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Think place's dr nina terrey leading on the edge of innovation

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  • Welcome to do
  • Show of hands:Scale of 1-5 – 1 Not at all – 3 – some what --- 5 very satisfied
  • Show of hands:Scale of 1-5 – 1 Not at all – 3 – some what --- 5 all over it
  • Being digitally connected is here to stay. We are interconnected as individuals, as communities as organisations. Phones are platforms for exchange of words, images sounds, video; tablets devices are transforming our way of accessing information and being techn savvy. It is a more networked view of the world. And this brings with it realities which are being discovered daily – for good – people connecting and maintaining friendships and community e.g. facebook, and Challenges for organisations take the Delta flight scenario, where they provided free wi-fithat was used by a high-profile customer with 470,000 global Twitter followers, who sent 40 tweets complaining about the delays, which were re-tweeted 700 times, effectively reaching an audience equal to that of a television commercial.Source: http://worldinnovationforum.net/2011/World_Innovation_Forum_Summary_2011.pdf page 6People are making choices based on others thoughts, opinions, comments, not on the controlled messaging and communication strategies of companies. Raises challenges such as digital channels to manage, to use as collaboration platforms, and what it means for organisations and training in new social technologies, as well and OH&S.
  • The ageing population, means that we move from 5 taxpaying workers: 1 retired person, by 2020 some forecasts state 2.5 taxpaying workers : 1 retired person.This presents significant challenges to the economy, the service sector, and the lives of people in this segment.The over 55% age group is some 20% today, and is expected to grow to 30% in the next few decades.There are genuine financial and health demands which need to be acknowledged and addressed.
  • This megatrend is an important one to zoom in on for three reasons. Firstly with our consumer and
  • There are increasingly more NFPs in Australia and New Zealand and this means that there is a real, competitive environment for the donars dollar. There are two factors driving the donation patterns: flattening of the levels of donations (financial pressures by donors) and donors are focussing on fewer charities and NFPs for their charitable giving.The donation of time, and those employed in the NFP sector are balancing their altruistic desire to be involved in meaningful work, and meet their everyday needs. The employment models are modest and salaries are generally lower than other sectors (evidence?).
  • Increasing public consciousness that the work of organisations in the NFP sector are vitally important to a well connected, productive, healthy and vibrant community.There are a growing number of people attracted to work in the NFP sector: Younger people, and second career people, including those transitioning to retirement, seeking to maintain meaningful connection to their community. The trends for younger people to live at home longer has also been recently discussed in the media as driving their interest in giving to others than to subsume their own self independence.Social entrepreneurship is the practice of combining innovation, opportunity and resourcefulness to address some of our most challenging social, economic and environmental problems. Driven to address market and or government failure. A great example of this is Aravind, an organisation in India offering services to restore sight with a business model that provides over 70% of its clients for free, and its founder Dr Venkataswamy was propelled to answer the question: “How can my work make me a better human being and make a better world?”
  • Because time are turbulent, mechanistic thinking wont work, and it requires needs a different way of thinkingsomething that is responsive adaptive and fast and creative, innovative.If we take the last section and crudely plot that as “mystery” of the today and emerging future, according to Roger Martin, dean of the University of Toronto’s Rotman School of Management and the author of numerous books and articles, there are no simple formulas or algorithms that will help us simply understand and manage these uncertainties, and turbulent changes.He suggests that the core skill set we need as leaders, as decision makers, as organisations is the skill of design. Design, has the ability to reach in, in different ways to the “mystery” by applying creative, innovative and mastery to convert the mystery into heuristics – a way of knowing and understanding. (Rotman Magazine, 2004, p9)
  • And to adapt as leaders to evolve to be more design like, research has been conducted to understand that there are important shifts required. Adapting Jeanne Leidtka, Professor from the Darden Business School, part of the University of Virginia, USA Shifts from the traditional business and management approach.These shifts mean we accept uncertainty, and do not avoid dealing with complex situations, or ambiguitySeek our new experiences in understandings the challenges, moving beyond numbers and analysis to experimentation and exploration. Moving away from analyses to manage risk, to acting and doing to understand risks. And build new skills in their repertoires so that they can tackle diverse situations drawing from a range of skills, experiences and perspectives.
