WASTEONOMY IDEATION WORKSHOP What's the goal of the workshop? The goal of the workshop is to help move the company towards a sustainable direction by having people from different departments work together and look at the company through the same lens.
Who’s Invited? Anyone from the company who has a capacity for decision making. It can also trickle down to multi-disciplinary teams within the company when a direction is department specific. Cohort for the workshop? 5 - 6 people
Who needs to be there? Executives within the company, as they need to see the power of ideas from the making phase
Who will add unexpected value? Strategy Marketing & Branding Customer Success Anyone who believes in the company vision Specialists / experienced in sustainability
How to cultivate a productive dynamic? Don’t shy away from promoting conflict. You want to create an environment for ideation where people feel comfortable proposing ideas without bias, and aren’t afraid to look a little silly and feel listened to.
Choose a Gathering Place Remember that your goal with the ideation workshop is to create a shift and change in the way people think things. So, taking them out of their environment during idea generation exercises can be a big help. When choosing a venue, keep the following ideas in mind: Comfort is key, so look for a big space with comfortable seating. Don’t choose a place where you will be limited by unexpected time constraints, inclement weather or other interruptions. You can also experiment with spaces outside of the office premises such as the Children’s museum, taking the people for a team event and then following that by a workshop sessions. Experimentation is key to success! Keep in mind the importance of ideas generated, which mean you cannot be sitting in a public spot discussing critical business directions.
Pick Up Some Food and Beverages Make sure people have snacks, lunch or dinner and enough water, coffee and other beverages to keep them satiated throughout the day. People need to have energy and fuel to make sure their brains are functioning at their best. It’s best to take food and snack breaks to keep energy levels up. ______________________________________________________________
Workshop Schedule Warm-Up / Ice-breaker It is import to begin the workshop with a warm-up activity. Countless studies have found that the most creative moments happen when the mind is at rest and relaxed. You should choose team building ice-breakers as that is a good way to transition into the workshop activities.
Objectives Everyone knows that they are there to come up with ideas, but it’s important to make them understand the directions of the activity and articulate it clearly. At the same time, make them comfortable with ambiguity. Sometimes when we’re thinking about problems, we get the challenge all wrong. For instance, if the problem is that you need to install a bookshelf on your wall, the objective isn’t to get a ¼-inch drill, it’s to have ¼-inch drill holes in your wall so you can install the shelf. Try talking them through areas if needed and help open their horizons. Also, always mention an estimate time for the workshop. We are taking time from executives at the company and are answerable to time specifications.
Clarifying end deliverables The workshop should lead to anything between 50 - 100 ideas. The ideas don't need to be completely thought through or actionable but need a systemic approach. The motive is to make them look at ideas not in isolation but how it affects the company as a whole. Beware: The workshop should have a clear focus, you can always hold more for other topics. Wandering in different directions and trying to find focus is what eats up the most time in many ideation workshops and reduces the number of ideas you come up with.
Split Into Teams In case if you are holding a session with more than 5 people, split the number of people into smaller groups keeping it a random pick. (or assorting the work profiles they have) A more intimate setting facilitates easier conversation and engages naturally quieter people because they won’t have to talk over others.
Let the Idea Generation Begin! Now that your team is all warmed up, objectives are clearly defined and you’ve organized yourselves into smaller groups, it’s time to launch into actual idea generation.
How the workshop will play through? Over here I will be mentioning the steps needed to follow through and time allocation for each activity. Activities are attached pdf documents that will be required during the workshop. The activity numbers are mentioned on the upper left corner of the sheet.
Duration: 3 - 4 hours
0. Preparation You will need to print out the activity sheets that are part of the digital toolkit and here are the specifications. Activity 1 Paper size - A4 / Letter Number of copies - As many as participants and keep a few extra just in case Activity 2 Paper size - A4 / Letter Number of copies - As many as participants and keep a few extra just in case Activity 3 Paper size - A4 / Letter Number of copies - As many as participants and keep a few extra just in case Activity 4 Paper size - A3 Number of copies - 1, should be pinned in the room so that everyone can keep looking at it to know their direction. Activity 5 Paper size - A3 Number of copies - 1, should be pinned on a wall or placed at the table so everyone can always see the directions and informations on it.
