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Getting Innovative @#!% Done
 

Getting Innovative @#!% Done

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Deck from the talk "Getting Innovative @#!% Done" that I delivered at the 2012 eat:Strategy conference in Toronto, ON. This deck is modified slightly to add basic talking points so it makes a little ...

Deck from the talk "Getting Innovative @#!% Done" that I delivered at the 2012 eat:Strategy conference in Toronto, ON. This deck is modified slightly to add basic talking points so it makes a little more sense to those who weren't there.

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  • I’m talking about this through the lens of innovation but many of these rules are applicable to getting anything done in any organization.
  • It’s like a double rainbow... “It’s sooooo beautiful, what does it mean???”
  • It’s like a double rainbow... “It’s sooooo beautiful, what does it mean???”
  • Show New to world first... Then fill in others
  • Show New to world first... Then fill in others
  • Show New to world first... Then fill in others
  • Show New to world first... Then fill in others
  • Show New to world first... Then fill in others
  • The reality is more like this though… You need to temper expectations of “Innovation” – new to the world is a rare and wonderful gift that only comes to those who work for it. In a big company you’re going to find yourself spending a lot of time looking at “New To Us” & occasionally “New To Market”... You want a five year vision – look at the outside world.
  • Innovation is something that spins off from a healthy, productive environment that encourages ideas & exploration. Bad brainstorming phone call example < innovation will never happen there
  • Expecting spontaneous innovation is like telling someone “Be Funny” and expecting them to deliver a great comedy show. (Tell Jon Stewart anecdote)
  • It’s not enough to simply “have” the ideas... You need to be ready to capture and act on them too.
  • People hate change. Sure some of us like it and proactively try to create it but the general population doesn’t like it. Not only do they not like it… they’ll actively work against it. Status Quo is your biggest enemy once you’ve got your idea and often, the benefit is often hard to quanitfy
  • Get to a clean slate. You need to work to get people to shed their baggage, their “What if’s?” and other obstacles. THIS TAKES TIME! (Branch 3.0 example)
  • Get to a clean slate. You need to work to get people to shed their baggage, their “What if’s?” and other obstacles. THIS TAKES TIME! (Branch 3.0 example)
  • We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
  • We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
  • We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
  • People’s default mode is to ask “If” they can do something… Can anyone guess what the answer usually is when you ask if you can do this new, slightly risky but very exciting thing?
  • No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
  • No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
  • No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
  • You can generally assume the door to something new is closed most of the time. You really have two options for getting through it…
  • AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
  • AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
  • AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
  • Conversely you can play the game… Change is almost always a multi-step process. Viewed as a whole it freaks people out and looks like an insurmountable task. It’s like a chess game – you can’t win in one move and if you try to explain all the moves you need to make people will get confused/lose track. Figure out an incremental plan that keeps you continually moving forward and moving around obstacles. You may need to sacrifice some of your ideas “pawns” along the way. Work backwards from the goal and ask yourself “What needs to happen for this to become a reality” and continue working back. Check your idealism at the door.
  • Conversely you can play the game… Change is almost always a multi-step process. Viewed as a whole it freaks people out and looks like an insurmountable task. It’s like a chess game – you can’t win in one move and if you try to explain all the moves you need to make people will get confused/lose track. Figure out an incremental plan that keeps you continually moving forward and moving around obstacles. You may need to sacrifice some of your ideas “pawns” along the way. Work backwards from the goal and ask yourself “What needs to happen for this to become a reality” and continue working back. Check your idealism at the door.
  • Regardless of which approach you choose (if you choose) Figure out an elevator pitch for your idea. Share it with everyone you can, stay on message and watch for opportunities to throw it in the mix.
  • Regardless of which approach you choose (if you choose) Figure out an elevator pitch for your idea. Share it with everyone you can, stay on message and watch for opportunities to throw it in the mix.
  • Change is an uphill battle
  • In the real world, stakeholders don’t all grab hands and skip off down the yellow brick road towards Oz. People often make the mistake of treating consensus like it’s something where everyone agrees 100%. It’s never going to happen... What you should instead be asking is.
  • Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.
  • Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.
  • Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.

