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Lessons learned from The Innovation Hub


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A honest, humorous, behind the scenes look at the lessons learned while trying to build a team of 'Innovation Agents' in a Fortune 500 company. Take heed!

A honest, humorous, behind the scenes look at the lessons learned while trying to build a team of 'Innovation Agents' in a Fortune 500 company. Take heed!

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  • 1. Lessons learned from The Innovation Hub Compiled for Kaos Pilots - Sept 2009 Presented by Rory O’Connor. Illustrations by Rory O’Connor @roryoconnor ©2009 Wednesday, 4 November 2009
  • 2. My intention is to provide an overview of an Innovation Hub project... that you can learn from our experience! ©2009 Wednesday, 4 November 2009
  • 3. OVERVIEW Check-in & Learnings Debrief Intro’s you are here! Building a The better Innovation Innovation Hub Hub ©2009 Wednesday, 4 November 2009
  • 4. INTRODUCTIONS hi my name is... and... Rory's Story Cubes ©2009 Wednesday, 4 November 2009
  • 5. CHECK-IN: WINDTUNNEL 1 question + 6 minutes - 3 points =Windtunnel listener speaker ©2009 Wednesday, 4 November 2009
  • 6. CHECK-IN: WINDTUNNEL The approach I would take in forming an team of ‘Innovation Agents’ ©2009 Wednesday, 4 November 2009
  • 7. CHECK-IN: WINDTUNNEL 3 minutes to each share your 3 key points ©2009 Wednesday, 4 November 2009
  • 8. CHECK-IN: WINDTUNNEL swap roles... ...and repeat ©2009 Wednesday, 4 November 2009
  • 9. the story behind... can you see the people? ©2009 Wednesday, 4 November 2009
  • 10. If only more people thought like me! me ©2009 Wednesday, 4 November 2009
  • 11. me...again I will lead them to the promised promised land! land ©2009 Wednesday, 4 November 2009
  • 12. you need an we need an Innovation Hub! Innovation Hub! ©2009 Wednesday, 4 November 2009
  • 13. INNOVATION HUB: STAGES OF DEVELOPMENT PREPARE THE GROUND Assess alignment and support of Senior Management SEED - Recruit participants from diverse range of levels/roles Bear Fruit Re-Seed NURTURE & GROW - Receive ongoing training and one-to-one coaching BEAR FRUIT - Apply learning through solo and group innovation projects. Nurture & Grow Focus is on solving existing work- related challenges and creating larger Seed business related innovations RE-SEED - Innovation Agents work towards creating a culture of Prepare innovation, by forming off-shoot the Ground Innovation Hubs ©2009 Wednesday, 4 November 2009
  • 14. A SELF-REPLICATING MODEL Independent Innovation Hub Facilitator Innovation Agents Innovation Agents meeting facilitator requirements can establish new Hubs linked to original New Innovation Hubs continue to grow within the organisation and wider community ©2009 Wednesday, 4 November 2009
  • 15. RECRUITMENT POSTER START A Join us and become an Innovation Agent! REVOLUTION ! THEY CAN’T MEAN ME. FINALLY! I NEVER HAVE ANY A CHANCE TO STRETCH I’M FED UP TRYING ANY DECENT IDEAS. MYSELF, AND SHOW TO MAKE CHANGES WHAT I’M CAPABLE OF!! AROUND HERE. I NEED TO FIND MYSELF SOME WORK-LIFE BAL ANCE! the innovation MONDAY 23rd OCTOBER @ 10AM hu b , 1PM & 5PM. Join us in LOCATIO learn how you can be part of a un N for 60-MINUTES and ique team tasked with KICK-STA REVOLUTION in Citigroup. You wi RTING an INNOVATION ll receive special training throug coaching. If you can’t wait until h group and personal MONDAY, contact SEAN MEHIGA N (ext. xxxx)to learn more. (it was never used!) ©2009 Wednesday, 4 November 2009
  • 16. Dec 2006, over 50 expressed interest in joining ©2009 Wednesday, 4 November 2009
  • 17. In Jan 2007, 24 people signed-up ©2009 Wednesday, 4 November 2009
  • 18. yippee! Every Agent received an Innovation Agent Toolkit containing tools, techniques and worksheets ©2009 Wednesday, 4 November 2009
  • 19. ? Epicure 7 Agents were profiled for Thinking Styles. (Note weighting towards ‘Achievers’) ©2009 Wednesday, 4 November 2009
  • 20. Agents ran pilot on eliminating use of Polystyrene cups that could create EU40k annual savings ©2009 Wednesday, 4 November 2009
