OXFAM CPDLT

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Seminar for Oxfam leadership team on breakthrough social innovation and breakthrough leadership.

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OXFAM CPDLT

  1. 1. @NICKWECREATESWITCH ONCREATE RADICALLY BETTER FUTURES THROUGHBREAKTHROUGH INNOVATION & BREAKTHROUGHLEADERSHIPNICK JANKEL, WECREATEOXFAMMARCH 2012
  2. 2. WHAT ATTRACTS YOU MOST TO THISSESSION?HOW DOES THIS TOPIC CONNECT WITHYOUR GOALS & AMBITIONS?
  3. 3. CREATINGA RADICALLY BETTER FUTURE
  4. 4. BREAKTHROUGHMARKETINGINNOVATION
  5. 5. BREAKTHROUGHINNOVATIONLEADERSHIPCULTURE
  6. 6. LEARNINGTWO WAYS
  7. 7. WARNINGNOTHING IN HERE IS ‘TRUE’IT IS JUST ‘OPINION’
  8. 8. WHATDO YOU SEE?
  9. 9. Problem
  10. 10. 6 BILLIONDOLLAR COMPANY
  11. 11. Problem
  12. 12. BreakthroughOpportunity
  13. 13. 4 PRISONS(AND A POP UP SHOP)
  14. 14. Problem
  15. 15. BreakthroughOpportunity
  16. 16. “If I had not been in prison I would nothave been able to achieve the mostdifficult task in life, and that is changingyourself... Prison itself is a tremendouseducation in the need for patience andperseverance. It is above all a test ofones commitment.”NELSON MANDELA
  17. 17. Switched on leaders are eitherdelusional or visionary. Eitherway, they see something no-one else can see.
  18. 18. INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO OPPORTUNITIESAND SEIZING THEM BRILLIANTLY
  19. 19. INNOVATION IS IN OUR DNA AND MAKES US HUMAN
  20. 20. HUMANSPROBLEM-SOLVING ORGANISMS
  21. 21. 5 MILLENNIA100 WATTS / DAY + 10 TOOLS 1010,000 WATTS / DAY + 10 TOOLS
  22. 22. EVERYTHINGWE NEED TO COLLABORATIVELY INNOVATE ARADICALLY BETTER FUTURE IS INSIDE US ANDOUR NETWORK
  23. 23. SEEDSOF THE OPPORTUNITY ARE ALWAYS LYINGDORMANT IN THE PROBLEM
  24. 24. SWITCH ONREWIRE OUR MINDS, TEAMS & ORGS TO FINDTHE OPPORTUNITY IN THE PROBLEMAND INNOVATE NO MATTER WHAT THE WORLDTHROWS AT US
  25. 25. INCREMENTALEVOLUTIONARY
  26. 26. BREAKTHROUGHDISRUPTIVE
  27. 27. WHAT IS A BREAKTHROUGH INNOVATION INYOUR WORLD?
  28. 28. BREAKTHROUGHINNOVATIONS
  29. 29. DESTABILISESTATUS QUO
  30. 30. CREATEA RADICALLY BETTER FUTURE
  31. 31. “You can never changethings by fighting theexisting reality. To changesomething, build a newmodel that makes theexisting model obsolete.”BUCKMINSTER FULLER
  32. 32. COREBUSINESS DRIVEN BY OLD MARKET
  33. 33. VESTEDINTERESTS MAINTAIN STATUS QUO
  34. 34. INNOVATOR’SDILEMMA
  35. 35. “The innovators dilemma [is]that good companies oftenbegin their descent into failureby aggressively investing inthe products and services thattheir most profitablecustomers want.”CLAYTON CHRISTENSEN
  36. 36. FAILURE
  37. 37. 70%RE OFFENDING RATE
  38. 38. SOCIAL& ECONOMIC COSTS TO SOCIETY
  39. 39. WHY?
  40. 40. SOLUTIONLOCK PEOPLE UP FOR NON-VIOLENTOFFENSESTEACH THEM TO BE BETTER ‘CRIMINALS’DISEMPOWER THEM AS INDIVIDUALS &CITIZENS
  41. 41. REFORMDOOMED TO FAILURE
  42. 42. FINISH THESE SENTENCES...
