A storybook by SeriouslyCreative
 to help you shift business as usual thinking to design driven, entrepreneurially fueled, innovation producing thinking and doing.
Agenda
1 2
Know People & Process
Investigate
3
Design Ideas
4
Experiment and Activate
just isn’t enough In an very complex world where the pace of change is set to light speed, competition is global, technological shifts make today’s competitive advantage obsolete in an instant and where one person can challenge the dominance of a whole industry, you bet business as usual is not enough. Today’s business can no longer sit back and wait for gradual evolution of the marketplace. They can simply try and extract more efficiency from their current business model. The age of incremental change is over. It is the age of innovation where any organization that wants to thrive (or even just survive) must be willing to take the leap into the murky waters of innovation, create new value through creativity and imagination and create industry disrupting revolution. We call these organization Innovation by Design Enterprises and the people who run them Idea Engineers. We want you to be one too.
The future is now and creativity is the key As part of their annual Global CEO Survey IBM (yeah, the super smart people) defined the “Enterprise of the Future� as one that would need to be hungry for change, willing to innovate beyond customer imagination and disruptive by nature amongst other things. Having talked with over 1,400 global leaders they found that the greatest challenge organizations are facing is the increased complexity of business. Ask what leadership competency they felt they needed most over the next five years to capitalize on this complexity and they overwhelmingly said
CREATIVITY.
Re-engineering Business for Innovation Businesses need to rethink their love affair with behaviors that cherish the status quo, that efficiency is the only producer of profit and thinking that all things can be rationalized and quantified. We need to re-engineer business to start using the value creating and imagination driven right side of the brain to balance the value finding left side. Think of it as adding a little bit of designer DNA to that of the MBA. Why designer? Because designers have a mindset geared for creating new value and for understanding the complexities inherent to creating anything for consumer. They balance the sometimes myopic perspective of business as usual with an ability to better understand human and complex problems and a process that iterates forward ideas that connect with people on levels that can not be captured on a spreadsheet. They are natural experimenters who are comfortable with the fuzzy front end of innovation. And the way they think is something business needs to add to the table.
The discipline of business + the power of imagination.
All of us are smarter than any of us and you just can’t do it alone.
Then
single function solutions
It used to be that to solve a problem we could simply pull together an expert or two, give them some time, maybe some coffee and by applying their deep knowledge of what had been done before and accomplished by others - they could arrive at the appropriate solution. Yes, challenges were complex but they were isolated to specific functions. Marketing challenges were delt with by marketers. Finance by CPAs. etc, etc, etc. Those days are over. Today’s challenge are more often more complex, more fast moving and need new solutions rather than old applications. And it means that the sole expert can’t bring you the answer - at least not by themselves. This is the new world of multidisciplinary teams with diverse thinking styles that work together much like a movie production crew experts and technicians from various and diverse areas come together for a period of time to create something new. Less department focus, less bureaucratic walls, more great work done. This is a good thing. The flip side means that in our complex and light-speed world of business we can create the solutions by sourcing the ideas from a cross section of people in our organization. Read on and we’ll explain.
Now
solutions created by multidisciplinary teams
Great people DON’T think alike “I use not only all the brains I have but all that I can borrow.” Woodrow Wilson US President & one great team leader
Dr. Ned Hermann, author of The Whole Brain and formerly the head of talent development at GE, discovered that the concept of right and left brain thinkers was just a bit too simple. In fact, the brain has four functions - investigative, creative, evaluative and planning. We all have the ability to do any one of these functions but we each have favorites - skills that come more naturally than others. This means that if you are an investigative dominant mind you value data and sequence more than someone who, say, is a creative dominated person who values big picture and strategic intent more. The down side of this is that when we put people with different thinking styles in a meeting they tend to struggle to make the rest of the group “see it their way” or focus on what they think is important. Fear not. There is a silver lining. These different perspectives can lead collaborative teams to create much more holistic ideas that produce better business results. The secret to taking advantage of this diversity is to make sure your planning, strategic, ideation meetings have a diversity of thinking styles included and that everyone is aware of the thinking styles and the need to assure that each styles is given it’s opportunity to shine. This is called WHOLE BRAIN THINKING.
investigators ask “but why...”
evaluators
ask “which one...” SeriouslyCreative
I
D
designers
E
A
evaluators
ask “what if...”
