
Competitive foresight
es We have initiativ and with university think-tank.
Key Partners & Benchmarking
aWe have an innov e tion zone to shar . ts igh ins
Measuring our external innovation positioning
We speak at 3 national conference and 1 international.
We collaborate with govt. entities to evaluate ourselves.
Examples
33
DESIGN THE INNOVATION ARCHITECTURE
34
STRATEGIC INNOVATION CANVAS
INNOVATION GOVERNANCE
Who moderates which Zone & Challenge?
How do we prioritize challenges & Zones?
What are the innovation benefits?
Are we implementing innovation processes?
INNOVATION PROCESS
INNOVATION MEASURES
INNOVATION DIAGNOSTIC CANVAS
35
INNOVATION CHALLENGE
INTER N A L
EXTERNAL
DEVELOP INNOVATION LEADERS
36
INNOVATION CULTURE
INNOVATION OFFICE
An Innovative Culture is one that:
Reasons:
• Inspires, encourages and recognizes creativity
• Facilitate Innovation activities
• Welcomes (and expects) the sharing of ideas
• Accelerate growth
• Encourages experimentation
• Improve efficiency and effectiveness of our work
• Relentlessly drives the implementation of the best ideas
• Enhance consistency of execution
• Demands these attributes from the top to the bottom of the organization
• Provide structure for innovation • Manage innovation tools, centers, & architecture
MAKE INNOVATION VISIBLE…
Feedback
Co-creation
Forum
Innovation Awards
Concept show
Live testing
INNOVATION OFFICE
37
MANAGE INNOVATION MANAGEMENT STRATEGY Develop Innovation Strategy
Create Innovation Architecture
SUPPORT INNOVATION MANAGEMENT SYSTEM
Develop Innovation Roadmap
Develop Innovation Communication Plan
INNOVATE
Maintain Ideas Bank
Support Innovation Projects
Challenge
Prototype & Test
Develop Innovation Capability
Moderate Challenges & Zones
Ideate
Coordinate Implementation
Enhance Innovation Maturity
Measure Innovation Benefits
Converge
Rollout New Idea
SUPPORT THE INNOVATION OFFICE Administer Office Methods and Tools
Administer Office Roles
Administer Office Services Portfolio
INNOVATION LEVEL 3
38
Exploration into new markets
Create new markets
2 Existing markets we do not serve
Adjacent growth Exploration into new capabilities
1 Markets we currently serve
Improvements, extensions & cost reductions
New products & services
Capabilities we currently exploit
Existing capabilities we do not exploit
Horizon 1 Seen by employees Organic improvements Implemented in weeks
Horizon 2 Engage employees Customer insights Market research Months to deliver
Create new capabilities
Horizon 3 Greater resources Insights from employees and customers Part of an open innovation Innovations are also more likely to be disruptive
EXECUTE INNOVATION THE FACILITATE INNOVATION MODEL
THE SUB-PROCESSES
The diagram that follows, “Outcomes of Each Phase,” presents the 4 phases, we are going to cover with Facilitate Innovation. The first phase, Challenge, is optional if the challenge has already been identified by the organization. However, it can be worthwhile to go through the phase to assess if the challenge definition is complete before moving on to Ideate.
This diagram provides the specific steps for each of the four phases. While this facilitator’s guide focuses on the “facilitation” of each phase, it also provides the theoretical framework for each phase. We invite the facilitator to execute personal research on the subject.