  • 21. 121 staff p.2 231 Author: Creovision Current Reality Tree "Why do managers not have the resources to manage?" Version: 4.0 But that’s just Page: 1 of 4 how things are turnover rises 120 staff become 419 managers demotivated become demotivated 119 staff are not 118 staff do not 228 from p.2 properly managed 415 managers do not have time for all necessary training from p.4 p.4 around here! receive feedback 117 managers are on performance not up to date on staff development 116 managers are not 122 It takes time for meeting their objectives managers to answer of managing people queries from team in relation to career 416 managers take a 114 managers do not have 115 less than 50% of staff reactive approach to time for informal one-to- appraisals are completed appraisals & goal setting ones from p.4 p.3 415 306 402 managers see that their own managers are not 307 113 managers do not effectively managing own from p.4 from p.3 p.4 have enough time for p.4 subordinates managing people 415 416 from p.4 407 managers focus on 112 managers end up completion of tasks covering gaps in the team from p.4 232 harder to 110 limited growth 111 there are attract new staff capacity built into teams headcount constraints from p.2 109 staffing growth plans p.2 not always effective 407 managers focus on completion of tasks 102 214 from p.4 106 cost controls act 105 business strategies do to constrain growth 108 we generally only 107 only hire if we not always predict the full capacity act in response to get the business impact on organisation client requests (33 of 35) = Undesirable 104 business focus is on 103 some areas of Effect (Primary) 102 Headcount is a satisfying existing organisation are primary measurement clients first generally reactive to = Undesirable tool for cost control business environment Effect (Secondary) 223 100 budgets define expectation 101 local business around business growth and environment is cost control constantly changing (34 of 35) (34 of 35) Agents created Current Reality Tree to map out complex challenges facing managers. Issue was considered too big to address. ©2009 Wednesday, 4 November 2009
  • 22. Tell them about the email project Agents surveyed staff to measure effects of email overload, but were too busy to act on results! ©2009 Wednesday, 4 November 2009
  • 23. by Dec 2007 there were 7 Innovation Agents ©2009 Wednesday, 4 November 2009
  • 24. Dec 2007: Training Dept was closed, and all training initiatives ended ©2009 Wednesday, 4 November 2009
  • 25. There are 2 Innovation Agents currently active ©2009 Wednesday, 4 November 2009
  • 26. result #1: EU40,000 saved per year on cups ©2009 Wednesday, 4 November 2009
  • 27. Hmm? I guess that you’re feeling pretty exasperated? result #2 (hidden): multi-million $ client relationships salvaged ©2009 Wednesday, 4 November 2009
  • 28. how do we turn this into a win-win? result #3 (hidden): eased transition between two merging companies ©2009 Wednesday, 4 November 2009
  • 29. result #4: reduced amount of printing and paper used, totaling EU?? per year ©2009 Wednesday, 4 November 2009
  • 30. Before after result #5: University of Ulster survey showed 25% average increase in participants’ creativity and innovation ©2009 Wednesday, 4 November 2009
  • 31. CHALLENGES FACED ©2009 Wednesday, 4 November 2009
  • 32. ©2009 Wednesday, 4 November 2009
  • 33. ©2009 Wednesday, 4 November 2009
  • 34. get s tar ant ar ticp p got these wanted these ©2009 Wednesday, 4 November 2009
  • 35. often looking through very different lenses ©2009 Wednesday, 4 November 2009
  • 36. We MUST (appear to) Innovate!! ©2009 Wednesday, 4 November 2009
  • 37. We need to identify Can we not just get our Vision, Mission started? I’ve another and Aim meeting at 14:00 ©2009 Wednesday, 4 November 2009
  • 38. Allowing staff time for Innovation is vital to growth ©2009 Wednesday, 4 November 2009
  • 39. So. who’s taking responsibility for this project? umm. I have to go ©2009 Wednesday, 4 November 2009
  • 40. You really Yes! I really want access? want access Stay Out! ©2009 Wednesday, 4 November 2009
  • 41. I’m a proud member of the What a pack Innovation Hub of losers! ©2009 Wednesday, 4 November 2009
  • 42. ©2009 Wednesday, 4 November 2009
  • 43. me ©2009 Wednesday, 4 November 2009
  • 44. A Mind Map of ideas on how re-energise flagging interest in the Innovation Hub ©2009 Wednesday, 4 November 2009
  • 45. xxx has an effective team of Citi participants are Innovation Agents not confident in by December 2007 ability to Author: Rory O'Connor generate Contributors: Neil McKenna, Marie Geraghty, Innovative Ideas existing Juan Rio Salvadore, James Nolan commitment by Technique: Prerequisite Tree group to deliver Objective: Map out obstacles and intermediate 'Big Innovation' objectives for redirection for Innovation Hub by December focus training on we do not have Version: 1.0 some participants in teaching creative any 'Big Date: 1 Aug 2007 iHub are not interested problem solving & idea deliver one 'Big Innovation' No of Pages: 2 in learning new idea generation techniques Innovation by December ideas to choose generation or creative organise optional sessions off- meeting from problem solving site and outside work-hours environment does techniques not encourage creative thinking a Big Innovation participants focus on takes months/ Ask participants to generating innovative years to choose if they would ideas implement rather focus on projects session is not Using sessions or learn techniques long enough to