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Bringing the Outside In:
Collaborating with External Stakeholders
to Discover Insights and Build Big Ideas

thegaragegroup...
Building Innovative &
Entrepreneurial Organizations

Idea
generation &
development
workshops

thegaragegroup.com

Employee...
Agenda

Module 1: Background & Overview
module 2: Multi-Stakeholder
Collaborative Co-creation
What is

Heineken Ignite Video

External
collaboration?
DDBSocialCreativity ©
Module 1
introduction
& background
External
Stakeholders
Internal

Types of
stakeholders

marketing
sales
research
finance
human resources
management
manufacturing

External
vendo...
Business Challenge:
internal stakeholders

How?

n

p

External Stakeholders

r&D

BUYER

marketing

USER

research

INFLU...
Why is it important
to involve
External Stakeholders?
Buy-In

Fiona Shields ©
Input &
Better Ideas

Ryan Hyde ©
Focus &
Confidence
Lauri Rantala ©
Expertise &
Capabilities
DDBSocialCreativity ©
Speed
`

Daz Smith ©
Shared
Risk
Steve Montgomery ©
2

Overarching
Occasions
Laurie Chipps ©
Entrepreneurial

Leader

Steve Jurvetson ©
Change your business model
Launch a new product/service

Realize you
want or need to

Enter a new segment
Drive efficiency...
How do we

collaborate externally?
1

Open
Innovation.
1. Open Innovation
*Open innovation is a paradigm that assumes
that firms can and should use external ideas
as well as inte...
henry ches

Smart Media ©
Connect & Develop
ag lafley

Acquire 50% of New Innovation
from outside P&G

Jordan Fischer ©
Activity
Monitor
Jeff Shepard
Medacheck
2

Crowd
Sourcing.
2. Crowd Sourcing
Engaging a large group of people against a
defined goal or a specific objective.
Robert S. Donovan ©
2012 CBS Interactive ©
3

Collaborative
Co-creation.
3. Collaborative
Co-creation
Pro-actively engaging internal and external
stakeholders in a collaborative process to
solve ...
Perspective

customer or vendor?
Driver

perspective

leadership
Clarity
Empathy
Investment
Perseverance
Citylink center Video

CityLink Center ©
Collaborative Co-creation Process.

1

2

3

4
1. Articulate
the challenge
What is

A need/challenge area?
Essentially, about defining the problem
well and at the right level

Need/Challenge
Areas

– Not a common skill, but criti...
What’s wrong with this as a need area?
- Too broad, general

Need/Challenge Area:
we need to grow profit.

What are some S...
GCHC
Challenge
“

How can we add value for our
current members beyond current
membership and fee for service
offerings including significan...
2. Map the
stakeholders
Map
Stakeholders
EMR Activity Stream
Technology Activities
Purchase and
Initial Setup

System
Upgrades

System
Maintenance

EMR Activity St...
What’s
Needed

What’s
Possible
Lab

leveraging your stakeholder map
from the first exercise, identify:
1. which stakeholders will help
define needs
and
2...
3a. Assess Needs

via observation & research
Primary Research V.
Observation & Secondary Learning

Observation often a precursor or supplement to primary research
Ways to observe

“Birdwatching” Observation
In-Context Visit/Interview
Observational Tour
Search Publicly Available
Inform...
Pricing
Delivery Models
work processes

What to look for

roles & Responsibilities
Usage Experiences
experience vs. expect...
Primary Research V.
Observation & Secondary Learning
consider:
Risk Level -- higher risk, more need for primary research
A...
In-Context Interview/ Observation
Personal
Background

Habits

compensatory behaviors

Beliefs

Ah-Ha’s

Usage
After observation, think through...

Insights That Emerge from Learning
Implications
Insights & Implications T
emplate
Key insights gathered
during research
Messaging/ Awareness
Distribution
Pricing
Product ...
Supplement with Primary Research

focus groups
in-depth interviews
Quantitative surveys
Re-articulate the Need
via a more robust understanding

of the Problem
Among Stakeholders
interviews in context
interaction with EPIC/usage
interviews with current team members

GCHC
Observatio...
3b. Create
& Assess
Possibilities

via networking & observing
How can we

network?
A few

Tips

Use the 60/40 rule
Avoid the “yes or no”
Learning vs. Confirming
“Tell me more...”
“Help me understand...”
Le...
Need NIL picture -maybe one from
delight conf?
Conferences
Books/Authors
Ask for Connections/Referrals
Coffee Shops
Meet Ups
Training Events

