SlideShare a Scribd company logo
1 of 46
Download to read offline
Overcoming the Fear Factor
Breaking Down Customer-Facing Organizational Silos
for Product Strategy Excellence
Top 3 takeaways for participants
Learn how to identify and recruit potential ‘landing zones’ for your ideas
Build evidence to reduce risk and gain buy-in
Learn best practices for equipping others to promote on your behalf
Marla Hetzel
Director of Innovation at AARP Services Inc
“I can’t go back to yesterday because I was a different person then.”
Lewis Carroll, Alice in Wonderland
“Well behaved women rarely make history.”
Laurel Thatcher Ulrich
Jennifer Draklellis
Director of Innovation at UnitedHealthcare
A story of innovation
The Problem
• AARP and UnitedHealthcare
• Sought growth through innovative products and services
• Limited market impact
Becoming innovative = HARD
Why aren’t
we better at
innovation?
Achieve
Impact
Develop
We became the student
and the teacher
Brand trust.
Advocacy.
Expertise and
Knowledge
of 50+ consumer
and issue area.
Data and clinical
expertise and
knowledge.
Health care
delivery.
Technology.
UHG
50+ Consumer
Growth &
retention
Capabilities of
organizations
SHARED
CAPABILITIES
PERSPECTIVE
ACTIONABLE,
SHARED PURPOSE
VISION FOR INNOVATION
VALUE FUND
A COLLABORATIVE
innovation effort
between ASI and UHG
established to make
healthcare better by
leveraging shared
organizational
capabilities and aligning
with strategic objectives
to create actionable
concepts in a limited
number of important
focus areas that
transition to business
owners.
AARP/ASI
Operator vs Innovator Mindset
Operator
• Is uncomfortable with uncertainty,
ambiguity and risk
• Is able to make data-driven and
analytical decisions
• Works hard to be both accurate
and precise
• Works to avoid failure and reduce
errors to zero
• Wins by reducing variability and
executing to plan
Innovator
• Is comfortable with uncertainty,
ambiguity and risk
• Is able to make analytical or intuition-
based decisions (including “blink
responses” based on minimal information
• Settles for order-of-magnitude estimates
and does not let precision exceed
accuracy
• Sees failure as inevitable and even
desirable (as long as it happens fast / at
low
cost and one learns from it)
• Wins by maintaining flexibility / openness,
and preserving options
Decision Making Biases
Biases Impacting Innovation
Action-Oriented
Overconfidence or Competitor
Neglect
Self Interest
Inappropriate Attachments or
Misaligned Incentives
Pattern Recognition
Confirmation, False Analogies, or
Champion Bias
Stability
Anchoring, Loss Aversion, Sunk Cost
Fallacy, or Status Quo Bias
Social
Groupthink or Sunflower
Management
Accountability in Innovation
Types of Accountability:
Results, Action and Learning
Predicted
outcome?
Good
execution?
Learning
process?
Source: Govindarajan and Trimble, The Other Side of Innovation
Accountability
Serious planning? Clear hypothesis?
Team understanding?Improving predictions?
Reacting fast?Facing facts?
Low spend high learn?Evidence of learning?
Critical unknowns clear?
“We now accept the fact that learning is a
lifelong process of keeping abreast of
change. And the most pressing task is to
teach people how to learn.”
Peter F. Drucker
An Inherent Tension
the challenge of the performance engine
IDEAS
are only the
beginning
IBM INNOVATION MAN
INNOVATION
=
IDEAS
+
EXECUTION
But there is a problem...
Companies are built for efficiency, not innovation...
AARPUHC_Frost&Sullivan_2015
“Landing zones”
Identifying and recruiting
“When it comes to embracing a new idea,
most will demur unless you can pack a
parachute that will allow them to jump safely
from their [way of doing things] to yours.”
Source: Whitney Johnson, “Make Your Innovative Idea Seem Less Terrifying”, HBR Blog
7 HINTS FOR
SELLING IDEAS
Source: Rosabeth Moss Kanter, “Seven Hints for Selling Ideas”, HBR Blog
Seek many inputs
#1
Do Your Homework
#2
Make the rounds
#3
See Critics in Private and Hear Them Out
#4
Make the Benefits Clear
#5
Be Specific
#6
Show That You Can Deliver
#7
Advocacy
Equipping others to promote on your behalf
Become a champion
What
Find 2-3 meetings to present
our work to an audience
When
Between now and
when we next meet
Why
It will help us to socialize the
learning and neutralize the critics.
It will help us identify “landing
zones”.
How
We will prepare you with
stories and statistics.
You will let us know the feedback
you are receiving – both good and
bad.
Rose, Thorn, Bud experiment
ROSE (beautiful bloom, great smell):
Positive or ‘bright spots’. What are the positive or bright
spots?
THORN (finger prick, ouch!):
Negative or pain points/problematic. What should we be concerned
about?
BUD (new life): Having potential
What are new opportunities, goals, or insights?
A technique used to gather feedback, help us understand and then take
action.
Facilitating execution
Remove the roadblocks
and create a path for
execution
What When
Throughout the investment
decision-making process
especially
as we approach development
and execution
There are deep and
fundamental conflicts
between innovation and
ongoing
operations and execution
needs to be facilitated by
leadership.
Business owners should be
participating in
experimentation and
business case
development to enable
Why How
Serve as a champion...
Understand how decisions
will be made and how
resources
will be made available for the
investment decisions.
Prepare business owner in
both capacity and capability
Co-creation exercise
We used prototypes and engaged our steering committee in a co-
creation
to understand their needs and make the materials most effective.
AARPUHC_Frost&Sullivan_2015
AARPUHC_Frost&Sullivan_2015
Questions?
Continue the Conversation
Marla
mhetzel@aarp.org
Marla J Hetzel
(LinkedIn)
@hetzelmj
Jennifer
jennifer_draklellis@uhc.co
m
Jennifer Draklellis
(LinkedIn)
@jdraklellis