  • Charles Leadbeater, highly regarded expert on innovation and creativity. The co-founder of public service design agency Participle, in the UK. This model of innovation incorporating two main axis important for all leaders to considerThis model is important for two reasons:\\The appetite for change that you take as leaders, and whether you are lookingNone of these are wrong, but there is a time and place. Leaders are often reluctant to move to the right hand side because it introduces unpredictability and loss of control. In effect the power to evolve your very organisation is being shared, or extended to others.So what is your innovation mindset? And what is your innovation challenge?Are you satisfied with where your organisation is going?Are you starting up?Are you growing? Are you stagnating?Are you looking for the next horizon?Regardless of your mindset, Design thinking can help you get there. SurvivalMaintain our relevancyFulfil our ambitions and strategies
  • Charles Leadbeater, highly regarded expert on innovation and creativity. The co-founder of public service design agency Participle, in the UK. This model of innovation incorporating two main axis important for all leaders to considerThis model is important for two reasons:\\The appetite for change that you take as leaders, and whether you are lookingNone of these are wrong, but there is a time and place. Leaders are often reluctant to move to the right hand side because it introduces unpredictability and loss of control. In effect the power to evolve your very organisation is being shared, or extended to others.So what is your innovation mindset? And what is your innovation challenge?Are you satisfied with where your organisation is going?Are you starting up?Are you growing? Are you stagnating?Are you looking for the next horizon?Regardless of your mindset, Design thinking can help you get there. SurvivalMaintain our relevancyFulfil our ambitions and strategies
  • The organisation is the Telecom Foundation in the Netherlands. The context of providing services to hearing impaired people. The organisation had generated many different ideas but none had a clear business model – a clear value proposition that could be executed. The challenge in the delivery was that it had to be done through a network of business units, government, suppliers, and not for profit organisations.The leaders had a mindset of wanting to be more inclusive and engage with those people who interacted with them. They engaged a designer with a question “how to design a new service proposition with a profitable business model targeting hearing impaired people.The approach was to create insights from the very people whom they were interested in - hearing impaired people. The designer lead research activities to immerse themselves in the world of the deaf, and got to know what it was like to go to a dance, go out to a bar, to a sports tournament. These observations were synthesised and insights were derived: deaf culture is a community in its own. There is pride and a string community that they like participating in – what ever the event.
  • The organisation is the Telecom Foundation in the Netherlands. The context of providing services to hearing impaired people. The organisation had generated many different ideas but none had a clear business model – a clear value proposition that could be executed. The challenge in the delivery was that it had to be done through a network of business units, government, suppliers, and not for profit organisations.The leaders had a mindset of wanting to be more inclusive and engage with those people who interacted with them. They engaged a designer with a question “how to design a new service proposition with a profitable business model targeting hearing impaired people?”.The approach was to create insights from the very people whom they were interested in - hearing impaired people. The designer lead research activities to immerse themselves in the world of the deaf, and got to know what it was like to go to a dance, go out to a bar, to a sports tournament. These observations were synthesised and insights were derived: deaf culture is a community in its own. There is pride and a strong community that they like participating in – whatever the event. This activity was followed by a workshop which many of the key actors identified in the customer research