Where

to look

Blogs/News
...
GCHC Networking
Dr. Walker
Thought Leaders
Local Experts
Health Care Users
Analogs (Universities, etc)
Business Challenge:
internal stakeholders

How?

n

p

External Stakeholders

r&D

BUYER

marketing

USER

research

INFLU...
4a. Connecting
to Form Ideas
& Hypotheses
Need/Insight

+

possibility/Analog

Lennart Tange ©
Mariko ©
trends

Collect
questioning

trends

empathy
technology
needs

observing

empathy

need a better
insights design

networki...
Id

ea

!

Connect

Idea!
Giuliano Antonio Lo Re ©
put slot machine
can we use this
template here, need
picture?
to find...

Jeff Kubina ©
Need/Insight

+

Analog/Possibility

Connecting to Create Ideas

=

Idea!

thegaragegroup.com
4b. Iteratively Develop
with stakeholders
Build
A Garage
Charter
Background/Objectives
business purpose
scope
roles & responsibilities
key phases and
measures & milestones
Resourc...
conceptual prototype template
Title/headline

Who is the target (primary & secondary)?

2 to 3 sentences to bring the idea...
Iteratively
Develop

Nordstrom ©
Pilot

eren {sea+prairie} ©
1. Enabling care everywhere
2. Consistent order sets
3. epic talent pool

5 Ideas

4.Greater Cincinnati Epic OnGoing Educa...
Where are they now?
1. Users Conference
2. Menu of services (still being
vetted); a la carte pricing
Methods for
Coming together
Workshops
Smaller Workshops
or 1-1 Discussions
Principles
& watchouts
Clarity of Message
is critical!!
Skin in the Game
for everyone!!
Make Sure Partners
Understand your business
Internally...
What has to be true?
Be Aware of
Competitive issues &
Sensitivities
Collaborative Co-creation
Take-aways & next steps depending on where you’re at in the process...

Phase
1. Articulate the ...
Building Innovative &
Entrepreneurial Organizations

Idea
generation &
development
workshops

thegaragegroup.com

Employee...
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big I...
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big I...
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big I...
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The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas

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This is the deck from a talk we gave on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas at the 2013 Cincinnati Innovation Summit.

Involving key stakeholders in innovation is a critical, but often overlooked criterion for success. Suppliers, influencers, third party buyers, customer gate keepers and other partners are not only critical to an initiative’s success, but they often have insight that can lead to bigger, better ideas.

This breakout session will share the importance of involving external stakeholders in the process of generating insights that lead to ideas; and in the process of developing, piloting and launching new initiatives. We’ll share 2-3 case studies to inspire participants to build an action plan (template to be provided) to map key stakeholders and specific action steps to involve them in a current or future innovation initiative.

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Transcript of "The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas"