  43. 43. MODELSALL ARE PREMISED ON ASSUMPTIONS
  44. 44. STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  45. 45. ASSUMPTIONSHELP WITH SURVIVING
  46. 46. PREVENTUS THRIVING
  47. 47. ASSUMPTIONSSHAPE OUR SUCCESS AND DELINEATE OURFAILURE
  48. 48. EASY...?IF IT WAS, EVERYONE WOULD BE DOING IT!
  49. 49. ASSUMPTIONPRISONERS ARE THERE TO BE PUNISHED ANDCONTROLLEDMENIAL WORK IS ALL THEY ARE GOOD FORINVESTING IN THEIR TALENTS IS A WASTE OFTIME AS THEY ARE #$%^&
  50. 50. SWITCH!
  51. 51. ASSUMPTIONPRISONERS ARE THERE TO BE LEARN AND BEHEALEDTHEY CAN CONTRIBUTE TO MEANINGFUL WORKINVESTING IN THEIR TALENTS IS A PRIMARYWAY TO STOP THEM REOFFENDING
  52. 52. SOLUTIONA PRISONERS-RUN FINE DINING RESTAURANTTHAT PREPARES THEM FOR THE RIGOROUSDEMANDS OF REAL-WORLD CATERINGINDUSTRY AND GETS THEM INTO JOBS THATPREVENTS THEM RETURNING
  53. 53. IMPACT150 GRADUATES25% NEVER HAD A JOB70% TO 20% REOFFENDING12,000 VISITORS£64 MILLION SAVING
  54. 54. BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVERBY SWITCHING THE ASSUMPTIONS THATDRIVE THE SPACE
  55. 55. SURFACEASSUMPTIONS, BIASES, BELIEFS
  56. 56. SWITCHTHEM INTO NEW INSIGHTS
  57. 57. “Problems cannot besolved by the samelevel of consciousnessthat created them.”ALBERT EINSTEIN
  58. 58. SHARE AN ASSUMPTION THAT NO LONGERSERVES YOU
  59. 59. The Breakthrough Switch Breakthrough Problem Opportunity What is the What kind of headline ideas problem, in human could seize this opportunity ? terms? Conventional Breakthrough Proposition Proposition What is the current proposition What proposition [programme offer, [programme offer, policy idea, policy idea, campaign message,campaign message, impact model, impact model, org process] that org process] that leads to this emerges from this insight? problem? Assumptions Breakthrough Insights What do we have to believe to What is a more insightful, generate and validate this future-positive belief? proposition? © wecreate 2012
  60. 60. 1 CHILD DIESEVERY 5 SECONDS FROM HUNGER-RELATED CAUSES
  61. 61. Poverty Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Children in Bangladeshs rural areas are not getting enough ShoktiDoi: The power nutrients to survive. yoghurt. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Locals contribute raw materials (goat’s milk) and resources (workers, sales force). Industry Dry food aid (live food needs redesigns brewing technology to make local, refrigeration). small scale micro-breweries work (removing need for refrigeration). Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? Poor people can be empowered to contributeCommercial solutions are not feasible, scaleable or to a successful win win win with industry.profitable in rural areas. Poor people cannot take Commercial solutions can be redesigned to fit part in a globalised, sustainable economy. BOP realities. © wecreate 2012
  62. 62. THE GLOBALFINANCIAL SYSTEM DRIVES INEQUALITY AND INEQUITY AND ISNOT SUSTAINABLE.
  63. 63. Global Financial System Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? The global financial system drives inequality and inequity and is not The Finance Innovation Lab sustainable. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Profit-driven banks focus on An open, inclusive, non-judgmental generating more wealth for themselves. collaborative organization that incubates big Activists and lobbyists from CSOs must ideas in the space. protest. Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? Many people in financial services are Bankers (etc) are in it for themselves. passionate about changing the system they To change things we have to fight the system. are in, They also know more than anyone else how to do that. © wecreate 2012
  64. 64. WE NEED TO CUTEMISSIONS BY 80% - WHERE DO WE START AND HOW DO WE DO THAT?