  • What is the experience like for your members or customers?What blocks or irritates their experience?Is a tendency to make sense to you, rather than your customers.There are tools that can help flip a service on its head e.g. pathways, scenarios, often this type of analysis is less costly. It is about improving experience. Less cost, and increase viability of your service
  • Transcript

    • 1. © 2013 ThinkPlace Leading on the edge of innovation Dr Nina Terrey Nina.Terrey@thinkplace.com.au Partner, ThinkPlace www.thinkplace.com.au Adjunct Associate Professor, Australia and New Zealand School of Government Institute of Governance www.anzsig.gov.au
    • 2. © 2013 ThinkPlace Are you satisfied with the pace and level of innovation in your organisation? © 2013 ThinkPlace
    • 3. © 2013 ThinkPlace Are you aware of, have you heard of “design thinking”? © 2013 ThinkPlace
    • 4. © 2013 ThinkPlace © 2013 ThinkPlace Design Thinking >Innovation >
    • 5. © 2013 ThinkPlace 1 Part What is happening around us? © 2013 ThinkPlace
    • 6. © 2013 ThinkPlace 1 2 Part What is happening around us? Part So what? What role can design thinking play? © 2013 ThinkPlace
    • 7. © 2013 ThinkPlace 1 2 3 Part What is happening around us? Part So what? What role can design thinking play? Part How can design thinking drive innovation? © 2013 ThinkPlace
    • 8. © 2013 ThinkPlace What is happening around us? 1 © 2013 ThinkPlace
    • 9. © 2013 ThinkPlace © 2013 ThinkPlace • Increased connectivity • Connect, access services, communicate Virtually here © 2013 ThinkPlace
    • 10. © 2013 ThinkPlace Forever young • Ageing population = wealth of skills, knowledge, wisdom • Savings and retirement gap © 2013 ThinkPlace
    • 11. © 2013 ThinkPlace Great expectations • Increasing demands for experiences • Rising importance of moral and ethical dimensions © 2013 ThinkPlace
    • 12. © 2013 ThinkPlace Capacity to give • Flattening of donation levels, and donors focus on fewer • Tension for individuals’ own financial needs and working in the sector © 2013 ThinkPlace
    • 13. © 2013 ThinkPlace Large and diverse © 2013 ThinkPlace NFP sector Culture and recreation Education and research Health Social Services Environment Development and Housing Law, Advocacy and Politics Philanthropic Intermediaries and voluntarism promotion International Religion Business and Professional Associations and Unions Other Media and Comms Visual Arts Architecture Ceramic art Performing ArtsHistorical, literary & humanistic societies Museums Zoos and Aquariums Sport Recreation and social clubs Service cubs Elementary, primary and secondary school Higher education Vocational/ Technical schools Adult/ continuing education Medical research Science and Technology Social sciences policy studies Hospitals and rehab Nursing Homes Mental Health and crisis intervention Other health services Child welfare services and day care Youth services and welfare Family Services Services for the handicapped Services for the elderly Self-help & other personal services Disaster/ emergency prevention & control Temporary shelters Refugee services Income support & maintenance Material assistance Pollution abatement & control Natural resources conservation Environmental beautification Animal protection and welfare Veterinary services Community & neighbourhood organisations Economic development Social development Housing associations & assistanceJob Training programs Vocational counselling & guidance Vocational r ehab Advocacy organisations Civil rights associations Ethnic associations Civic associations Legal services Crime prevention & public policy Rehab of offenders Victim supportConsumer protection associations Political parties & organisations Grant-making foundationsVolunteerism Promotion & support Fundraising organisations Exchange/ Friendship/ cultural programs Development Assistance associations International disaster relief International human rights and peace Congregations incl. churches synagogues mosques etc Associations Business Associations Professional associations Labour Unions Coop schemes Manufacturers Wholesalers Retailers Cemetery operators Source: International Classification of Non-Profit Organisations© 2013 ThinkPlace
    • 14. © 2013 ThinkPlace Mission driven workforce • Young people and second career people seek meaningful work • Growth in social entrepreneurship © 2013 ThinkPlace © 2013 ThinkPlace
    • 15. © 2013 ThinkPlace Complex regulatory environments • Increased attention to improve governance • Stimulate social innovation © 2013 ThinkPlace