Getting Innovative @#!% Done Getting Innovative @#!% Done Presentation Transcript

  • Ryan Coleman | Eat:Strategy Conference | July 18, 2012
  • Facilitation Technology Experience DesignMy career has continually evolved at the intersection of these three areas…
  • … today I’m an ‘Innovation Catalyst’ at a large financial institution in Canada.
  • I think too often, Innovation gets painted as being something sexier, more magic than it really is. in·no·va·tionSource: Merriam Webster
  • And people frequently make the mistake of lumping all innovation in one bucket together Innovation
  • When in reality, as a co-worker cleanlybroke it down for me, there’s actually three main types of innovation…
  • New to the worldNew To The World: Something brandspanking new and never seen before
  • New to the market New to the worldNew To The Market: Maybe it’s been donebefore, but not in the space your business operates in…
  • New to us New to the market New to the worldNew To Us: It’s been done before but inside the organization…
  • New to us New to the market New to the worldAnd in corporate innovation, the reality isprobably more like this… New to the world is a rare beast.
  • Innovation is something that emerges from a healthy, productive environment that encourages ideas and exploration…
  • The same way you can’t just point at someone and say “Be Funny” – it takespractice and the right environment to make it happen.
  • Anyone can have ideas… it’s the peoplewho execute and deliver that can capitalize on them.
  • And above all, it’s important to rememberthat innovation = change. And most people hate change, and fight it.
  • So how do youget anything done?
  • THIS PAGE INTENTIONALLY MADE BLANK You need to get people to drop theirbaggage and start with a clean slate. You have to make time to help this happen.
  • THIS PAGE INTENTIONALLY MADE BLANKI’ve spent half of a full day workshop just working to clean the slate and have everyone start from an open-minded perspective
  • Updates /Check-ins Zone of Getting @#!% Done Suck Meetings should be brief check-ins or longworkshops. Getting @#!% done takes time & momentum.
  • Updates /Check-ins Zone of Getting @#!% Done Suck If a checkpoint/update meeting takes more than 30 minutes people zone out...
  • Updates /Check-ins Zone of Getting @#!% Done Suck In a 2 hour meeting everyone hits their stride right at the end & it’s not something you can just ‘pick up’ next week.
  • Too often we come at things from theperspective of permission. We ask IF, not HOW and get shut down…
  • By posing a question as “How?” youeliminate the no and invite them to start a dialogue around a solution.
  • At worst, “You Can’t” lets you ask “Why?”and helps you figure out how to either fix the challenge or work around it.
  • Like in Jurassic Park, how they talked about the Raptors testing the fences looking for weaknesses…
  • … you need to make sure you keep prodding until you find (or force) an open door.
  • I had one project that took a year ofasking, but one day I caught the door openand within 8 weeks we had a new solution.
  • Rome wasn’t built in a day. In anorganization change is a big, complicatedthing. People get paralyzed just thinking about all the things you need to think...
  • … about all the things you need to think about to make change happen . Break your idea into smaller chunks, figure out whatsmaller tasks you can accomplish now to set the groundwork for your bigger idea.
  • Figure out your elevator pitch, share it with whoever will listen. Place your idea in the consciousness of the organization…
  • … You never know who might recall yourconversation at a key moment. Make your points brief & memorable.
  • You are here. Innovation is an uphill battle and no one will hold the ball on the hill for you if you step away.
  • Consensus doesn’t mean everyone agrees100% and skips off down the yellow brick road to Oz together…
  • Practical consensus is getting people to apoint where they agree ENOUGH to move forward…
  • Acknowledge and address concerns butdon’t let them hold you back. “What-ifs” are an Innovation killer…
  • Find a way to capture, assure the resistorthat it will get addressed when appropriate and ask to move on.
  • Find this deck at:http://bit.ly/eatstrat12-rc --- Blog: http://ryancoleman.ca