  65. 65. Carbon Sustainability Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? We need to cut emissions by 80% - Reamp.org: #100 million, where do we start and how do we 144 orgs, 28 less power- do that? stations... Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Research reports go in depth into Invest in CSOs to come together to develop specific issues allowing policy to be set systemic innovations and strategically and executed based on science / sequence their efforts in effective evidence. collaboration. Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief?Before we act on ‘serious’ issues we need to know Pooling intelligence in real-time we can everything about them. understand systemically key intervention The research report is the gold-standard of points as they emerge in complex, non-linear knowledge. systems. Science gives us ‘truth’. © wecreate 2012
  66. 66. 841. Start by understanding the system you are trying to change.2. Involve both funders and nonprofits as equals from the outset.3. Design for a network, not an organization—and invest in collective infrastructure.4. Cultivate leadership at many levels.5. Create multiple opportunities to connect and communicate.6. Remain adaptive and emergent—and committed to a long-term vision.
  67. 67. THERE ARE NOT ENOUGH RESOURCES TO ALLOCATETREATMENT TO ALL DURING AN EPIDEMIC. MEASLES NEEDS 90% LEVELS TO BE STOPPED
  68. 68. Outbreaks Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? There are not enough resources to allocate treatment to all in an epidemic - measles needs 90% levels to be stopped. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Immunize randomly - sometimes the most susceptible and vulnerable (kids, old people etc) - to prevent reaching the disease threshold. Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? We live in a linear, bell curve world - it’s what the scientists have told us for centuries. © wecreate 2012
  69. 69. Outbreaks Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? There are not enough resources to DeepCure allocate treatment to all in an Targeted Immunization epidemic - measles needs 90% Acquaintance Immunization levels to be stopped. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Immunize randomly - sometimes the Immunize those who are hubs in the network - most susceptible and vulnerable (kids, those with a large number of connections. old people etc) - to prevent reaching the Interview HIV suffers, list who they have slept disease threshold. with... Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? We live in a linear, bell curve world - it’s People live in scale-free, small-world what the scientists have told us for centuries. networks. © wecreate 2012
  70. 70. 90A BILLION PEOPLE DO NOT HAVE CLEAN WATER - CHOLERA EPIDEMICS KILLHUNDREDS OF THOUSANDS
  71. 71. Cholera Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? A billion people do not have clean water - cholera epidemics kill The Folded Sari hundreds of thousands. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? Raise money to buy and deliver Piggy-back on existing equipment and focus equipment (drill boreholes, pumps, investment on empowering and enabling lifestraws) to provide water. More people (with media tools, comms etc) to use it investment needed to maintain in new ways to increase health - virally. technology. Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? Having infrastructure solves problems, Existing equipment can be re-purposed to Money solves problems. solve problems. The people need help. The people need empowerment. . © wecreate 2012
  72. 72. 92
  73. 73. IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  74. 74. Personal Computing Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Everyday people are not buying Think different with a Mac... (and or using computers as much as its ecosystem) they could. Breakthrough Proposition PropositionWhat is the current proposition [product offer, business model, org process] What value proposition [product offer, business model, org process] that leads to this problem? emerges from this insight? We design and sell computers as We design and sell ‘computers’ as creativity productivity maximers - they help maximisers - they help people thrive. businesses win. Assumptions Breakthrough Insight What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? Productivity is the goal of life. Technology Creativity is the goal of life. Technology helps us be more productive cogs in the can help liberate us, empower us and business machine (growing profits, GDP inspire us. etc.) © wecreate 2012
  75. 75. WORK DOWN THE LEFT HAND SIDE WITHYOUR 3 BUSINESS PROBLEMS
  76. 76. The Breakthrough Switch Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Conventional Breakthrough Proposition PropositionWhat is the current proposition [programme offer, policy idea, campaign What proposition [programme offer, policy idea, campaign message, impact message, impact model, org process] that leads to this problem? model, org process] that emerges from this insight? Assumptions Breakthrough Insights What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? © wecreate 2012
  77. 77. INNOVATIONNOT REALLY ABOUT ‘GETTING’ NEW IDEASOR SOLUTIONS
  78. 78. PERMISSIONTO CHALLENGE CONVENTIONAL THINKING
  79. 79. LET GOOF THE OLD IDEAS
  80. 80. ALLOWNEW IDEAS ALREADY IN THE TEAM TO FLOW
  81. 81. WORK UP THE RIGHT HAND SIDE
  82. 82. WHAT DID YOU NOTICE ABOUT EACHBREAKTHROUGH INSIGHT?