OUTCOMES OF EACH PHASES
THE SUB-PROCESSES
CHALLENGE
PLAN THE INNOVATION PROJECT
UNDERSTAND STAKEHOLDERS
FRAME THE CHALLENGE
COMMUNICATE THE CHALLENGE
IDEATE
SELECT IDEATION TOOL
IDEATE
PROFILE IDEAS
UPDATE CONVERGE PHASE PLAN
CONVERGE
SEGMENT IDEAS
ELIMINATE IDEAS
SELECT IDEAS
GROUP IDEAS
UPDATE PROTOTYPE & TEST PHASE PLAN
PROTOTYPE AND TEST
SELECT DESIGN CONCEPT
CREATE A PROTOTYPE
TEST THE PROTOTYPE
DEVELOP BUSINESS CASE
DEVELOP IMPLEMENTATION PLAN
UPDATE IDEATE PHASE PLAN
• Agreement on a challenge statement which describes the opportunity to exploit or problem to solve • Innovation Challenge Profile
• Ideas that meet the challenge
• A shorter list of ideas that are moved to the next phase
• A Prototype Model • Business Case • Implementation Plan
OBTAIN APPROVAL TO IMPLEMENT
39
CHALLENGE PROCESS
SENIOR MANAGEMENT DECISION TO UNDERTAKE AN INNOVATION CHALLENGE
40
CHALLENGE OWNER
INNOVATION TEAM
MANAGERS & EMPLOYEES
Where to start? INNOVATION DIAGNOSTIC CANVAS
INNOVATION CHALLENGE
PLAN THE INNOVATION PROJECT
UNDERSTAND STAKEHOLDERS
E X T E R N A L
CHALLENGE
INTERNAL
FRAME THE CHALLENGE
CHALLENGE ABSTRACTION
COMMUNICATE THE CHALLENGE
IDEATE
UPDATE IDEATE PHASE PLAN
SELECT IDEATION TOOL
INITIAL CHALLENGE
Constructing Challenges Several sources can be used to create challenges… INNOVATION DIAGNOSTIC CANVAS
41
INNOVATION CHALLENGE
E X T E R N A L
INTERNAL
Innovation Diagnostic Canvas
Interview Records Customers
CHALLENGE ABSTRACTION
IMDb Com.
Press
Reviewers
Community
Buyers Affiliated customers
Collaborators / vendors
Twitter community
INITIAL CHALLENGE
Challenge Stakeholders
Sister company
EBay IMDb
CEO’s priority Virgin Megastore
Management
Marketing dept.
Challenge Abstraction
Our department’s high exposure
Nintendo World
Stakeholders Map
Sony Entertainment
IDEATE PROCESS Ideas CHALLENGE OWNER
INNOVATION TEAM
MANAGERS & EMPLOYEES
Knowledge and experience
UPDATE IDEATE PHASE PLAN
PLAN THE INNOVATION PROJECT
Ideas
IDEATE
SELECT IDEATION TOOL
IDEATE
PROFILE IDEAS
CONVERGE
42
CHALLENGE
SENIOR MANAGEMENT
UPDATE CONVERGE PHASE PLAN
Ideas happen when we create connections between our knowledge and experiences. The more connections we can make, the more ideas we have. It’s as simple as that!
Ideation Techniques Idea Bridge
Subtract
To create novel idea
To create disruptive ideas
43
Idea Hacks
Reverse Innovation
To fix the existing
To improve the existing
+
-
CONVERGE PROCESS
UPDATE CONVERGE PHASE PLAN
SEGMENT IDEAS
CONVERGE
ELIMINATE IDEAS
SELECT IDEAS
GROUP IDEAS
UPDATE PROTOTYPE & TEST PHASE PLAN
PROTOTYPE
44
IDEATE
SENIOR MANAGEMENT
SELECT DESIGN CONCEPT
CHALLENGE OWNER
INNOVATION TEAM
MANAGERS & EMPLOYEES
From Ideas to Solutions
Low Impact Low Impact
High Feasibility
High Feasibility
Low Feasibility
High Impact
High Feasibility
Low Feasibility
High Feasibility
Substantial Ideas
Low Feasibility
High Feasibility
Low Feasibility
High Feasibility
Low Feasibility
PEOPLE
High Impact
High Feasibility
Low Feasibility
High Feasibility
Low Feasibility
TECHNOLOGY
Incremental Ideas
Low Feasibility
High Feasibility
Low Feasibility
INFRASTRUCTURE
IDEA ASSESSMENT CANVAS Idea Assessment Canvas
Fundamental Ideas
High Impact
Low Impact Low Impact Low Impact
High Impact High Impact High Impact
Low Impact Low Impact Low Impact
High Impact High Impact High Impact
Low Impact
45
PROTOTYPE AND TEST PROCESS
UPDATE PROTOTYPE & TEST PHASE PLAN
CHALLENGE OWNER
INNOVATION TEAM
MANAGERS & EMPLOYEES
What is a Prototype?