  1. 1. Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas thegaragegroup.com
  2. 2. Building Innovative & Entrepreneurial Organizations Idea generation & development workshops thegaragegroup.com Employeedriven Ideation & development Programs Idea Discovery & Development Training
  3. 3. Agenda Module 1: Background & Overview module 2: Multi-Stakeholder Collaborative Co-creation
  4. 4. What is Heineken Ignite Video External collaboration? DDBSocialCreativity ©
  5. 5. Module 1 introduction & background
  6. 6. External Stakeholders
  7. 7. Internal Types of stakeholders marketing sales research finance human resources management manufacturing External vendors manufacturers packaging suppliers advertising agencies customers, buyers, users influencers
  8. 8. Business Challenge: internal stakeholders How? n p External Stakeholders r&D BUYER marketing USER research INFLUENCER human resources COMPETITOR management business partner other business partner other OTHER other p CUSTOMER sales n VENDOR finance How? OTHER Collaborative Co-Creation Worksheet thegaragegroup.com
  9. 9. Why is it important to involve External Stakeholders?
  10. 10. Buy-In Fiona Shields ©
  11. 11. Input & Better Ideas Ryan Hyde ©
  12. 12. Focus & Confidence Lauri Rantala ©
  13. 13. Expertise & Capabilities DDBSocialCreativity ©
  14. 14. Speed ` Daz Smith ©
  15. 15. Shared Risk Steve Montgomery ©
  16. 16. 2 Overarching Occasions
  17. 17. Laurie Chipps ©
  18. 18. Entrepreneurial Leader Steve Jurvetson ©
  19. 19. Change your business model Launch a new product/service Realize you want or need to Enter a new segment Drive efficiency Thrive amongst new competition Adapt with a change in the market
  20. 20. How do we collaborate externally?
  21. 21. 1 Open Innovation.
  22. 22. 1. Open Innovation *Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology. *Definition sourced from Wikipedia.
  23. 23. henry ches Smart Media ©
  24. 24. Connect & Develop ag lafley Acquire 50% of New Innovation from outside P&G Jordan Fischer ©
  25. 25. Activity Monitor
  26. 26. Jeff Shepard Medacheck
  27. 27. 2 Crowd Sourcing.
  28. 28. 2. Crowd Sourcing Engaging a large group of people against a defined goal or a specific objective.
  29. 29. Robert S. Donovan ©
  30. 30. 2012 CBS Interactive ©
  31. 31. 3 Collaborative Co-creation.
  32. 32. 3. Collaborative Co-creation Pro-actively engaging internal and external stakeholders in a collaborative process to solve a business challenge.
  33. 33. Perspective customer or vendor?
  34. 34. Driver perspective leadership Clarity Empathy Investment Perseverance
  35. 35. Citylink center Video CityLink Center ©
  36. 36. Collaborative Co-creation Process. 1 2 3 4
  37. 37. 1. Articulate the challenge
  38. 38. What is A need/challenge area?
  39. 39. Essentially, about defining the problem well and at the right level Need/Challenge Areas – Not a common skill, but critical for innovation – Hard to learn; will become easier over time Challenge or Need AREA – broad bucket Challenge or Need STATEMENT – more specific articulation -- more actionable – But, not too specific! NOT a perfect science Important to drive clarity and actionability Nina Matthews Photography ©
  40. 40. What’s wrong with this as a need area? - Too broad, general Need/Challenge Area: we need to grow profit. What are some STATEMENTS that could emerge from this broad business challenge/need area? - Improve process efficiency in how we manage projects to drive bottom line savings - Create product or service extensions to drive loyalty among our core customers - Deliver added value for our customers by combining three of our services into one integrated new service NOT: - Switch from Outlook to Quickbase for project management (too specific) - Open operations in China (not on strategy) Nina Matthews Photography ©
  41. 41. GCHC Challenge
  42. 42. “ How can we add value for our current members beyond current membership and fee for service offerings including significant cost-reduction opportunities around Epic/EMR? ”
  43. 43. 2. Map the stakeholders
  44. 44. Map Stakeholders
  45. 45. EMR Activity Stream Technology Activities Purchase and Initial Setup System Upgrades System Maintenance EMR Activity Stream Roles Security & Regulatory Data Entry CIO CIO Administrators Data Transfer Reporting & Analysis Administrators Medical Staff IT Director IT Director IT Director Purchasing Technical IT Staff Internal Help Desk Review Board? External Epic Consultants External Epic Consultants External Epic Consultants External Agency? Training Staff Training Staff Epic Corporate Usage Activities Internal Departments Analysts Clerical Support Staff External Organizations Medical Staff
  46. 46. What’s Needed What’s Possible
  47. 47. Lab leveraging your stakeholder map from the first exercise, identify: 1. which stakeholders will help define needs and 2. which might help create possibilities Nathan Ruttley ©
  48. 48. 3a. Assess Needs via observation & research
  49. 49. Primary Research V. Observation & Secondary Learning Observation often a precursor or supplement to primary research
  50. 50. Ways to observe “Birdwatching” Observation In-Context Visit/Interview Observational Tour Search Publicly Available Information Blogs, Articles Books Data, Reports Social Media (mine existing or query) Steve Woodmore ©