  83. 83. EMPOWERINGMovies are abundant so we should Creativity is the goal of be able to choose what to watch life. Technology can helpinstantly, learn from each other’s liberate us, empower ustastes and not be punished for our and inspire us. mistakes. Poor people can be empowered to contribute to a successful win win win with industry that opens up new markets and creates a sustainable economy.
  84. 84. OPENVIEW OF HUMAN NATURE / THE WORLD
  85. 85. STANDFOR SOMETHING
  86. 86. The Breakthrough Switch Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Conventional Breakthrough Proposition PropositionWhat is the current proposition [programme offer, policy idea, campaign What proposition [programme offer, policy idea, campaign message, impact message, impact model, org process] that leads to this problem? model, org process] that emerges from this insight? Assumptions Breakthrough Insights What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? What is a more powerful, liberating and abundant view of human nature / life? © wecreate 2012
  87. 87. WHAT DID YOU NOTICE ABOUT EACHBREAKTHROUGH OPPORTUNITY?
  88. 88. ENABLINGA flexible, simple, enjoyable Locals can contribute raw peer-powered online materials (goat’s milk) and humancommunity where we can all capital (workers, sales force). Wesee, rate and explore movies redesign our brewing technology to together. work at small scale, removing need for refrigeration. We design and sell ‘computers’ as creativity maximisers - they help people thrive.
  89. 89. PURPOSEOF ORGANIZATION
  90. 90. BREAKTHROUGHACCESSIBLEUSABLEENJOYABLE
  91. 91. The Breakthrough Switch Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Conventional Breakthrough Proposition PropositionWhat is the current proposition [programme offer, policy idea, campaign What proposition [programme offer, policy idea, campaign message, impact message, impact model, org process] that leads to this problem? model, org process] that emerges from this insight? What proposition maximises accessibility, usability and enjoyability? Assumptions Breakthrough Insights What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? What is a more powerful, liberating and abundant view of human nature / life? © wecreate 2012
  92. 92. The Breakthrough Switch Breakthrough Problem Opportunity What is the problem, in human terms? What kind of headline ideas could seize this opportunity ? Engagement Conventional Breakthrough Proposition PropositionWhat is the current proposition [programme offer, policy idea, campaign What proposition [programme offer, policy idea, campaign message, impact message, impact model, org process] that leads to this problem? model, org process] that emerges from this insight? Enablement Assumptions Breakthrough Insights What do we have to believe to generate and validate this proposition? What is a more insightful, future-positive belief? Empowerment © wecreate 2012
  93. 93. SEA CHANGEPROFIT TO PURPOSECONTROL TO EMPOWERMENTHIERARCHY TO NETWORKSSURVIVING TO THRIVING
  94. 94. ERAOF MASSIVE CHANGE AT THE HEART OF THEO.S. OF THE WORLD
  95. 95. SWITCHED ONORGS THRIVE IN THE GLOBALISED,NETWORKED, PARTICIPATORY WORLD
  96. 96. “Innovation is a by-product of productiveand engaged networks.”VERNA ALLEE
  97. 97. The Breakthrough Switch Breakthrough Problem Opportunity Breakthrough Proposition Proposition THE SIZE OF THE OPPORTUNITY DEPENDS ON Assumptions HOW DEEP YOU ARE Breakthrough Insight WILLING TO GO TO MAKE THE SWITCH © wecreate 2012
  98. 98. You are only ever one(major) assumption awayfrom a (massive)breakthrough.