What to Prototype, when and how? What are the type of Prototypes and their characteristics? What’s the right attitude to effective Prototype?
SELECT DESIGN CONCEPT
(exploring vs. rendering)
PROTOTYPE & TEST
CREATE A PROTOTYPE
TEST THE PROTOTYPE
Aesthetic
Aesthetic/Ergonomic
Ergonomic
Principle
DEVELOP BUSINESS CASE
DEVELOP IMPLEMENTATION PLAN
IMPLEMENT
46
CONVERGE
SENIOR MANAGEMENT
OBTAIN APPROVAL TO IMPLEMENT
Prototyping tools
47 Software 2D/3D
Hardware
What is testing?
How to conduct a test? When? For what?
Photo/Video
Drawing
3D Printing
Prototyping/Testing Matrix PROTOTYPING MATRIX PRIMARY SERVICE
The types of test tools and techniques.
SPACE
SYSTEM
PRODUCT
SERVICE Experience Prototype
Service Image
Experience Prototype
Service Image
Story Board
System Map
Construction Iteration
Service Image
Story Board
Construction Iteration
Construction Iteration
Conceptual model
Story Board
Mockup
System Map Construction Iteration
SYSTEM Conceptual model
Service Image
Story Board
Experience Prototype
System Map
Construction Iteration
Service Image
System Map
Construction Iteration
Mockup
Conceptual model
Construction Iteration
Mockup
Conceptual model
Construction Iteration
Mockup
System Map
System Map
SECONDARY
Construction Iteration
Service Image
SPACE Mockup
System Map
Story Board
System Map
Experience Prototype
Construction Iteration
Service Image
Conceptual model
Construction Iteration
Service Image
Service Image
PRODUCT Service Image
Conceptual model
Story Board
Service Image
System Map
Construction Iteration
Conceptual model
Mockup Construction Iteration
Construction Iteration
Mockup
48
FACILITATOR GUIDE FOR INNOVATION
IDENTIFY INNOVATION OPPORTUNITIES, PRIORITIZE, SELECT AND BUILD AN IMPLEMENTATION PLAN FOR A TARGETED OPPORTUNITY.
49
HOW TO USE THIS GUIDE This guide offers a linear process and sub-process that are parallel or optional.
50
Training section
Schemes and pictures
DEFINING THE OBJECTIVES OF INNOVATION FACILITATION This guide has been developed to help professionals create and support innovation challenges. It combines several processes that are complementary, parallel or optional with respect to the case it applies. For each section, you will find the conditions to adapt to a specific process. Alternatively, we invite you to refer to the Process Timeline.
What facilitator do, what he must care about, what he need to prepare, control, etŃ
What facilitator say to guide the team and gain engagement Tips and time keeping Page number and chapter color
51
TERMS AND DEFINITION Innovation is often used as a catchall term referring to the process of translating ideas into solutions through using a method we usually refer to as the innovation process. Challenge is the issue that has been identified by an organization to be solved. Alternatively, a challenge can refer to an opportunity to create added benefits without focusing on a problem. Ideate is simply the act of generating ideas. Converge is the process of taking a wide range of ideas and eliminating or combining those ideas towards a compelling design. Test and Prototype is the process of implementing in an initial form, the design and solutions proposed in a smaller form to assess success prior to full implementation.
22
TOOL CARDS
INNOVATION DIAGNOSTIC CANVAS This tool can be used to identify different challenges from various stakeholders. It is particularly useful when an organization wants to start to innovate without having a specific challenge in mind.
212 INNOVATION DIAGNOSTIC CANVAS
CHALLENGE INNOVATION CHALLENGE
We have many challenges
I N T ERN AL
EXTERN A L
CHALLENGE ABSTRACTION Creating a well-defined challenge will help you to communicate with stakeholders. Harvest best ideas from collaborators and discard unwanted deviation from the scope. For each challenges identified design a challenge profile. The suggested Challenge Profile will help to determine challenge components.