there are 5 for project really teach learn months to meetings is not techniques December effective use of current subgroup vary technique sessions time projects are not in length and/or split across multiple session Participants schedule complete schedule weekly time between sessions to 2-hour sessions organise additional Idea projects are completed practise techniques separate from technique Generation Events offsite some particpants sessions with Rory see completing projects as core start support forum in iRoom to part of iHub discuss techniques, provide participants guidelines, and sample establish buddy system working on group size scenarios for how to use for practice between projects still participants do affects the techniques outside of sessions sessions need to use not practise level of creative problem between learning projects are solving for sessions not providing Attendance at sessions 'innovative' project-related voluntary solutions issues iHub is secondary to participants core responsibilities Develop metrics to Offer to facilitate sessions only take place if evaluate projects problem solving around participants Agents are there is 3 or more people specific project-related do not use missing out on attending participation in all learning issues when requested iRoom aspects of iHub is part of techniques appraisal process participants catch up participants Establish reward system upload sessions into with buddy between don't always for Agent support/ iRoom as Audio Files sessions turn up not all projects contribution in forums Direct are progressing working on projects managers do outside of iHub alone will develop not see direct sessions innovative mindset needs someone relevance of leading to 'gap' to record the participants pre-book iHub between Agents sessions attendance at sessions Direct Managers embrace ideology of Rory records sessions there is no Schedule sessions on change, iHub central creativity, innovation & human Direct managers calendar development geared towards are focused on projects solving immediate participants use challenges techniques between sessions to solve job- related challenges potential create a session calendar in resistance from iRoom managers for generating solutions to 'their Rory does not Managers contribute challenges have access to 'Challenges' to iHub iRoom participants prefer to focus on 'Big Innovations' show participants how solving core-job problems is linked to Follow-up with Annette 'Big Innovations' to arrange access to iRoom A Pre-Requisite Tree mapping out the proposed new direction for the Innovation Hub ©2009 Wednesday, 4 November 2009
  • 46. LEARNINGS Aha! I know exactly what needed to happen! hindsight is a wonderful thing! ©2009 Wednesday, 4 November 2009
  • 47. Yeeeee-haa!! Instead of going in, guns blazing... ©2009 Wednesday, 4 November 2009
  • 48. No peeking! Lemme see, lemme see! ...reveal aspects of the program ©2009 Wednesday, 4 November 2009
  • 49. You too can get rich from Innovation in 3 easy steps! make it look procedural... ©2009 Wednesday, 4 November 2009
  • 50. ...even if the reality is more chaotic! ©2009 Wednesday, 4 November 2009
  • 51. Adapt your teaching style to fit the group (This preferred to start with a didactic approach) ©2009 Wednesday, 4 November 2009
  • 52. Don’t try to force people to make big changes... ©2009 Wednesday, 4 November 2009
  • 53. ...instead provide wedges that become the new norm ©2009 Wednesday, 4 November 2009
  • 54. Any small wins from the nearly there! Innovation Hub? um...yes! Identify a more senior champion to ‘run defense’ ©2009 Wednesday, 4 November 2009
  • 55. & Know when to stand firm & when to be flexible ©2009 Wednesday, 4 November 2009
  • 56. DEBRIEF: WINDTUNNEL 1 question + 6 minutes - 3 points =Windtunnel listener speaker ©2009 Wednesday, 4 November 2009
  • 57. DEBRIEF: WINDTUNNEL How might I apply Rory’s experiences to my own particular area of interest? ©2009 Wednesday, 4 November 2009
  • 58. DEBRIEF: WINDTUNNEL 3 minutes to each share your 3 key points ©2009 Wednesday, 4 November 2009
  • 59. DEBRIEF: WINDTUNNEL swap roles... ...and repeat ©2009 Wednesday, 4 November 2009
  • 60. A CHALLENGE FOR YOU! No! No! No! You’re doing it all wrong! ©2009 Wednesday, 4 November 2009
  • 61. The Challenge: Build a better Innovation Hub ©2009 Wednesday, 4 November 2009
  • 62. Objective: design a program/timeline for gathering/training a self-sustaining, self-replicating, team of Innovation/Change Agents (centred around your area of interest) ©2009 Wednesday, 4 November 2009
  • 63. Some Considerations: Who/Where is it for? Number of people Commitment & Duration Content of program Outputs Resources Required ©2009 Wednesday, 4 November 2009
  • 64. To Learn more Email Follow @roryoconnor Visit ©2009 Wednesday, 4 November 2009