Activity 6 Paper size - A3 Number of copies - Print these out, cut it along the black lines and give each participant a deck with five copies of each to start with. In case you’re running short of the cards just ask the participants to use post it notes. Activity 7 Paper size - A4 / Letter Number of copies - Equal to number of participants Activity X Paper size - A4 Number of copies - Print these out in bulk, Give approximately 10 - 15 sheets of this to everyone. If running short, just have the participants use blank paper instead. Other things needed : Sharpies / Pens Post it notes, slightly bigger in size so that there’s room enough to write Sticking material (Cello tape / scotch tape) Paper pins
1. Getting people in the zone This sections is about getting the participants in the room think openly and build out a space for open discussion. In order to do that the first three activities have questions that will help them think freely and be more receptive to newer directions / ideas. You need to hand over the sheets mentioned below, one at a time after letting them fill in the information. Activity 1 - Deconstruct your company Time: 15 minutes Objective: This activity helps people think about the core components of the business. The departments / tasks / processes needed and whats the value proposition for the company.
It could also lead to understanding where do they see their company placed in today’s ecosystem
1
DECONSTRUCT YOUR COMPANY
Think about the components that make your company what it is. How do you see your company as a system? Do you have any constrainsts? You can write / draw / doodle... whichever is convenient
Activity 2 - Forecasting Time: 15 - 20 minutes Objective: Help participants be aware of the current trends. It will make them think of what competitors are doing differently. It will open them up to thinking in the future areas and where ideas can be projected
2
FORECASTING
Think freely about the market trends in and around your business. Imagine the ecosystem your company is a part of, and answer the following questions
LIST DOWN THE CURRENT TRENDS.
HOW DO THEY AFFECT YOUR BUSINESS?
WHICH ONES WOULD YOU WANT TO INCORPORATE?
Activity 3 - Envisioning company Time: 15 - 20 mins Objective: This flows from the forecasting activity and makes people visualise what they would want their company to look like in the near future. It helps give them a directed vision so that when they are continuing the activities, they are keeping themselves open to ideas and directions
3
HOW DO YOU ENVISION YOUR COMPANY?
What are your desires? What are your aspirations? How do you see your company a few years from now and what’s your end goal?
2 - 5 minutes break 2. Pre-preparation - during break Activity 4 - Define your visions This will be a predefined idea which was the first place the workshop is being held. It is the north start or the guiding orientation for the workshop and will give definition to the ideas and directions chosen further. This is selected after speaking to heads within the company and learning what they want the company to be doing as a whole. It can range across a wide variety Moving to zero waste Reduction in carbon footprints Localization of resources This will be placed on a board once the participants have left for a break, so that they come back to this pinned.
Activity 5 - Pick a direction This sheet is again pinned on the board while the participants are out for a break. This sheet will help the participants choose from the directions.
5 4 SERVICE DEFINEPRODUCT YOUR VISION
PICK A DIRECTION
OPERATION
(internal process oriented)
(product offered to users)
(service offered to users)
PARTNERSHIP
(business connections)
NEW OPERATION
NEW PRODUCT
NEW SERVICE
NEW NEW PARTNERSHIP PARTNERSHIP
IMPROVING OPERATION
IMPROVING PRODUCT
IMPROVING SERVICE
IMPROVING PARTNERSHIP
DISCARDING OPERATION
DISCARDING PRODUCT
DISCARDING SERVICE
DISCARDING PARTNERSHIP
NEW
(building a new one direction)
Your idea falls under which direction category?
(working on an existing direction)
Write down the primary vision you want your company to move towards. This becomes the defining principle of the workshop.
DISCARDING
(removing an existing direction)
IMPROVING
Pick the direction card for the same and start ideating
Activity 6 - Direction cards Place a deck for each individual along with post it notes and pens
6
DIRECTION CARDS Title:
Print these out in bulk, cut them and give every person a deck with 5 copies of each. They will use it after the vision has been defined and when ideation begins.
Title:
NEW OPERATION
Title:
NEW PRODUCT
Title:
NEW NEW PARTNERSHIP PARTNERSHIP
NEW SERVICE
Description:
Description:
Description:
Description:
Title:
Title:
Title:
Title:
IMPROVING OPERATION Description:
IMPROVING PRODUCT Description:
Title:
Title:
Description:
IMPROVING PARTNERSHIP Description:
Title:
DISCARDING PRODUCT
DISCARDING OPERATION Description:
IMPROVING SERVICE Description:
Title:
DISCARDING PARTNERSHIP
DISCARDING SERVICE Description:
Description:
3. Direction / Idea generation Now that the participants have all the resources, walk them through the steps.
3.1. Define visions The vision is the primary goal of the workshop and its important that they all keep that in mind. You might need to reenforce it in a subtle way because we don't want them losing track. Duration: 40 - 60 minutes
Activity: Keeping the vision in mind they need to start thinking of different ideas within the options given on the direction board. The ideas need to be penned down on the direction cards for the relevant direction with a title (naming the direction) and a brief description of what is can be. These ideas can be super broad or super specific but are a little more on the actionable side. If the participants want, they can chain the ideas as one idea could lead to another direction.