214 CHALLENGE ABSTRACTION CHALLENGE
We have one challenge
INITIAL CHALLENGE
IDEA BRIDGE Among the 4 ideation methods proposed in this toolkit, Idea Bridge is the most suitable to generate radically new ideas. Something that may change your business model or reach new markets. It is not a suitable method for quick fixes.
218 IDEA BRIDGE
IDEATE
INNOVATION CHALLENGE
Q&A
CONSTRAINTS
IDEAS
IDEA HACKS This ideation technique consists of replacing function or benefits by other. It create a rich solutions by combining things that are apparently not related. Idea Hacks is particularly suitable to repair and fix things that are broken or does not work well.
222 IDEA HACKS
IDEATE
SUBJECT
CATEGORIES
ATTRIBUTES
IDEAS
INNOVATION CHALLENGE
REVERSE INNOVATION This exercise requires the participants to think the worst experience they could offer to their customers which seems to be contradictory to the principle of innovation. However, it offers interesting insights to make things really different and contextually integrated.
224 REVERSE INNOVATION IDEATE
INNOVATION CHALLENGE
REVERSE SCENARIO
DO WELL
DO BETTER
NOT GOOD
IDEA ASSESSMENT CANVAS This canvas helps you to evaluate the ideas and prioritize solutions for responding to the challenge. It has 3 Business categories and 3 columns the idea contribution. At the intersection of business line and idea contribution you will find a classical Feasibility/Impact Matrix.
226 IDEA ASSESSMENT CANVAS Substantial Ideas
Low Feasibility
Low Feasibility
High Feasibility
Low Feasibility
High Impact
High Impact
High Impact
Low Feasibility
Low Feasibility
Low Feasibility
High Feasibility
Low Impact
High Feasibility
Low Impact
High Feasibility
Low Impact
Low Impact
High Impact
High Impact
High Impact
Low Impact
Low Feasibility
Low Feasibility
Low Impact
High Feasibility
Low Impact
High Feasibility
Low Impact
Low Feasibility
PEOPLE TECHNOLOGY
High Impact
High Feasibility
High Impact
High Impact
INFRASTRUCTURE
Fundamental Ideas
High Feasibility
Incremental Ideas
High Feasibility
CONVERGE
Low Impact
CONCEPTUALIZATION This tool helps you to find the relationship between ideas, group them and create concept solutions. It is probably the most challenging task of the process where ideas get integrated into desirable working models. Concept solution must be seductive and unique.
232 Social media
CONVERGE
Saving
A B to B opportunity Real time transaction
B
C
Best deal
D
PROTOTYPE DECISION MATRIX This grid helps you to sort solution ideas and assess what the concept solution is about. The solution will be a service, system, space or product, most probably a combination of those. Place the solution ideas on the grid with respect to the nature of each ideas and idea contribution.
238 PROTOTYPE DESICION MATRIX PROTOTYPE & TEST
SYSTEM
SERVICE
SPACE
1
1
1
1
1
1
1
2
2
2
2
1
1
2
3
3
2
1
1
2
3
3
2
1
1
2
2
2
2
1
1
1
1
1
1
1
PRODUCT
STORYBOARD The storyboard is a graphical technique that helps at understanding user tasks across a specific process of execution. It includes a picture or drawing that focusses on the user experience. Storyboard can be used to describe the current user experience as well as the desired one.
242 STORYBOARD PROTOTYPE & TEST
CONSTRUCTION ITERATION The storyboard is a graphical technique that helps in understanding user tasks across a specific process of execution. E.g.: Driving through a fast food chain would include a sequence of tasks to reach the desired outcome for the user.
244 PROTOTYPE & TEST
SYSTEM MAP A way of representing complex ecosystem, when many microsystem are interdependent. System Map focuses on the “big picture� to provide an understanding of stakeholders relationship with systems, policies, technology and target.
246 PROTOTYPE & TEST
CONCEPTUAL MODEL An exploration of the multiple possibilities a design could be. Functional and aesthetical preference, model of interaction. It is mainly the same design but seen from different angles in such a way that stakeholders can make an informed decisions.
248 PROTOTYPE & TEST
MOCKUP Initially, Mock Ups can be of very low quality. But as the designers understand better the volumes and functional aspects of the product, the mockup can be of higher quality. A Mock Up is used to demonstrate what a product or space will be after industrialization.