More Related Content

What's hot

Reading the psychological literature: what you need to know and what you can ...
Reading the psychological literature: what you need to know and what you can ...Reading the psychological literature: what you need to know and what you can ...
Reading the psychological literature: what you need to know and what you can ...CharityComms
 
Agile camp2016 leadingothers
Agile camp2016 leadingothersAgile camp2016 leadingothers
Agile camp2016 leadingothersErin Bolk
 
Economic Uncertainty by RAM CHARAN Book summary
Economic Uncertainty by RAM CHARAN Book summaryEconomic Uncertainty by RAM CHARAN Book summary
Economic Uncertainty by RAM CHARAN Book summaryDr. N. Asokan
 
Moving Your Organisation to Web Standards
Moving Your Organisation to Web StandardsMoving Your Organisation to Web Standards
Moving Your Organisation to Web StandardsWeb Directions
 
Thinking strategically
Thinking strategicallyThinking strategically
Thinking strategicallyKira Greer
 
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...Kurt Nelson, PhD
 
11 Qualities of Leadership For the New Year
11 Qualities of Leadership For the New Year11 Qualities of Leadership For the New Year
11 Qualities of Leadership For the New YearAnnWhittaker
 
2013-10-14 Strengths-Based Development Watercooler
2013-10-14 Strengths-Based Development Watercooler2013-10-14 Strengths-Based Development Watercooler
2013-10-14 Strengths-Based Development WatercoolerKara Hodges
 
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of Failure
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of FailureOlivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of Failure
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of FailureOliviaLiddell
 
Effective Meetings & Time Management
Effective Meetings &  Time ManagementEffective Meetings &  Time Management
Effective Meetings & Time ManagementForrest Lymburner
 
Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
 
Managing Change
Managing ChangeManaging Change
Managing ChangeTargetX
 
Strengths
StrengthsStrengths
Strengthsdigenti
 
The Innovator’s Method
The Innovator’s MethodThe Innovator’s Method
The Innovator’s MethodShiv Shivakumar
 
How to assemble a winning team
How to assemble a winning teamHow to assemble a winning team
How to assemble a winning teamMarko203731
 

What's hot (20)

Influencer
InfluencerInfluencer
Influencer
 
Fce gse-224 3
Fce gse-224 3Fce gse-224 3
Fce gse-224 3
 
Creativity + innovation
Creativity + innovationCreativity + innovation
Creativity + innovation
 
Reading the psychological literature: what you need to know and what you can ...
Reading the psychological literature: what you need to know and what you can ...Reading the psychological literature: what you need to know and what you can ...
Reading the psychological literature: what you need to know and what you can ...
 