  51. 51. Pricing Delivery Models work processes What to look for roles & Responsibilities Usage Experiences experience vs. expectations words & actions
  52. 52. Primary Research V. Observation & Secondary Learning consider: Risk Level -- higher risk, more need for primary research Access to Customer -- harder to reach/find, more need for primary Regional Differences -- more differences, more need for primary Initiative Life Cycle -- farther down path, more need for primary Experience -- what’s the “research” experience level of your team?
  53. 53. In-Context Interview/ Observation Personal Background Habits compensatory behaviors Beliefs Ah-Ha’s Usage
  54. 54. After observation, think through... Insights That Emerge from Learning Implications
  55. 55. Insights & Implications T emplate Key insights gathered during research Messaging/ Awareness Distribution Pricing Product Features Product Benefits User Experience Ideal Experience Insight: implications:
  56. 56. Supplement with Primary Research focus groups in-depth interviews Quantitative surveys
  57. 57. Re-articulate the Need via a more robust understanding of the Problem
  58. 58. Among Stakeholders interviews in context interaction with EPIC/usage interviews with current team members GCHC Observation Publicly Available Web Searches Articles Blogs EPIC site Job Postings for EPIC roles Trends/Data Reports Government Info
  59. 59. 3b. Create & Assess Possibilities via networking & observing
  60. 60. How can we network?
  61. 61. A few Tips Use the 60/40 rule Avoid the “yes or no” Learning vs. Confirming “Tell me more...” “Help me understand...” Learn, don’t sell Pay attention to non-verbals Move from general to specific
  62. 62. Need NIL picture -maybe one from delight conf?
  63. 63. Conferences Books/Authors Ask for Connections/Referrals Coffee Shops Meet Ups Training Events Where to look Blogs/News Other Categories/Brands Other Functions Trend Forecasts/Public Trend Reports New Products on the Market Social Media: LinkedIn, Twitter, Facebook Mattt.org ©
  64. 64. GCHC Networking Dr. Walker Thought Leaders Local Experts Health Care Users Analogs (Universities, etc)
  65. 65. Business Challenge: internal stakeholders How? n p External Stakeholders r&D BUYER marketing USER research INFLUENCER human resources COMPETITOR management business partner other business partner other OTHER other p CUSTOMER sales n VENDOR finance How? OTHER Collaborative Co-Creation Worksheet thegaragegroup.com
  66. 66. 4a. Connecting to Form Ideas & Hypotheses Need/Insight + possibility/Analog Lennart Tange ©
  67. 67. Mariko ©
  68. 68. trends Collect questioning trends empathy technology needs observing empathy need a better insights design networking Mattt.org © insights case studies execution for this slide... business resources resources models business models compensatory behaviors technology Collect perience exexperiences s needs behaviors behaviors case studies compensatory behaviors Co
  69. 69. Id ea ! Connect Idea! Giuliano Antonio Lo Re ©
  70. 70. put slot machine can we use this template here, need picture? to find... Jeff Kubina ©
  71. 71. Need/Insight + Analog/Possibility Connecting to Create Ideas = Idea! thegaragegroup.com
  72. 72. 4b. Iteratively Develop with stakeholders
  73. 73. Build A Garage
  74. 74. Charter Background/Objectives business purpose scope roles & responsibilities key phases and measures & milestones Resources Required (human and funding)
  75. 75. conceptual prototype template Title/headline Who is the target (primary & secondary)? 2 to 3 sentences to bring the idea to life... Products/Services leveraged logic for How idea reaches financial goals key players (internal) key players (external) supply chain implications/ideas distribution channels Pricing model organizational model implications
  76. 76. Iteratively Develop Nordstrom ©
  77. 77. Pilot eren {sea+prairie} ©
  78. 78. 1. Enabling care everywhere 2. Consistent order sets 3. epic talent pool 5 Ideas 4.Greater Cincinnati Epic OnGoing Education Program 5. Plan, Prepare and Implement Nordstrom ©
  79. 79. Where are they now? 1. Users Conference 2. Menu of services (still being vetted); a la carte pricing
  80. 80. Methods for Coming together
  81. 81. Workshops
  82. 82. Smaller Workshops or 1-1 Discussions
  83. 83. Principles & watchouts
  84. 84. Clarity of Message is critical!!
  85. 85. Skin in the Game for everyone!!
  86. 86. Make Sure Partners Understand your business
  87. 87. Internally... What has to be true?
  88. 88. Be Aware of Competitive issues & Sensitivities
  89. 89. Collaborative Co-creation Take-aways & next steps depending on where you’re at in the process... Phase 1. Articulate the challenge 2. Map the stakeholders 3a. Assess Needs via observation & research 3b. Create & Assess Possibilities via networking & observing 4a. Connecting to Form Ideas & Hypotheses 4b. Iteratively Develop with stakeholders My Top 3 Take-aways/next Steps thegaragegroup.com
  90. 90. Building Innovative & Entrepreneurial Organizations Idea generation & development workshops thegaragegroup.com Employeedriven Ideation & development Programs Idea Discovery & Development Training
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