For example, if you're trying to build a new product line with reusable material, you might need to change your partnerships and add a new partnership with vendors who will provide you with reusable material.
If getting stuck - Role play as your competitor. Role playing as companies that could potentially disrupt your industry is a great technique to think out of the box. “For example, if you’re in the insurance business, role play as Amazon or Wal-Mart. What would happen if they came in and took over?”
3.2. Thinking about the system Duration: 20 - 30 minutes
Activity 7 : Tasks needed to achieve the direction Each participant has one of these sheets. They need to pick up ideas they have generated and for each idea start listing down which departments / tasks / processes within the existing business structure are being affected. This exercise helps them think about the ideas objectively and as part of the system as opposed to in isolation. Here is where the multi-disciplinary teams make a difference because each individual will have a slightly different focus area about his/her ideas.
7
TASKS NEEDED TO ACHIEVE THE DIRECTION
What all is needed for the direction to be a success? What new processes are needed? How does it affect the existing business structure? (think systems, people, resources, connections, infrastructure). You can take more paper
20 minutes Break 4. Pre-preparation during break During this time, couple together the ideas and relates tasks that have been listed down by the participants. Ask them to leave by coupling together the pages so that you don't end up mixing any information. Lay these ideas out after having pinned the idea and its related tasks together. Start grouping ideas and put together titled for the groups. But remember to keep it flexible. Don't print it, instead just write with a white board marker if possible or just a pen on paper.
Receive them by placing funny notes on their seats so as to ease the air and freshen them up!
5. Grouping and evaluating Activity: Idea grouping Time: 10-15 mins Objective: You have already started grouping the ideas, in case there are some left ask the participants to help you group the remaining ideas
Activity X: Explaining ideas and evaluating Time: 15 mins Give everyone a reference sheet with the evaluations Objective: Each idea needs to be called out and for each idea, everyone will write the title and list down values based on the scale provided. After filling in the numbers they will write the total value generated.
These values will help calculate the importance of ideas presented in the room and will define the ones they would want to take forward. This is similar to a voting exercise but more specific in terms of parameters needed to calculate the efficiency and feasibility of idea.
X
IDEA SCREENER
Title:
PRIORITY How important / urgent do you think the direction is? 1
2
3
4
LEAST
5 MOST
FINANCIAL IMPACT How heavy is the investment? 1
2
3
4
LOW
5 HIGH
BRAND VALUE How is it affecting the brand image in the consumer’s perspective? 1
2
3
4
NEGATIVELY
5 POSITIVELY
BRAND VALUE How is it affecting the brand image in within the industry? 1
2
3
4
NEGATIVELY
5 POSITIVELY
INTELLECTUAL BREADTH How challenging is it to communicate the direction with people within the company? 1
2
EASY
3
4
5 TOUGH
6. Wrapping up the workshop Once you’re down to some interesting ideas that have come out of your workshop,
you are ready to close the session. But don’t let everyone go without taking a few final, crucial steps: Discuss the experience: this will help them think through what they experienced and will also help refine the workshop experience. Define follow-up session: It is important to allocate the job of defining the ideas further and planning out how they can be put into action.
______________________________________________________________
Challenges of Ideation Workshops Nebulous Ideas One big problem with ideation workshops is coming up with great ideas that aren’t clearly defined. Most ideas are never brought to life successfully because ideas aren’t explicit enough.
Lack of Participation If participants are not used to group activities or workshops, it can be hard to get them to switch gears and get into the activities required at ideation sessions. Which is why an excellent facilitator will be able to maximize engagement.
Old Patterns One of the biggest problem with ideation is the tendency to stick to old patterns of thinking. It’s really hard to break down assumptions and look at a problem or opportunity with a new perspective – but a well-run ideation workshop can help do exactly that.
Personality Clashes Not all teams are magically hardwired to think well together or get along in situations that require teamwork. You might have team members that work well independently on different stages or steps of a project but go to blows when forced to be in the same room with each other. Great ideation workshops should focus on bringing together personalities that complement each other – that could mean breaking down into smaller group sessions.