    • 16. © 2013 ThinkPlace So what? 2 © 2013 ThinkPlace
    • 17. © 2013 ThinkPlace There are no mass formulas © 2013 ThinkPlace Source: Roger Martin, Design of Business (2011)
    • 18. © 2013 ThinkPlace Design Thinking navigates the “mystery” © 2013 ThinkPlace
    • 19. © 2013 ThinkPlace Taking a growth mindset Source: Jeanne Liedtka, Darden School of Business A new Leadership Mindset (2011) FROM TO Fear Accept Avoid Seek Narrow Broad UNCERTAINTY NEW EXPERIENCES REPERTOIRE © 2013 ThinkPlace
    • 20. © 2013 ThinkPlace Innovation mindset Appetiteforchange Appetite for collaborative innovation Source: Derived Leadbeater referenced http://www.educationfutures.com/2012/05/17/basti-hirsch-rethink-purposive-uses-of-technologies-in-schools/© 2013 ThinkPlace
    • 21. © 2013 ThinkPlace Innovation mindset Appetiteforchange DisruptiveSustainable Within your organisation Extend to users, partners, others Appetite for collaborative innovation Source: Derived Leadbeater referenced http://www.educationfutures.com/2012/05/17/basti-hirsch-rethink-purposive-uses-of-technologies-in-schools/© 2013 ThinkPlace
    • 22. © 2013 ThinkPlace Innovation mindset Appetiteforchange Disruptive REINVENT TRANSFORM Sustainable IMPROVE SUPPLEMENT Within your organisation Extend to users, partners, others Appetite for collaborative innovation Source: Derived Leadbeater referenced http://www.educationfutures.com/2012/05/17/basti-hirsch-rethink-purposive-uses-of-technologies-in-schools/© 2013 ThinkPlace
    • 23. © 2013 ThinkPlace Regardless of your innovation mindset and need… © 2013 ThinkPlace
    • 24. © 2013 ThinkPlace Regardless of your innovation mindset and need, design thinking can help you get there. © 2013 ThinkPlace © 2013 ThinkPlace
    • 25. © 2013 ThinkPlace Design thinking is a set of behaviours © 2013 ThinkPlace
    • 26. © 2013 ThinkPlace CLEAR INTENT © 2013 ThinkPlace
    • 27. © 2013 ThinkPlace HUMAN CENTRED CLEAR INTENT © 2013 ThinkPlace
    • 28. © 2013 ThinkPlace HUMAN CENTRED EXPLORE CLEAR INTENT © 2013 ThinkPlace
    • 29. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE CLEAR INTENT © 2013 ThinkPlace
    • 30. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE EVALUATE CLEAR INTENT © 2013 ThinkPlace
    • 31. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE EVALUATE CLEAR INTENT DISCIPLINED & FLEXIBLE PROCESS © 2013 ThinkPlace
    • 32. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE EVALUATE CLEAR INTENT DISCIPLINED & FLEXIBLE PROCESS EARLY VISUALISATION & PROTOTYPING © 2013 ThinkPlace
    • 33. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE EVALUATE CLEAR INTENT DISCIPLINED & FLEXIBLE PROCESS DESIGN THE WHOLE SYSTEM EARLY VISUALISATION & PROTOTYPING © 2013 ThinkPlace
    • 34. © 2013 ThinkPlace How can design thinking help drive innovation? 3 © 2013 ThinkPlace
    • 35. © 2013 ThinkPlace 1 2 3 Strategy Services Delivery © 2013 ThinkPlace
    • 36. © 2013 ThinkPlace Apply design thinking to your strategy and business model because it is allows you to be relevant and responsive to a turbulent environment. © 2013 ThinkPlace
    • 37. © 2013 ThinkPlace Source: DMI Academic conference proceedings 2012 Telecom Foundation in the Netherlands “How to design a new service proposition with a profitable business model targeting hearing impaired people?” © 2013 ThinkPlace
    • 38. © 2013 ThinkPlace Source: DMI Academic conference proceedings 2012 © 2013 ThinkPlace
    • 39. © 2013 ThinkPlace Apply design thinking to your products and services and reframe the issues and create possibilities for innovation. © 2013 ThinkPlace
    • 40. © 2013 ThinkPlace Listening to Families “How to improve responses for families that cannot, or choose not to, access the support they require to meet their full range of needs?” © 2013 ThinkPlace
    • 41. © 2013 ThinkPlace © 2013 ThinkPlace
    • 42. © 2013 ThinkPlace Family connect Family Information profile Lead worker © 2013 ThinkPlace
    • 43. © 2013 ThinkPlace Source: Danish Design School Danish Waste Management “How can citizens be actively engaged in waste reduction from incineration to recycling?” © 2013 ThinkPlace
    • 44. © 2013 ThinkPlace © 2013 ThinkPlace http://chokobar.wordpress.com/2009/09/ 11/rehearsing-the-future/
    • 45. © 2013 ThinkPlace HUMAN CENTRED EXPLORE INNOVATE EVALUATE CLEAR INTENT DISCIPLINED & FLEXIBLE PROCESS EARLY VISUALISATION & PROTOTYPING DESIGN THE WHOLE SYSTEM © 2013 ThinkPlace

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