Rupert Cryer // Think big. Start small. Scale smart. Leveraging successful innovation in big, established organisations. // The Service Experience Conference 2017
•
0 likes•33 views
How can organisations such as government, banks and universities innovate successfully, with the change and inherent risk this involves, when their very purpose seeks to provide stability and be resilient to disruption? How can we, as leaders, adhere to the regulations and established approaches whilst being disruptive enough to make a positive impact? Perhaps we can flip the thinking. What if we secured buy-in by incentive not mandate? What if we re-imagined the use of existing assets (such as property in the case of SKYrooms)? What if we made the constraints themselves part of the solution? An Assistant Director in the Cabinet Office, Rupert discusses how he has applied these approaches in flagship innovation programmes he founded and led at the heart of the UK government including SKYrooms, and Cabinet Office Policy School — run in partnership with 10 Downing Street.
Recommended
Recommended
More Related Content
More from Adaptive Path
Recently uploaded
Recently uploaded (20)
Rupert Cryer // Think big. Start small. Scale smart. Leveraging successful innovation in big, established organisations. // The Service Experience Conference 2017
- 1. What does it take for an idea to change the world?
- 2. Cambridge University, England Policy Fellowship, 2015-17
- 4. Sir Isaac Newton Scientist, 1661
- 5. Elizabeth Phillips Hughes Campaigner for women’s education, 1881
- 6. Alan Turing Computer scientist, 1931
- 8. What is it that has been so effective for 800 years?
- 9. Think big
- 10. Historic Current
- 11. 2 main findings
- 12. 1. A safe place to do risky things. Doing new things vs. Protecting reputation.
- 13. 2. Innovation flourishes in an ecosystem. Today’s interconnected issues don’t fit into neat organisational structures. It requires collaboration – but you can’t mandate collaboration.
- 14. Cabinet Office Policy School
- 15. • Create an offer that drives demand sky-high • Working across sectors provided new insights • Diverse teams performed better • Creative venue helped diverse teams perform Lessons from CO Policy School
- 17. How can we … create something so compelling that people don’t need to be told to work together. They want to work together.
- 19. How can we … create something somewhere so compelling that people don’t need to be told to work together. They want to work together.
- 21. Start small.
- 22. Pitch to Chief Executive An exceptional space to - enable new ways of working - enable collaboration - inspire innovation.
- 23. A demonstrator for innovation processes • Here’s a proposal • Let’s test it (in micro) • In partnership • Let’s look at the evidence
- 26. Pitch (ambition): An exceptional space to - enable new ways of working - enable collaboration - inspire innovation.
- 35. So what? Safe place to do risky things Collaboration: others want to use it It’s driven by the strength of its own offer
- 36. S C A L E S M A R T
- 37. A network of SKYrooms: from 1 to 2
- 38. A network of SKYrooms – from 2 to many
- 39. central gov. A network of SKYrooms
- 40. regional gov.central gov. A network of SKYrooms
- 41. regional gov. NGO s central gov. A network of SKYrooms
- 42. regional gov. universities central gov. A network of SKYrooms NGO s
- 43. regional gov. universities central gov. private sector A network of SKYrooms NGO s
- 44. regional gov. universities central gov. private sector internationally A network of SKYrooms NGO s
- 45. So what? • Save $ on awayday spaces • New insight/ skills • Partnership • Understanding: Better understanding Be better understood
- 47. a. From tell to sell
- 48. a. From tell to sell DESIRABILITY Where’s the magic? “Innovation embassy”
- 49. b. Making the ask “I know this is a completely unreasonable question, but could we…” Getting to Yes, if … See and seize opportunity - be ready.
- 50. Solving an immoveable problem leads to a better outcome. c. The virtue of constraint
- 51. Solvingan immoveable problemleadsto abetteroutcome. c. The virtue of constraint
- 53. c. The virtue of constraint It’s a room of exceptional significance…
- 54. c. The virtue of constraint It’s a room of exceptional significance… It’s a room of exceptional significance…
- 56. e. Stay within the red lines
- 57. e. Stay within the red lines
- 58. … apply judgement + integrity between the lines e. Stay within the red lines
- 59. Summary • Desirability of the offer Create an invitation too good to turn down • Leadership Navigating a new path requires judgement and integrity.