kore.com.auOrganisational Innovation& Problem SolvingCory Banks
Introductions                 KNOWLEDGE                                 INFORMATION                 change                ...
Records	  Sharing	                     Capture	  SUPPLY DEMANDCollec9ons	                            Subscrip9ons	        ...
STRATEGY	                      RISK	                                            Making	                           PROCESS	...
?
PATTERN MATCHING       BEST FIT   FIGHT OR FLIGHT  MAKE ASSUMPTIONS    NOT ANALYTICALFAILURE IMPRINTS BETTER     GIFT ANSW...
Principles•  Clients: Do it with them, not to them•  Reuse, recycle, renew•  Think about your thinking•  Identify problem ...
Complex                         Complicated         Unknown                           KnowableCause and effect only cohere...
problem   solutiondivergent                        convergent
Tools & Techniques•  Explicitly give people permission•  People follow the Leader•  User Centred Design•  Show the benefit ...
Cory Banks+61 488 962 101cory.banks@kore.com.aukore.com.au      Improving Possibility
Organisational Problem Solving & Innovation
Organisational Problem Solving & Innovation
Organisational Problem Solving & Innovation
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Organisational Problem Solving & Innovation

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Organisational Problem Solving & Innovation

  1. 1. kore.com.auOrganisational Innovation& Problem SolvingCory Banks
  2. 2. Introductions KNOWLEDGE INFORMATION change BPR STRATEGY FACILITATION IT CAPABILITY QUALITY
  3. 3. Records  Sharing   Capture  SUPPLY DEMANDCollec9ons   Subscrip9ons   Search   Transfer   Lessons  Learned  Documents  
  4. 4. STRATEGY   RISK   Making   PROCESS   Decisions  CULTURE   DATA   Solving   Problems   INFORMATION   KNOWLEDGE  
  5. 5. ?
  6. 6. PATTERN MATCHING BEST FIT FIGHT OR FLIGHT MAKE ASSUMPTIONS NOT ANALYTICALFAILURE IMPRINTS BETTER GIFT ANSWERSSERENDIPITOUS RECALL SEEK SYMMETRY
  7. 7. Principles•  Clients: Do it with them, not to them•  Reuse, recycle, renew•  Think about your thinking•  Identify problem 1st •  Get past first pattern match•  Diversity of thought (Collaboration)•  Realise where you are (Complexity)•  Assumptions can kill (Weak Signals)•  Reflect and share experience
  8. 8. Complex Complicated Unknown KnowableCause and effect only coherent Cause and effect separatedin retrospect and do not repeat over time and space Pattern Management Analytical/Systems Thinking Complex Adaptive Systems Requires depth of knowledgeRequires diversity of knowledge Probe-Sense-Respond Sense-Analyse-Respond Chaos Simple Unknowable Known No cause and effect Cause and effect repeatable, relationships perceivable perceivable and predictable Crisis Management Standard Operating Procedures Process Reengineering Standard responses Act-Sense-Respond Sense-Categorise-Respond
  9. 9. problem solutiondivergent convergent
  10. 10. Tools & Techniques•  Explicitly give people permission•  People follow the Leader•  User Centred Design•  Show the benefit – tell the stories•  Find the Demand•  Find the Zealots•  Where can it make the biggest difference•  From little things, big things come
  11. 11. Cory Banks+61 488 962 101cory.banks@kore.com.aukore.com.au Improving Possibility

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