1. UKSG 2012
Ruth Wells
Ideas Architecture

2. The Plasticine
Garden that
James May put
in the Chelsea
Flower Show?

4. “Innovation is the
meeting point of
insight and
invention”

5. All these
ideas came
from some
kind of
innovation
process

6. 1. How much time do you fit into your
day just to play, experiment and
think?
2. Is play a valuable use of your time
at work?
3. What value do you think the time
to create would have for your team?

7. http://www.youtube.com/watch?v=NugRZGDbPFU&feature=related

8.  Most innovation comes from a series of
collaborations.
 Giving time and space to your teams to
enable this encourages ideas.
 Create a culture where discussion and
ideas exchange is welcome.

9.  Concise company vision and mission
 Understanding of the organisational values
 Strategic goals agreed and aligned
 Clear business objectives articulated and
communicated
 Understanding of the need for project
planning and resourcing
 Buy in from the organisational leaders

10. CEO
Senior Senior
Management Management
Employee Employee Employee
Go Innovate!!

11.  Offsiteworkshops
 Creativity areas for discussion
 Allowing an hour a day of experimentation
 Regular focus groups
 Cross-functional working parties
 Routes to feedback ideas
 Response to ideas and progress reports

12.  Imagine you are at an offsite day tasked
with coming up with as many solutions as
possible.
 How would you structure the day?
 What seating arrangements would you
request?
 Who would you invite?
 How would you capture the results?
 What happens next?

13.  Topic Driven Agenda
 Key Word Focus for Each Group
 Layout and Seating Arrangements
 Teamwork
 Challenge
 Facilitation and Energy
 Leadership and Liberation
 Recording and Acting on Outcome

14.  Encouragement
 Lead by Example
 Create Space for Discussion
 Actively Feedback on Ideas
 Direct not Control
 Accept Potential to Succeed or Fail
 Provide Resources

15. Have we got the right people
in the right places for the right
amount of time?
Do we have the right skills?
How do we know?
Do we have an innovation
culture?

16. Fail Fast and Frequently
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2266

17. How would you enable a
nimble, scalable method of
disseminating research from
unpublished authors and
offering a selection of
publishing, marketing and
related media services?

18.  Write the topic down which you want to
discuss
 Give index cards to each player and ask
them to silently write their ideas
 Pass the index card to the next person
 Ask the player to read the card and use it
as “idea stimulation” and write more ideas
 Continue then collect the cards

19.  An Idea is a creative response to a
problem without a solution.
 Ideas are rarely unique as others have
often developed something similar. Your
job is to take it to the next level!
 Radical ideas can be like gambling, what
you may want to do is focus on the
small, incremental ideas.
 Use a common set of evaluation criteria.

20. Year 3
Year 2
Year 1

21.  Cost of Delivery + Cost to Maintain = Total
Cost of Ownership
 Revenue Potential – Total Cost of
Ownership = Total Return on Investment
 Qualitative Measures of Return
 Efficiency Savings
 External and Internal Image
 Maintaining Competitiveness

22.  Rapid Prototyping
 Selection Process
 Change Board
 Implementation Cycle
 Resources
 Timing
 Scoring System

23.  Stage 1 – Filter Ideas in terms of potential
value using the business case
 Stage 2 – Research the idea in more detail
to refine the costs, risks and value to the
specific organisation
 Stage 3 – Develop the concept
 Stage 4 – Provide ongoing support or
decide to abandon the idea

24. Idea Idea
2 1
Idea
3
Idea 1 !

25. Fluid Phase
- Explosion of designs
- Era of Radical Product Innovation
Transitional Phase
- Standardisation of design
- Emergence of Process Innovation
Specific Phase
- Contraction of Competitors
- Era of Incremental Innovation

26. Portfolio Projects
Operations
Strategy
Initiation Planning Executing Monitoring Closing
Project Governance

27.  Highly Efficient Delivery
 Understanding Cost Accrual
 Allocation of Resources
 Backfilling Roles
 Preventing Scope Creep
 Handover to Operations
 Lifecycle of Product
 Development Roadmap

28.  Integration of New System with Existing
Systems
 Alignment of Data Flows
 Marketing Presence Internal and External
 Launch Planning within the Organisation

29.  Define your process and strategy first
 Define what innovation means to your
organisation
 Are you pro or anti risk? Do no harm.
 Prototyping can avoid technical ambiguity
quickly
 Hone your skills at predicting failure
 Look at innovation as an integral part of
your whole business

30.  Steve Kitowski – Sheridan Technology Lab
 Steve Johnson – Where do good ideas
come from
 Making Sense of Change Management –
Cameron & Green
 Innovation Management & New Product
Development – Trott
 Gamestorming – Gray, Brown, Macanufo

31. Ruth Wells
ruthwellsconsulting@gmail.com