  99. 99. SWITCHING ONIS THE KEY TO ALL BREAKTHROUGH
  100. 100. The Breakthrough Process Intentions Engage Intention Executional idea Setting Strategy Concept Sense Making Refine Collaboration Blueprint Design Sense Making Ideation © wecreate 2012
  101. 101. The Breakthrough Story Intentions Call to Action Connection Executional idea Concrete Impact Concept Sense Making Conviction Context Concept Consciousness Conventions Shift © wecreate 2012
  102. 102. The BreakthroughIntervention / Campaign Executional Problem idea Creative Proposition idea Assumptions Strategic idea © wecreate 2012
  103. 103. “Tis true without lying, certain &most true.That which is below is like thatwhich is above & that which isabove is like that which is below.”ISAAC NEWTON
  104. 104. Breakthrough Leadership Intentions Proactivity Problems Executional idea Possibility Concept Sense Making Purpose Patterns Passion Pain Peace © wecreate 2012
  105. 105. Breakthrough Leadership Intentions Proactivity Problems Executional idea Purpose Concept Sense Making Possibility Patterns Passion Pain Peace React, Repress, Retreat, Repeat © wecreate 2012
  106. 106. “All managers must exerciseleadership of the head andhands – otherwise they aremere administrators. Goodmanagers go further andinspire people with the heart –rendering their leadershiptransforming.”JOHN NICHOLLS, INT. JOURNAL OFLEADERSHIP
  107. 107. RISKYTO SWITCH?
  108. 108. HOLDING ONTO THEOLD ASSUMPTIONS IS FAR MOREDANGEROUS THANRISKING NEW ONES
  109. 109. THOUGH IT DOESNOT STOP PEOPLE TRYING
  110. 110. “All power is a trust; weare accountable for itsexercise; that from thepeople, and for thepeople all springs, andall must exist.”BENJAMIN DISRAELI
  111. 111. DESIGNA CULTURE TO CREATE BREAKTHROUGH
  112. 112. OUTCOMESARE CORRELATED TO CULTURE ABOVE ELSE
  113. 113. TENSIONRISK & RETURNCREATIVITY & CONTROLFREEDOM & FUNDING CONSTRAINTS
  114. 114. 10DRIVERSOF OUR NATURAL INNOVATION CAPACITY
  115. 115. 1OPEN UPDESIGN FOR CROSS-POLLINATION, CHANCEENCOUNTERS & DIVERSITY
  116. 116. “That’s the real lesson:Chance favors theconnected mind.”STEVEN JOHNSON
  117. 117. “Ultimately, diversity contributes notjust by adding different perspectivesto the group but also by making iteasier for individuals to say whatthey really think. [...] Independenceof opinion is both a crucial ingredientin collectively wise decisions and oneof the hardest things to keep intact.Because diversity helps preserve thatindependence, it’s hard to have acollectively wise group without it.”JAMES SUROWIECKI
  118. 118. 2CURATEDESIGN SANCTIONED SPACES & PLACES TOCHALLENGE ASSUMPTIONS, MAKECONNECTIONS & CONVENECONVERSATIONS
  119. 119. 3QUESTIONINVITE, EMPOWER & EMBRACE MAVERICKS,INSIDE & OUTSIDE ORG TO QUESTIONEVERYTHING SAFELY & SMARTLY
  120. 120. 4INTENTMAKE SURE EVERYONE KNOWS EXACTLYWHY THEY ARE INNOVATING (TACIT &EXPLICIT)
  121. 121. 5MMMOTIVATEDESIGN (AND RECRUIT) FOR MASTERY,MEANING & MEMBERSHIP
  122. 122. 6THUMBDESIGN HEURISTICS THAT GUIDEBREAKTHROUGH THINKING & ACTION
  123. 123. 7PIGGY BACKMAKE SMALL CHANGES IN EXISTINGMEETINGS, TEMPLATES AND PROCESSES TOSTEER TOWARDS BREAKTHROUGHTHINKING
  124. 124. 8CHECKDESIGN CHECK LISTS THAT EXPECTBREAKTHROUGH THINKING & ACTION
  125. 125. 9LEARNDESIGN WAYS FOR BREAKTHROUGHINNOVATION TO BE CAPTURED, TOLD,SHARED & AMPLIFIED
  126. 126. 10SHIFTBREAKTHROUGH INNOVATION ISBREAKTHROUGH LEADERSHIP (AND VICEVERSA)
  127. 127. “Innovation distinguishesbetween a leader and afollower.”STEVE JOBS
  128. 128. The pioneering Find out morecreative leadership about this and our innovation and & collaboration leadership coaching training at programme www.wecreate.cc
  129. 129. CONNECTNICK@WECREATE.CCWECREATE.CC: TRAINING, COACHING, ORG DESIGNNICKJANKEL.COM: LIFE SWITCHED ON

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