SCARF Augmented Stakeholder Analysis
SCARF Augmented Stakeholder Analysis SCARF Augmented Stakeholder Analysis
SCARF Augmented Stakeholder Analysis
 
Agile camp2016 leadingothers
Agile camp2016 leadingothersAgile camp2016 leadingothers
Agile camp2016 leadingothers
 
Economic Uncertainty by RAM CHARAN Book summary
Economic Uncertainty by RAM CHARAN Book summaryEconomic Uncertainty by RAM CHARAN Book summary
Economic Uncertainty by RAM CHARAN Book summary
 
Moving Your Organisation to Web Standards
Moving Your Organisation to Web StandardsMoving Your Organisation to Web Standards
Moving Your Organisation to Web Standards
 
Thinking strategically
Thinking strategicallyThinking strategically
Thinking strategically
 
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
 
11 Qualities of Leadership For the New Year
11 Qualities of Leadership For the New Year11 Qualities of Leadership For the New Year
11 Qualities of Leadership For the New Year
 
2013-10-14 Strengths-Based Development Watercooler
2013-10-14 Strengths-Based Development Watercooler2013-10-14 Strengths-Based Development Watercooler
2013-10-14 Strengths-Based Development Watercooler
 
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of Failure
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of FailureOlivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of Failure
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of Failure
 
Effective Meetings & Time Management
Effective Meetings &  Time ManagementEffective Meetings &  Time Management
Effective Meetings & Time Management
 
The SCARF Model
The SCARF ModelThe SCARF Model
The SCARF Model
 
Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration
 
Managing Change
Managing ChangeManaging Change
Managing Change
 
Strengths
StrengthsStrengths
Strengths
 
The Innovator’s Method
The Innovator’s MethodThe Innovator’s Method
The Innovator’s Method
 
How to assemble a winning team
How to assemble a winning teamHow to assemble a winning team
How to assemble a winning team
 

Similar to AARPUHC_Frost&Sullivan_2015

The next stages of your journey to agile performance management
The next stages of your journey to agile performance managementThe next stages of your journey to agile performance management
The next stages of your journey to agile performance managementDavid Perks
 
Success factors to lead the team
Success factors to lead the teamSuccess factors to lead the team
Success factors to lead the teamChanti Academy
 
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...JIGAR UNDAVIA
 
Diversity of Thought - What it is and how do you implement it as a diversity ...
Diversity of Thought - What it is and how do you implement it as a diversity ...Diversity of Thought - What it is and how do you implement it as a diversity ...
Diversity of Thought - What it is and how do you implement it as a diversity ...Career Communications Group
 
Identifying winning products
Identifying winning productsIdentifying winning products
Identifying winning productsLocus Research
 
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...
Madinah institute   Webinar 'The Wisdom Chronicles - Competing to Win' A book...Madinah institute   Webinar 'The Wisdom Chronicles - Competing to Win' A book...
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...Dr. Ted Marra
 
Peer Ed Training
Peer Ed TrainingPeer Ed Training
Peer Ed Trainingelavolet
 
Impact support for research administrators
Impact support for research administratorsImpact support for research administrators
Impact support for research administratorsEsther De Smet
 
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitBrand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
 
Business Agility and Organisational Learning
Business Agility and Organisational LearningBusiness Agility and Organisational Learning
Business Agility and Organisational LearningShoaib Shaukat
 
Implementation Model
Implementation ModelImplementation Model
Implementation ModelShakilKassam1
 
Total Employee Involvement
Total Employee InvolvementTotal Employee Involvement
Total Employee Involvementbuchun14
 
