A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with. But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs. Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to: • Identify the root of change resistance in our organizations • Identify and capitalize on existing networks • Apply BA and OCM best practices to create an environment for innovation.

1. Innovation is Not for Lone Rangers
Doug Jackson, CBAP and
Paula Pierce, PMP, HCS, BMC
03/06/2014
11 Canal Center Plaza, Alexandria, VA 22314
T 800.663.7138
F 703.684.5189
www.robbinsgioia.com

2. Agenda & Objectives
• Innovation Defined
• Application through Innovation
Networks
• Innovation Case Study
• Bringing Innovation to Life
• Understanding Culture
• Creating the Framework Right for
Your Organization
• Preparing for and Managing Change
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Learning
Objectives
1. Apply BA and OCM
best practices to
create an
environment for
innovation
2. Identify and
capitalize on
existing networks
3. Identify the root of
change resistance
in your
organizations
Confidential and Proprietary ©2014 Robbins-Gioia, LLC and Peridona Strategies LLC

3. WSJ - MIT Sloan Management Findings on
Innovation
So how can we create a
network for innovation?
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4. Key Innovation Barriers
1. Problems in Communications - Geography, politics,
just not knowing that a group who can contribute exists
in your organization. However, the main communication
problem is a failure to plan for how constructive
interactions can take place
2. Bad Gatekeepers – Key individuals who filter ideas and
new concepts, who are unwilling to back them for
reasons that are not valid
3. Insularity – Contributors to the innovation are too
isolated to work in a constructive way to innovate.
Isolation may be geographical, contractual, or a
difference in paradigm
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5. Key Aspects of Creating a Innovation Network
1. Get the right people talking
2. Rapidly test and refine ideas
3. Think twice about leadership
4. Make collaboration easy
5. Consider energy
These related articles from MIT Sloan Management Review can be accessed online
The New Principles of a Swarm Business
By Peter Gloor and Scott Cooper (Spring 2007)
In every large company, groups of creative individuals self-organize to explore and
develop ideas that they care deeply about.
http://sloanreview.mit.edu/smr/issue/2007/spring/12/
Are You Networked for Successful Innovation?
By Polly Rizova (Spring 2006)
To investigate how companies can best manage their efforts to innovate, the author
conducted an in-depth study of six R&D projects at the laboratory of a Fortune 500
corporation and found that highly successful R&D projects have four crucial factors
that reinforce each other. http://sloanreview.mit.edu/smr/issue/2006/spring/10/
Using Supplier Networks To Learn Faster
By Jeffrey H. Dyer and Nile W. Hatch (Spring 2004)
Many companies keep their suppliers and partners at arm's length, zealously
guarding internal knowledge. Toyota Motor Corp., however, embraces its suppliers
and encourages knowledge sharing through established networks.
http://sloanreview.mit.edu/smr/issue/2004/spring/11/
Don't Just Relate -- Collaborate
By Mohanbir Sawhney (Spring 2002)
Collaborative innovation occurs when companies tap into user expertise and
integrate it into the business's new-product development process.
http://sloanreview.mit.edu/smr/issue/2002/spring/11/
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6. Partners In Innovation – Case Study
Situation:
• A very large commercial financial institution serving defense employees, veterans
and their families was looking for new ways to increase “revenue lift” on their
consumer loan portfolio
• Defense employees are showing increasing interest in getting loans for late model
vehicles
• With the age of the internet, veterans were increasingly buying more vehicles off
the internet, wanting to have them ready to drive when they get back from their
tour of duty
Customer Problems:
• Often the buyer would get a vehicle that was prone to problems that were not
disclosed
• To buy extended warranty insurance, the customer would need to go through a
dealer and pay a very high premium for the insurance product
Innovation Opportunity: Find a way to provide insurance with a car loan
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7. Getting the Right People Talking
The scope of the effort was depicted in a model
with the innovation opportunity at the top and a
listing of all of the team who might be involved
listed along the left side.
To set up the network:
• Leadership purposefully adopted a “there must
be a way” mentality praising creative thinking
• Participants who had a role were selected on
their backgrounds, informal connections and
chemistry rather than their job title
• Partner (insurance provider) were part of the
innovation team – introduced during a face to
face teaming session.
• Role of team members set up around the part of
the challenge they needed to address rather
than requirements they can give (focus on “what
could be”)
• The sessions were designed to be fun and
informal
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8. Rapidly Test & Refine Ideas
The concept was high level and the test was to
understand how to make it work. Two tools where
used:
1. The concept of a user story but a very high
level to develop scenarios that we need to
consider
2. Process models starting with a “to-be” state,
breaking down innovation challenges for team
members.
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9. The Results from the Case Study
• Perceived problems were creatively addressed early – this
kept the energy of the team high
• The vendor model was replaced with a partner model,
mitigating risks and increasing constructive collaboration
throughout the product development (win-win)
• The business case was optimized for realistic goals
• A program that had failed two years earlier, was set up for
success much faster than other projects of its size and
scope
• The innovation opportunity contributed to the goals of the
organization (revenue lift)
Key Benefit for Business Analysts: Innovation was a career builder for BAs
in each of these examples. Why? Because executives value the intangible
value of translating ideas into outcomes.
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10. Bringing Innovation to Life
Understanding the Culture
Defining the Innovation Framework
Preparing for and Managing Change
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11. Understanding Organizational Culture
Organizational culture is an evolutionary pattern of employee assumptions,
beliefs, thoughts and feelings about how to be successful in the organization.
• Visible & feelable
structures & processes
• Observed behavior
• Ideals, goals, espoused values
& aspirations
• Ideologies
• Rationalizations
• Unconscious, taken-for-granted
beliefs and values
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12. Innovation Framework
Facilities
Recognition &
Rewards
Proclamations
Organizational
Innovation
Culture
Language
Norms
Interaction
Systems
Processes
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13. IDEO’s Culture of Helping
• Harvard Business Review, Jan-Feb
2014
• A model of a help-friendly
organization
A design and innovation consulting firm.
• Why it Works – Culture
•
•
Leadership conviction
•
Defined roles
•
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Assumptions and beliefs
Aligned processes
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14. Assessing your organization’s readiness
Change Complexity
Change Capability
The business problem is easy to articulate
There is a clear sponsor who will engage to move this project
forward
The business problem is easy to solve
The sponsor has demonstrated capabilities to lead change in the past
The change impacts one stakeholder group that reports up through
the same management chain (sr manager, director & executive)
The stakeholder groups have a strong sense of urgency to solve the
business problem
The stakeholder groups have a common vision of what defines
success for this problem
There are consistent processes and mechanisms in place to cascade
messages and information through the management chain
The change impacts all stakeholder groups in the same way
The change has clear alignment to the firm’s mission and strategic
objectives
The change impacts only one of the following elements (business
process, technology, jobs, organization structures, facilities,
compensation)
The change has no impact on the way work is conducted (business
processes)
The change has no impact on supporting technology systems
The change has no impact on the way employees’ jobs are defined
and the work they’ll be expected to perform
The change has no impact on the way employees are organized into
teams and management reporting relationships
The change has no impact on physical infrastructure (work location,
physical infrastructure, office space, etc.)
The change has no impact on compensation
The change will be completed in 3-12 months
There are no other initiatives or projects the will impact the
stakeholder groups as the same time
There are no other initiatives or projects that have conflicting
objectives or expectations for the stakeholder groups
Middle management understands what is expected of them when
managing change and has the capability to do so
The project team has adequate time to assess the change
circumstances and develop a plan to manage the change
Employees are experienced and have demonstrated past success in
managing their personal change transitions
There are requisite human resources available to design, develop and
manage implementation of the solution
There is adequate funding available to design, develop and manage
implementation of the solution
Organizational systems are in place to reinforce and institutionalize
the solution
The stakeholder groups will experience the same beneficial outcomes
The stakeholder groups have the same concerns about the how
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they’ll be impacted
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15. Change Strategies by Phase
Develop
• Communicate
vision
• Establish urgency
• Engage
stakeholders
• Allocate resources
• Identify strengths
& weaknesses
• Define success
• Establish measures
• Plan your course
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Implement
• Communicate
course of action
• Be active & visible
• Model behavior
• Gather feedback
• Remove barriers
• Address resistors
• Measure progress
• Celebrate
accomplishments
• Modify plan
Sustain
• Communicate
progress
• Maintain momentum
• Modify systems
• Revise recognition &
rewards
• Check adoption
• Refine and adjust
• Reinforce desired
behavior
• Celebrate success!
Confidential and Proprietary ©2014 Robbins-Gioia, LLC and Peridona Strategies LLC