ask “who, how & by when...” Whole Brain Teams
Conflicting needs Take a look at the conflicting needs of the different thinking styles. Can you see how what one values and wants drives the other absolutely crazy in a meeting. Imagine what an Experimenter/Evaluator thinks when a Designer starts throwing around wild and seemingly unrealistic ideas. Or how a Designer chafes at an Investigator slowing them up from designing ideas by constantly asking “but, why....�
Investigators
Designers
Evaluators
Activators
working solo clarifying issues being challenged analyzing data putting things together making things work technical aspects using numbers/stats analyzing/diagnosing explaining things formal presentation
taking risk having variety creating metaphors seeing big picture dealing with future bringing about change developing new things conceptual framework experimentation time for exploration loose agenda comfortable ambiguity
ordered environment being in control developing structure planning things out evaluation of inputs deadline achievement administration structured tasks attention to detail follow up logistics
organizing teamwork participatory activities communication clarity group interaction working with people hands-on design coaching planning collaboration being part of team expressing ideas listening/talking
Aligning your thinkers based on their skills A team aware of their thinking preferences and given an approach to assure that all these talents are used in a coordinated approach can do great things. Innovation and creative problem solving has a proven trajectory that assures each thinking style is harnessed and that you move from stage to stage building towards a real world solution.
Then use them in powerful ways. Having Whole Brain teams is a great start towards more innovation. But it is half the secret. The other half is pulling together project teams with diversity of experiences, different roles in the organization and different specialties.
If I have an idea and E R share it with youEthere a H good change you will W O N have a great idea too.
Departments and divisions kill creative thought We have departments to assure we have the right specialties together and to assure accountability and focus. But this tried and true (or is it untrue?) business organization practice is getting in the way of our ability to create and champion great new ideas and game changing solutions. Today’s business complexities demand a more holistic and collaborative approach. So, what are we to do? Create “T-shaped” teams. (T-shaped what?). Stanford university refers to T shaped teams to describe multidisciplinary teams that have people with very deep expertise (think the shaft of a “T”) matched with people with broad knowledge that can connect these areas of expertise (think the top of the “T”). This means that whenever you have a challenge - problem or opportunity - that needs some new thinking, new ideas, a differentiated solution - pull together a team from across the organization to lead and contribute thinking to your challenge. This means enticing people who may not be accountable to the end results of the challenge to join in and dedicate time to building a new solution. A marketing challenge (for example) might benefit greatly from the perspective of a non-expert in accounting. Think not? We have seen it happen. The more complex the challenge with more effect on the overall organization the greater the need for these multidisciplinary team. Now, we know that getting someone from another department or division to join your innovation team might be, let’s say, “difficult.” But don’t be deterred. Look on your own team for diverse thinkers who bring unique experience along with a broad reach to your challenge. You will be pleased by the results (and other departments will be jealous!)
�
The definition of madness is to keep doing the same things and expect different results. — Albert Einstein
design thinking
Design Thinking A iterative, human centric approach to solving complex problems that delivers innovation. How Apple, Virgin, P&G stay ahead of the pack. (when the prescribed answers no longer work)
WHY USE DT? smoother working integrated approach collaboration dialogue throughout
the design iceberg What you see graphic, interior, product
How designers think investigating problems developing ideas testing and trying launching solutions
emotional innovation
key ingredients
Should we do this?
VIABILITY (business)
Do they want this? process innovation
DESIRABILITY (human values)
Can we do this?
FEASABILITY (technology)
SWEET SPOT
needs and drivers lead to bolder ideas and solutions
Meaningful, value adding, differentiated & defendable opportunity functional innovation
empathy
get in your customer’s shoes
observation interaction 360 research direct immersion
GET AS FRUSTRATED AS THEM
human centric
from
making people want things
to
making things people want
Logic, Imaginative, How analysis, adaptable, designers procedural creative think (business normal) (business as unusual)
divergent & convergent
then… Create Choices
Make Choices
Our Approach
IDEAengineering™ 4 phases. 8 focuses. Dozens of tools. The process of disciplined imagination.
Investigate what is… Understanding needs, customer perspective. Bring the outside in.
Design what if… Apply creativity, brainstorm ideas, identify opportunities.
Experiment what wows… Prototype to learn, test with customers, evaluate solutions.
Activate what works… Create action plans, measure results, accelerate action.
IDEA Engineering™ allows for innovation to be managed, directed and produced when needed. It is not a linear process like so much of what business are used to; but it does have rules, direction and best practices that make it practical and repeatable. It harnesses the inherent tensions that ignite innovation balancing iteration with direction, divergence and convergence, abstract and concrete, learning and creating, analysis and creativity. This tension is what makes innovation fuzzy and sometimes intimidating but also what makes it a powerful agent of change. Our framework is a theoretical understanding but a tested approach that builds upon the shoulders of great thinkers in how imagination is applied. We have learned from the best of foundation processes in innovation like OsbornParnes CPS, PDCA, AcceleratedInnovation,ThinkX and Design Thinking to produce a framework that is memorable, practical and proven in the field.
IDEAengineering 4 Disciplines. 6 focuses. The process of disciplined imagination through collaboration.