Friction-Free Transformation
Friction-Free TransformationFriction-Free Transformation
Friction-Free TransformationDerek Wenmoth
 
TrainingIndustryInnovationArticle-Mandel-Summer2015
TrainingIndustryInnovationArticle-Mandel-Summer2015TrainingIndustryInnovationArticle-Mandel-Summer2015
TrainingIndustryInnovationArticle-Mandel-Summer2015Beth Boone
 

Similar to AARPUHC_Frost&Sullivan_2015 (20)

The next stages of your journey to agile performance management
The next stages of your journey to agile performance managementThe next stages of your journey to agile performance management
The next stages of your journey to agile performance management
 
sofskills by guetchu short
sofskills by guetchu shortsofskills by guetchu short
sofskills by guetchu short
 
Innovation culture
Innovation cultureInnovation culture
Innovation culture
 
Pat Reed, Agile Australia Presentation 2018
Pat Reed, Agile Australia Presentation 2018Pat Reed, Agile Australia Presentation 2018
Pat Reed, Agile Australia Presentation 2018
 
Success factors to lead the team
Success factors to lead the teamSuccess factors to lead the team
Success factors to lead the team
 
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
 
Diversity of Thought - What it is and how do you implement it as a diversity ...
Diversity of Thought - What it is and how do you implement it as a diversity ...Diversity of Thought - What it is and how do you implement it as a diversity ...
Diversity of Thought - What it is and how do you implement it as a diversity ...
 
Identifying winning products
Identifying winning productsIdentifying winning products
Identifying winning products
 
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...
Madinah institute   Webinar 'The Wisdom Chronicles - Competing to Win' A book...Madinah institute   Webinar 'The Wisdom Chronicles - Competing to Win' A book...
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...
 
Peer Ed Training
Peer Ed TrainingPeer Ed Training
Peer Ed Training
 
Impact support for research administrators
Impact support for research administratorsImpact support for research administrators
Impact support for research administrators
 
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitBrand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
 
Business Agility and Organisational Learning
Business Agility and Organisational LearningBusiness Agility and Organisational Learning
Business Agility and Organisational Learning
 
Leading change_Change Ready
Leading change_Change Ready Leading change_Change Ready
Leading change_Change Ready
 
Implementation Model
Implementation ModelImplementation Model
Implementation Model
 
Total Employee Involvement
Total Employee InvolvementTotal Employee Involvement
Total Employee Involvement
 
Total Employee Involvement
Total Employee InvolvementTotal Employee Involvement
Total Employee Involvement
 
Friction-Free Transformation
Friction-Free TransformationFriction-Free Transformation
Friction-Free Transformation
 
Internal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to BatInternal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to Bat
 
TrainingIndustryInnovationArticle-Mandel-Summer2015
TrainingIndustryInnovationArticle-Mandel-Summer2015TrainingIndustryInnovationArticle-Mandel-Summer2015
TrainingIndustryInnovationArticle-Mandel-Summer2015
 