16. Making the Case for Innovation
• Find and engage a sponsor
• Clearly articulate vision
• Understand and communicate business
benefits
• Describe consequences of status quo
• Provide a comprehensive picture of innovation
framework – what needs to change
• Document success definition
• Set realistic timeline
• Secure requisite resources
• Establish performance measures
• Don’t go it alone – form a team of trailblazers
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Confidential and Proprietary ©2014 Robbins-Gioia, LLC and Peridona Strategies LLC

17. Thank You!
Doug Jackson, CBAP
Senior Director, Requirements & Business Analysis, Robbins-Gioia LLC
doug.jackson@robbinsgioia.com  www.robbinsgioia.com/who-we-help/clientsuccess/case-studies/a-financial-institution-builds-a-business-case.php
An acknowledged leader in independent program management, RG’s comprehensive range of professional services enables us
to design and deliver customized solutions to address our clients' most challenging requirements. Headquartered in
Alexandria, VA, we deliver groundbreaking management solutions to public and private sector clients across the globe. RG’s
professionals strategically leverage people, processes, and leading technologies to help clients achieve desired performance
outcomes and overall program success.
Paula Pierce, PMP, HCS, BMC
CEO and Principal Transformation Strategist, Peridona Strategies LLC
paula.pierce@peridonastrategies.com  www.peridonastrategies.com
Only when the light shines exactly right do you see the true brilliance of a gemstone. So is the case with organizations—
brilliance resides within each and every one, but it takes the right illumination to bring it to the surface and make it shine.
At Peridona Strategies, we partner with clients to access that inner brilliance and use it to solve problems, create solutions and
transform performance. We are passionate about digging deep to uncover what’s really working or not working, rolling up our
sleeves along side our clients and tapping into the brilliance that already resides within to move your organization to it’s next
stage—whether that be the next step in your growth plan or a complete performance turn around. Let us help you too, be
brilliant.
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Confidential and Proprietary ©2014 Robbins-Gioia, LLC and Peridona Strategies LLC