250 PROTOTYPE & TEST
SERVICE IMAGE A unique picture that describes at once all the interaction possibilities with the design. The Service Image illustrates the main functions of a product, service, system or space. Graphic design helps in presenting the design in a compelling manner.
252 PROTOTYPE & TEST
EXPERIENCE PROTOTYPE The Experience Prototype aims in materializing a series of touchpoints with the user in such a way that we can understand what the experience will be. From the Experience Prototype, designers discover new insights they need to take for the account in the design of a Product, Service, System or Space.
254 PROTOTYPE & TEST
THE AUTHORS BASSAM ALKHARASHI
Bassam takes challenges as opportunities and stepping stones to success. He believes that his 20 years of experience in the business consulting industry, working in top public and private organizations in Saudi Arabia is instrumental in keeping innovation at the forefront of every business discipline. He is an experienced consultant and visual facilitator. He worked with local and global teams to develop various reference models such Office of BPM, Office of Strategy, Sprint methodology for process improvement, and Business Innovation methodology (www.innovationtoolbox.org). Also, he is a coauthor of “Establishing the Office of BPM”.
MICHAEL ALLEN
Michael is a passionate idea generator and innovator. He has been working in the field of improvement and innovation for over 17 years and helped some of the largest private and public sector organizations in the UK, Northern Europe. He talks and writes about the latest trends in innovation on his blog, Everything Brilliant starts with an Idea (everythingbrilliant. co.uk).“I’m fascinated by brilliant ideas and where they came from. How is it that some people seem to have loads of brilliant ideas? Or do we all have brilliant ideas, but most of us simply can’t describe them and get other people excited about them? Michael hopes to inspire people to share their ideas by doing exactly what – he publishes all his ideas online. “Our instinct is to keep our ideas to ourselves and not to share them. I take the opposite view – you can have any of my ideas for as long as you promise to do something with them because without execution, ideas are worthless.”
@bkharashi
bassamalkharashi
@BrillianttIdeas
michael-allen-b03360
259
PATRICK ROUPIN
Patrick advocates innovation for business, government and nonprofit organizations across Europe and Asia. His area of expertise includes organizational transformation, entrepreneurship, creativity and facilitation. Patrick was awarded with the prize Victor Papanek, design for the real world. He is deeply human-centered in approach and ground rooted to business realities. He believes in the power of engagement to get the best from team work and facilitation. Believes in alternative thinking to open sky for business growth and social progress. Expertise in creating stories and scenarios to ease the risk and client’s feasibility. Enable leaders’ achievements with organizational behavior and systemic thinking. He loves to dismantle paradigms and create opportunities for new perspectives to grow. He talks and writes about creative leadership at www.kovent.com. @patrickroupin
patrickroupin
MICHAEL WILKINSON
Michael Wilkinson is a Certified Master Facilitator™ and the founder and Managing Director of Leadership Strategies, Inc. His unique talent, skills and passion for facilitation form are the core of the company’s mission and are the reasons for which he is a much sought after as a facilitator, trainer and speaker. Michael is the author of the best-seller book: The Secrets of Facilitation, The Secrets to Masterful Meetings, The Executive Guide to Facilitating Strategy, CLICK: The Virtual Meetings Book, and Buying Styles. Michael is one of the nation’s leaders in the facilitation industry. He is a board member of the International Institute for Facilitation and founder of The Facilitator Database. He has been awarded both the Certified Professional Facilitator™ and the Certified Master Facilitator™ designations for experience and demonstrated expertise in facilitation. In 2016 he was named to the International Facilitation Hall of Fame by the International Association of Facilitators. @LeadStrat
MichaelWilkinson
THE DESIGNERS
EDITOR-IN-CHIEF CELERINA ARAZA BEGUAS
Celerina is a Managing Director of ES Assisting. She has over 15 years of experience in the fields of Business Administration, Project Management, Creative Designs, Publishing and Digital Marketing. She worked with various clients in public and private organization in the USA, Canada, Australia, Europe, Saudi Arabia and South East Asia. She leverages her experiences across a wide range of industry sectors to help companies, by bringing a range of multi-disciplinary solutions to every problem. She embraces strategic thinking and business innovation to deliver on client’s objective.