AARPUHC_Frost&Sullivan_2015

  • 1. Overcoming the Fear Factor Breaking Down Customer-Facing Organizational Silos for Product Strategy Excellence
  • 2. Top 3 takeaways for participants Learn how to identify and recruit potential ‘landing zones’ for your ideas Build evidence to reduce risk and gain buy-in Learn best practices for equipping others to promote on your behalf
  • 3. Marla Hetzel Director of Innovation at AARP Services Inc “I can’t go back to yesterday because I was a different person then.” Lewis Carroll, Alice in Wonderland
  • 4. “Well behaved women rarely make history.” Laurel Thatcher Ulrich Jennifer Draklellis Director of Innovation at UnitedHealthcare
  • 5. A story of innovation
  • 6. The Problem • AARP and UnitedHealthcare • Sought growth through innovative products and services • Limited market impact
  • 7. Becoming innovative = HARD Why aren’t we better at innovation?
  • 8. Achieve Impact Develop We became the student and the teacher Brand trust. Advocacy. Expertise and Knowledge of 50+ consumer and issue area. Data and clinical expertise and knowledge. Health care delivery. Technology. UHG 50+ Consumer Growth & retention Capabilities of organizations SHARED CAPABILITIES PERSPECTIVE ACTIONABLE, SHARED PURPOSE VISION FOR INNOVATION VALUE FUND A COLLABORATIVE innovation effort between ASI and UHG established to make healthcare better by leveraging shared organizational capabilities and aligning with strategic objectives to create actionable concepts in a limited number of important focus areas that transition to business owners. AARP/ASI
  • 10. Operator • Is uncomfortable with uncertainty, ambiguity and risk • Is able to make data-driven and analytical decisions • Works hard to be both accurate and precise • Works to avoid failure and reduce errors to zero • Wins by reducing variability and executing to plan
  • 11. Innovator • Is comfortable with uncertainty, ambiguity and risk • Is able to make analytical or intuition- based decisions (including “blink responses” based on minimal information • Settles for order-of-magnitude estimates and does not let precision exceed accuracy • Sees failure as inevitable and even desirable (as long as it happens fast / at low cost and one learns from it) • Wins by maintaining flexibility / openness, and preserving options
  • 13. Biases Impacting Innovation Action-Oriented Overconfidence or Competitor Neglect Self Interest Inappropriate Attachments or Misaligned Incentives Pattern Recognition Confirmation, False Analogies, or Champion Bias Stability Anchoring, Loss Aversion, Sunk Cost Fallacy, or Status Quo Bias Social Groupthink or Sunflower Management
  • 15. Types of Accountability: Results, Action and Learning Predicted outcome? Good execution? Learning process? Source: Govindarajan and Trimble, The Other Side of Innovation
  • 16. Accountability Serious planning? Clear hypothesis? Team understanding?Improving predictions? Reacting fast?Facing facts? Low spend high learn?Evidence of learning? Critical unknowns clear?
  • 17. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” Peter F. Drucker
  • 18. An Inherent Tension the challenge of the performance engine
  • 22. But there is a problem... Companies are built for efficiency, not innovation...
  • 25. “When it comes to embracing a new idea, most will demur unless you can pack a parachute that will allow them to jump safely from their [way of doing things] to yours.” Source: Whitney Johnson, “Make Your Innovative Idea Seem Less Terrifying”, HBR Blog
  • 26. 7 HINTS FOR SELLING IDEAS Source: Rosabeth Moss Kanter, “Seven Hints for Selling Ideas”, HBR Blog
  • 30. See Critics in Private and Hear Them Out #4
  • 31. Make the Benefits Clear #5
  • 33. Show That You Can Deliver #7
  • 34. Advocacy Equipping others to promote on your behalf
  • 36. What Find 2-3 meetings to present our work to an audience When Between now and when we next meet
  • 37. Why It will help us to socialize the learning and neutralize the critics. It will help us identify “landing zones”. How We will prepare you with stories and statistics. You will let us know the feedback you are receiving – both good and bad.
  • 38. Rose, Thorn, Bud experiment ROSE (beautiful bloom, great smell): Positive or ‘bright spots’. What are the positive or bright spots? THORN (finger prick, ouch!): Negative or pain points/problematic. What should we be concerned about? BUD (new life): Having potential What are new opportunities, goals, or insights? A technique used to gather feedback, help us understand and then take action.
  • 40. Remove the roadblocks and create a path for execution What When Throughout the investment decision-making process especially as we approach development and execution
  • 41. There are deep and fundamental conflicts between innovation and ongoing operations and execution needs to be facilitated by leadership. Business owners should be participating in experimentation and business case development to enable Why How Serve as a champion... Understand how decisions will be made and how resources will be made available for the investment decisions. Prepare business owner in both capacity and capability
  • 42. Co-creation exercise We used prototypes and engaged our steering committee in a co- creation to understand their needs and make the materials most effective.
  • 46. Continue the Conversation Marla mhetzel@aarp.org Marla J Hetzel (LinkedIn) @hetzelmj Jennifer jennifer_draklellis@uhc.co m Jennifer Draklellis (LinkedIn) @jdraklellis