Design Ideas
Test with People
Accelerate Action
3 5
1
2 4
Understand the Problem
Reframe the Challenge
Prototype to Learn
6
DESIGN mindsets
Iterate Throughout Process
Suspend Judgement
Show & Tell Stories
Prototype to Learn
Bias Towards Action
Be Radically Collaborative
Be Human Centric
Let’s dive in!
What is the difference between redesigning an
Experience or a Service?
SERVICE advice or assistance a business gives its customers (during)
EXPERIENCE the total journey of a customer’s interactions with a brand (before + during + after)
14
“If you always think, like you always thought…you’ll always get what you always got.” 15
welcome to
engineering
Date:
Your Name:
The method to the madness.
we’re going to be here a while If I only had one hour to solve a problem I would spend 55 minutes understanding it first. Once understood the solution would easily be created in the last 5 minutes.
Investigate (understand the problem)
understand with empathy journey mapping deep dive interviews observations direct immersion
Underst
Answer
1
these qu
Explain
and the
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the Prob lem or C
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Where a nd
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t?
1.what is this really about? 2.how does you think/feel about this? 3.what matters most to you? 4.what do you see (objects, transactions, interactions)? 5.what don’t you see, but wish to see? 6.what do you say or do when it comes to this? (behaviors, attitudes, activities) 7.what would you like to happen instead? 8.what do you hear people saying or telling you? (messages, conversations, emails) 9.what don’t you hear, but wish you would?
insights
things we learn, discover or understand better as we go
unpack
term used for action of discussing all outcomes or discoveries made during an investigation or research.
Understand the Problem Answer these questions to help everyone understand this issue better.
1
Explain the Problem or Challenge In plain words, what is the problem or challenge we must address? Explain it so anyone else can understand it.
most important things to know when it comes to this 1. 2. 3.
2
That time that‌.. Give examples of when this issue comes up? Where and when is it happening that showcased the problem at its best or worst?
find stories
Do you have a story???
Understand the Problem Answer these questions to help everyone understand this issue better.
1
Explain the Problem or Challenge In plain words, what is the problem or challenge we must address? Explain it so anyone else can understand it.
most important things to know when it comes to this 1. 2. 3.
2
That time that‌.. Give examples of when this issue comes up? Where and when is it happening that showcased the problem at its best or worst?
story
story
story
story
pitch your story 15 seconds ✓after everyone pitches, select one. ✓bring theme and story to next level
story
story
story
story
most important things to know when it comes to this 1. 2. 3.
Investigate (understand the problem)
empathy map journey mapping
deep dive interviews observations direct immersion
WHO
What do you know about this person(s) Entice
THAT TIME THAT… Enter
Engage
What did they say? Cap ture quotes, moments
, important themes and yo eg: “They told me I was in ur own thoughts. wrong department and to call different number.” REMEMBER TO CAPTUR E THE FULL EXPERIEN CE YOU MUST INCLUD E: BEFORE - DURING Exit
Name, Age, Family, Work, Likes, Hangs Out, Lives, Drives
Avoid yes and no an er s. Get people to tell you Tips to get deeper infsw stories. ormation: Tell me mor e, Explain that better, Wha t do you mean by that?
Debrief after you have the story… • What did you like mos t, dislike most about your experience? • In a word/number how would you describe your experience? • Alternative A. If you w ere going to compare this experience to a brand or • Alternative B. Rate yo object (analogies: cars or ur experience between 1food) which would it be an 10 (10 mind-blowing)… • Given what you now d WHY? and WHY? know, what would you re commend or do different next time.
This is an IDEAengineering(TM(
worksheet created by Se
riouslyCreative to suppor
t genius
- AFTER Extend
Digging for deeper insights through interviews Roles: 1.Interviewer 2.Story-teller 3.Recorders
key moments of story 1
3
2
4
5
6
7
9
8
10
Investigate (understand the problem)
empathy map deep dive interviews
journey mapping observations direct immersion
Journey Map
Map out your experience. Think of different moments, events or interactions. Place events high on the table if they are positive, or low under the central line if they were “not so great�. Make sure that you see the difference between events and that you recognize how good or bad they felt according to where they were placed.
Before
During
After
+
8
2
4
5
3
7
1
6 -
Wish Statement:
turning pits I wish ____________________________________ into peaks (What is frustrating or disappointing this person and needs to be changed?) - PAIN
so that ______________________________? (What does this person seek to satisfy?) - GAIN
This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.
engineering
Investigate (reframe the challenge) personas
wish statement business challenge questions
Picking a Theme
what is going on with new students? ✓INFLUENCE ✓IMPORTANT/ IMPACT ✓INNOVATION
I wish I did not waste so much time and paper so I could be more productive at work.