@cabeguas
celerinabeguas
KOSTIANTYN AKSONOV
Kostiantyn is a Freelance Graphic Designer from Ukraine who believes that great design can make the world a better place. His main specialisation is print design. He can make any type of printing production for sturtups, small and middle business. See Kostiantyn`s Behance portfolio through the following link www.behance.net/aksyan
@kosaksonov
kostiantyn-aksonov
261
JUNO ABREU
Juno Abreu is a freelance illustrator based in the Philippines and currently studying Architecture. He also draws for children’s books under Vibal Publishing House and Independent Writers. Juno has had his artworks and comics published in FHM and by Summit Media. You may visit his artworks at junoabreu.carbonmade.com
@june_abreu
Juno Abreu
HARRIS IAN UGABAN
Harris is a Senior Graphic Designer at ES Assisting. With more than 5 years helping a variety of industries, including but not limited to: Educational Institution, Consulting Firm, Digital Advertising Agencies, Publications, Real Estate with the design of their marketing materials for print and web. His passion as a distinctive visual artist is his key strength. He is an innovative and driven individual who sees design as a hobby as well as a job.
@heyheyHarris
hicugaban
INDEX #
12 Bricks Exercise 22 Toolcards 3 Innovation Horizons
A-E # 22
211 82
C
Culture Change
Call to Action
96
Challenge
55
Challenge Abstraction
66
3d Printing – Direct
179
Challenge Example
55
3d Printing – Indirect
179
Challenge Process
54
4 Basic of Good Writing
103
Challenge Profile
55
4 Ideation Techniques
107
Challenge Setting Interview
92
4 Types of Prototype
191
Checkpoint and Ask for Feedback
83
Choosing Which Ideation Tool to Use
A
A clear view of picture of the key steps in the innovation process
A 31
Activity: challenge checklist writing
77
Allow yourself to be inspired
20
Analysing the challenge profile
106
Architect Level
30
Architecture
31
B
Be Inquisive Blind Test
B
20
181
Blue Sky Thinking
14
Building Your Innovation Strategy
33
Business process innovation
25
109
Co-Creation
36
Color Code
152
Complex Ecosystem Design
D
Data Innovation
25
Define Innovation Strategy
33
Defining the Objectives of Innovation Facilitation 50 Deriving Benefits From Engagement
16
Describe the 3 Innovation Horizons in Order to Seek Clarification on Their Priorities
92
Design Innovation Architecture
27
Develop Innovation Leaders
36
Drawing
47
24
Conceptual Model
248
Constraint
118
E
Constructing Challenges
94
Constructing Your Idea
102
Execute Innovation
Construction Iteration
244
Experience Prototype
Contribution to Challenge Resolution
164
Explain the Process to Get Started
Converge
161
Eye Tracking Test Room
Converge Process
162
Creating Challenges From These Insights
91
Creating Engagement
28
Creative Attitude
104
25
Example Solution Design
D 170 39 254 86 181
F
E
Facilitator Guide
31
Facilitator
26
Creativity
21
Facilitator Guide for Innovation
31
Creativity & Innovation
21
Factors Map – Grouping
72
Creativity Booster
20
Factors Map – Labeling
73
INDEX
F-H
Factors Map – Linking
71
Factors Map – Listing
70
From Ideas to Solutions
160
Functional Prototype
181
G
G
Gain Assessment
184
Gain/Pain Matrix
186
Getting Started Getting Started With Ideation
12 108
Getting Started With Innovation Challenges
78
Go Where Ideas Thrive
20
Go Where Smart People Go
20
Goal Assessment
182
Goal Assessment Tool
183
H
Hardware Prototype
H
178
Horizon & Want
59
Horizon 1
60
Horizon 2
60
Horizon 3
60
How to Use This Guide
50
I
Idea Assessment Canvas
IG H
165
Idea Bridge
112
Idea Bridge Model
114
Idea Categorization
165
Idea Elimination
168
Idea Hacks
