Half day open training event on improving innovation in the workplace held in Mississauga, Ontario.

1. Innovation at work
by Toronto Training and HR
September 2014
1

2. CONTENTS
3-4 Introduction
5-6 Styles of innovation
7-8 A culture of innovation
9-10 Different types of innovator
11-12 Innovative outputs
13-14 Innovative inputs
15-17 Unlocking the potential of social capital in public sector
organizations
18-21 Barriers to innovation in the public sector
22-23 Innovation in a franchise environment
24-25 The client innovation matrix
26-27 Innovating through stealth
28-29 CSR and innovation
30-31 Developing an innovative culture for young people
32-35 Selective revealing
36-37 Crowdsourcing
38-44 Building a co-creation system
45-46 Trade-offs between risk and return
47-48 Perceptual habits of innovators
49-50 Conclusion, summary and questions
2

3. Introduction
3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
4

5. Styles of innovation
5

6. • Customer-driven
innovation
• Vision-driven
innovation
• Involvement-driven
innovation
6
Styles of
innovation

7. A culture of innovation
7

8. • Adaptability
• Consistency
• Involvement
• Mission
8
A culture of
innovation

9. Different types of
innovator
9

10. • Distributed
innovators
• Cautious innovators
• Specialist innovators
• Open innovators
• Managerial
innovators
10
Different types of
innovator

11. Innovative outputs
11

12. • Novel and
genuinely different
• Refining existing
ideas and
exploiting their
value to the
maximum
12
Innovative outputs

13. Innovative inputs
13

14. • Human capital
Firm specific
Client specific
• Social capital
14
Innovative inputs

15. Unlocking the potential of
social capital in public
sector organizations
15

16. • Creation of a
new generation
of public leaders
• Leaders actively
fostering a
climate of trust
and confidence
16
Unlocking the potential
of social capital in
public sector
organizations 1 of 2

17. • From the
beginning, these
leaders visibly
recognizing the
value of both
incremental and
radical forms of
innovation
• Recognize,
develop and
support the
contribution by
HR
17
Unlocking the potential
of social capital in
public sector
organizations 2 of 2

18. Barriers to innovation in
the public sector
18

19. • Public services are
organized in silos
• Evaluation systems
are not designed
to support
innovation
• Users of public
services are rarely
invited to engage
in the innovation
process
19
Barriers to innovation
in the public sector
1 of 3

20. • ‘A fetish for new
shiny stuff’ leads
to inappropriate
allocation of scarce
resources
• Lack of ‘disciplined
systems of
innovation’
• Narrow focus on
financial measures
of value
20
Barriers to innovation
in the public sector
2 of 3

21. • ‘Complexity of
being required to
meet multiple and
competing social
and political
objectives
21
Barriers to innovation
in the public sector
3 of 3

22. Innovation in a franchise
environment
22

23. Drivers
• Entrepreneurship
• Knowledge
management
• Management
professionalism
• Relationship
management
23
Innovation in
a franchise
environment

24. The client innovation
matrix
24

25. 25
The client innovation
matrix
Explore-regenerate
Shared control
Explore-reinvent
Client control
Exploit-refresh
Shared control
Exploit-reuse
Client control

26. Innovating through
stealth
26

27. • Stealth sponsors
• Stealth testing
• Stealth resourcing
• Stealth branding
27
Innovating through
stealth

28. CSR and innovation
28

29. • What is CSR?
• Organization A
• Organization B
• Organization C
• Organization D
• Organization E
• Organization F
• Organization G
29
CSR and innovation

30. Developing an innovative
culture for young people
30

31. • Where young
people want to
work
• Where young
people are most
satisfied
• What is the
purpose of
business?
31
Developing an
innovative culture for
young people

32. Selective revealing
32

33. • Definition of
selective revealing
• Most crucial
resources needed
for innovative
success
• Solution revealing
• Improved
collaboration
• Conditions where
traditional
collaboration
mechanisms fail 33
Selective revealing
1 of 3

34. • Overcoming
partnering
uncertainty,
coordination costs
and unwillingness to
collaborate
• Indirect benefits
• Internal and external
drivers
34
Selective revealing
2 of 3

35. • Selective revealing
strategies
• Issue spreading
• Agenda shaping
• Product enhancing
• Niche creating
35
Selective revealing
3 of 3

36. Crowdsourcing
36

37. • Contests
• Collaborative
communities
• Complementors
• Labour markets
37
Crowdsourcing

38. Building a co-creation
system
38

39. • What community of
individuals from
inside the company
and across external
stakeholders do we
need to connect to
solve this problem?
39
Building a co-creation
system 1 of 6

40. • What platform
(physical or digital
forum) does this
community need to
start connecting in
new ways?
40
Building a co-creation
system 2 of 6

41. • What new
interactions will
community
members want to
engage in on the
platform to design
a solution?
• What valuable
professional
experiences will
the members get
out of these
interactions? 41
Building a co-creation
system 3 of 6

42. • What value will this
new set of
experiences
generate for our firm
and for the other
organizations
involved, creating a
win for all parties?
42
Building a co-creation
system 4 of 6

43. Steps involved
• Identify a large
problem which the
organization
cannot solve alone
• Develop
hypotheses about
the internal and
external
stakeholders that
could help tackle
the problem (4-6
weeks) 43
Building a co-creation
system 5 of 6

44. Steps involved
(cont.)
• Conduct
experiments to
test the
hypotheses (6-18
months)
• Continuously
generate new
insights from the
data
44
Building a co-creation
system 6 of 6

45. Trade-offs between risk
and return
45

46. • Recognize the
need for a
model
• Acknowledge
the model’s
limitations
• Expect the
unexpected
• Understand
use and user
• Check the
infrastructure
46
Trade-offs between
risk and return

47. Perceptual habits of
innovators
47

48. • Unchallenged
orthodoxies
• Underappreciated
trends
• Underleveraged
competencies and
assets
• Unarticulated
needs
48
Perceptual habits of
innovators

49. Conclusion, summary and
questions
49

50. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
50