INVESTIGATE •understand the problem •service vs. experiences •dive deep with interviews •power of stories and moments •finding themes •symptoms vs. problems •reframe the challenge / wish statement •synthesize POV in a persona
idea engineering agenda
1
Know People & Process
2
Understanding the Problem
3
Brainstorm for New Ideas
The method to the madness.
Design Ideas
scamper leapfrog cue words visual cues rolestorming moonshot
Yes, Yes, but… and…
BRAINSTORMING RULES “An idea is salvation by imagination.” - Frank Lloyd Wright
develop ideas a mess of possibilities
Post-it Note 101 one idea per note headline (not paragraphs) add visuals
Let’s Ideate!
scamper
simplify combine amplify eliminate
1. Leapfrog: Look at ideas of other’s and find ways to get inspiration or add on to. 2. Cue words/visuals: Find words or visuals to be inspiration and get you thinking bolder 3. Role storming: Come up with ideas as if you were someone different (Steve Jobs, Madonna, your customer etc.)
Cluster Ideas organize into similar themes A B C D
3 I’s - Converge (Prioritizing Tool) 1.It is IMPORTANT 2.We have INFLUENCE 3.With a little INNOVATION we could improve things
Dotmocracy: Use stickers to vote and make decisions on ideas.
A
B
C
D
NAPKIN PITCH
Seriously Creative *
!
Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
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Needs/Benefits that satisfy the customer
NAPKIN PITCH
Seriously Creative *
!
Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
Business Value that benefit the company
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Needs/Benefits that satisfy the customer
NAPKIN PITCH
Seriously Creative *
Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
Business Value that benefit the company
sdffkjas; df Needs/Benefits that satisfy the customer
Business Value that benefit the company
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!
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side A - summary side B - draw it
NAPKIN PITCH
Seriously Creative *
!
Seriously Creative *
!
Seriously Creative *
!
Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
Needs/Benefits that satisfy the customer
Business Value
1
that benefit the company
pitch place in order of preference
NAPKIN PITCH Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
Needs/Benefits that satisfy the customer
Business Value
2
that benefit the company
NAPKIN PITCH Idea Title & Summary give this idea a cool title and explain it in one or two sentences so we can all understand it better
Needs/Benefits that satisfy the customer
Business Value that benefit the company
3
DESIGN •no judgement (you or them) •yes and (vs. yes but…) •quantity vs. quality •build on the ideas of others •divergent tools in brainstorming •look for patterns and cluster •democratize feedback and discussions •convergent tool (influence, impact, innovation)
The method to the madness.
Experiment (prototype to learn)
wireframe/draw
3D modeling role playing
making ideas concrete
EXPERIMENT •make ideas concrete: trying things out in a physical and cheap way •fail fast, fail cheap •ideas are never ready the first time •storytelling is good for planning
The method to the madness.
Activate (test with people)
Pitch/Present your Idea Storytelling
assumption
something that you assume to be true. this is something that would need to be clarified, verified or validated before moving forward.
Activate (accelerate action)
Game Plan Sprints
ACTION A “The value
of an idea
lies in the u
Concept T
sing of it.”
itle :
1 2
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Thomas Ed
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recommended method: SCRUM recommended platform: TRELLO
term used in agile methodology for project management to refer to a time-boxed effort during which you commit to deliver some part or phase of a project. regularly 1-2 weeks, but no more than 100 days.
SCRUM method: for project management Suggested app: Trello
Fail Fast. Fail Cheap.
ACTIVATE •validate concepts •break projects or phase them out •plan in milestones (not to do’s) •plan, do, check, act •do not fall in love with ideas
“ � quotes to inspire
The best way to predict the future is to invent it. (alan kay)
The future belongs to those willing to get their hands dirty. (anonymous)
If an idea is at first not absurd, there is no hope for it.
The best way to have a good idea is to have a lot of ideas
(albert einstein)
An essential aspect of creativity is not being afraid to fail.
(linus pauling)
Innovation distinguishes between a leader and a follower. (steve jobs)
All life is an experiment. The more experiments the better. (r.w. emerson)
Ever tried. Ever failed. No matter. Try again, fail again, fail better. (samuel beckett)
Discovery consists of seeing what everyone has seen and thinking what no one has thought. (albert szent-gyorgyi)
(edwin land)
Creativity is the power to connect the seamlessly unconnected. (william plomer)
Ask questions. Questions are what expose the insights that springboard you forward to ideas. (anonymous)
�
The definition of madness is to keep doing the same things and expect different results. — Albert Einstein
Our Why We believe in the power & willingness of people to work together, think beyond and create products and services that drive sustainable growth bringing value to the world.
Tel. 787-283-6077 hello@seriouslycreative.com seriouslycreative.com