138
Idea Hacks Model Idea Selection
43 170
Ideas
20
Ideate
99
Ideate Process
100
Ideation Environment
105
Ideation Ground Rules For the Facilitator
111
Ideation Techniques
43
Identifying Challenges
64
Identifying Needs
89
Imagination
14
Impact/Feasibility Assessment
168
Influencing Factors
68
Information Visualization Community Development
25
Initiation to Business Innovation
10
Innovation
14
Innovation Architecture
27
Innovation Challenges
54
Innovation Conceptual Model
206
Innovation Construction Iteration
244
Innovation Culture
36
Innovation Diagnosis Canvas
62
Innovation Excellence
18
Innovation Experience Prototype
200
Innovation Horizon
15
Innovation Horizons (Graph)
60
Innovation Level
38
Innovation Maturity
19
Innovation Maturity Model Innovation Mock Up
19 208
Innovation Office
36
Innovation Outlook
15
Innovation Process
30
Innovation Service Image
204
Innovation Story Board
188
Innovation Sub-Process
39
Innovation System Map
198
Innovation Trends
24
Inspiring Model
58
Intelligent Sticky Notes
169
Interview Questionnaire
76
Interview Records
41
Interview Screener
75
Introduction Invention
9 14
INDEX K
Knowledge and Experience Illustration
L
Land of Innovation
M
Maintain Your Creativity Book
I-S K
42
L
12
M
21
Managing Innovation
32
Marketing Technology
18
Mock-Up
O
One Way Mirror Test Lab
189
O
181
Our Capabilities
63
Our Clients
63
Our Culture
63
Our Organization
63
Our Partners and Community
63
Our Position in Our Marketplace
63
Out-in Innovation
25
Outcomes of Each Phases
39
P
P
S
S
Pain Assessment
236
Select the Right Prototype/Test tool
188
Pain/Gain Assessment
236
Service Image
204
Photo/Video
47
Services
26
Posters
233
Setting the Scene
86
Preparing Idea Hacks Workshop
140
Setting Up Workshop With Multiple Member
84
Preparing the Idea Bridge Workshop
116
Social Innovation
24
Preparing the Reverse Innovation Workshop
146
Software 2d/3d
47
Preparing the Subtraction Workshop
130
Solution Assessment
172
Process Assessment
187
Solution Design
170
Prototype & Test
175
Some Samples of Good Challenges
81
Sponsor
59
Prototype & Test Process
46
Prototype Decision Matrix
192
Stakeholder Group - Representative
74
Prototyping Matrix
193
Stakeholder Group – Labeling
74
Prototyping Tools
47
Stakeholder Group – Linking
74
Prototyping/Testing Matrix
47
Stakeholder Group – Listing
74
Stakeholder Map
R
Radical Innovation Reasons to Innovate
182
R
Stakeholder’s Interview
76
Stakeholders Expectations
32
24
Stakeholders Voice Can Help You To…
32
16
Start & Stop Date
58
Reduce Anxiety
104
Storyboard
194
Reverse Innovation
107
Strategic Goal
182
Reverse Innovation Model
107
Strategic Innovation Canvas
33
Strategic Innovation Canvas (example)
33
Subtract
43
Subtract Model
43
Reward and Recognition
59
INDEX
S-W
Subtraction
43
System Map
198
T
T
Terms and Definition
51
Target Audience Test and Prototype
59
175
The Benefits from Transformation and Innovation 17 The Benefits Gained from Engaging People
17
The Business Case for Innovation
19
The Drawing Challenge The Facilitator Role
104 26
The Idea Assessment Canvas
164
The Idea Bridge Consist of Five Key Parts
115
The Ideation Tools
109
The Innovation Process
30
The Innovation Process and Where This Guide Fits 31 Timeline Tool Cards Tools
U
15 211 27
U
Understanding the Barriers
110
Utilizing Influencing Factors
74
W
What is a Prototype? What is Innovation Challenge?
W
46 55
What is Innovation?
14
What is Prototyping?
177
What is Testing?
180
What Makes a Successful Challenge?
55
When to Use This Tool?
84
Where To Start?
40
Who are Your Stakeholders
32
Why Challenge?
55
Why Should I Read This Book?
11
Wrapping Up
90