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Building Organisational Innovation
- 1. 1 Thurs, June 2, 2016 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @lrncafe #capability Building Organisational Innovation – Oxymoron or Essential Capability? Knowledge Sharing Better Practices Experienced Panel
- 2. Introductions AIM AnglicareSA ANZ ANZIIF Bank Australia Bendigo Bank BP Brightcookie Pty Ltd Cancer Council Queensland Capgemini CCA CCL Commonwealth Bank Cushman & Wakefield DBL DEDJTR Downer Gruop Embrace Liminality EY FACS Fairfax Media Fisher & Paykel Healthcare Fred IT Group Generator Talent Group Learning Guide Learning Seat Lennox College Lighthouse Macquarie Group Macquarie University Maddocks Maura Fay Group McGrathNicol Mercer Mobius Knowledge Services Nab NCC Obvious Choice Optus Pathfinder Advisors Pernod Ricard Winemakers Primary Health Care PSC RCD HR Consulting Rio Tinto RMIT University Sanofi Savv-e sead alispahic Seek new opportunities Serco Defence Shine Lawyers SimTabs Sprout LABs Sydney Water Taronga Conservation Society Aust TCSA Tennis Australia the elearning company The eLearning eXperts Toyota Wavelength Westpac Registrations75+ Todd Johnsen Director Business Performance and Innovation Cushman & Wakefield John English Innovation Thought Leader Patrick Crooks CEO Fusion Labs 60+ Organisations
- 3. Blog Magazine Webinar Discussions UnConference Twitter Linkedin Facebook Coffee Catch Ups Capability Building Workshops Community of Capability Management Professionals with a focus on implementing ideas Building Capability
- 5. What is Organisational Capability ? Key Skills for Capability Professionals
- 6. 4 Key Components that Successful Organisations have in Common https://www2.deloitte.com/content/dam/Deloitte/pe/Documents/strategy/In%20Pursuit%20of%20Innovation%20CEO%20checklist.pdf
- 7. McKinsey’s Eight Essentials of Innovation http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-eight-essentials-of-innovation
- 11. Knowledge Work Process Work Big Innovation Zone ? Disruption Small Innovation Zone ? Improvements
- 12. Knowledge Work Process Work Big Innovation Zone ? Disruption Small Innovation Zone ? Improvements Impact of Innovation
- 13. Is Innovation more a mindset than a skill that requires the right condition to thrive? Are certain types of organisations more suitable for innovation than others? Problem Statement #1
- 16. What does a road-map for making organizations “Innovative” look like? What are the resources required to make a start? Problem Statement #2
- 17. TODD JOHNSEN Director Business Performance and Innovation at Cushman & Wakefield
- 18. Cushman & Wakefield - Australia and New Zealand The merger of UGL Services, DTZ and Cushman & Wakefield
- 19. Our Delivery Model / Structure • 60+ Account Teams • Combination of on-site and off-site delivery teams • Legacy silo structure • Merger = mix of cultures, systems and processes • Broad service offer = mix of working styles and services • Geography = regional challenges and environments The opportunities and challenges Real Estate Outsourcing
- 20. 1. Account Level •Peer group cooperation across accounts •Shared tools & processes •Customer feedback •Idea Hub 2. Business Level •Exploring strategic partnerships •New Business & Delivery Models •Investigating new ideas and technologies The Innovation Platform A Two Level Approach Industry Affiliations Client Insight Program Knowledge Hub Strategic Partners Go 2 Persons Communities of Practice Innovation Platform Creating a Structure for Success based on Communication & Reward Idea HubSMEs
- 21. The Platform within the Structure PPP’sNZQLD/NT VIC/SA/ WA NSW/AC T MD ANZ Project Management Business Systems CSC AMT Procureme nt Transactions Transitions Facility Management Critical Environments Lease Administration Facility & Trade Services SME Pool CoP CoP CoP CoP CoP CoP CoP G2P G2P G2P G2P 3D Printing Remote Sensors Battery Technology Artificial Intelligence 1. Communities of Practice 2. SMEs 3. Go 2 Persons
- 22. JOHN ENGLISH Innovation Thought Leader Daedalus Consulting Group
- 23. Organisational Maturity 1. Young, high growth, agile 2. Established business 3. Incumbent (long established)
- 24. Defining the Ambit of Innovation – Search Fields Innovation Search Fields focus idea generation and innovation activity on areas of high potential and strategic importance. A disciplined approach to Innovation requires a clear definition of Search Fields in order to bound the range of Innovation activity. Such a definition answers the question: “In the quest for value creation, where will we search and where will we NOT search?” 1. Improve existing business processes 2. Innovate within existing business models 3. Create new business models/value chain transformation 4. Prepare for the future
- 25. Minimal Requirements for Effective Innovation in Incumbents 1. Ambidexterity - Running the existing business while simultaneously reinventing the business - Managing trade offs in resource deployment 2. Leadership - Unequivocal support for the innovation effort - Personal championing and sponsorship from the CEO and Board - Decision making in favour of innovation when inevitable conflict arises 3. Culture - BELIEF - Agility, creativity, learning - Tolerance for failure (using the right metrics) 4. Organisational independence - Separation from the core business, but access to critical resources when required - Light touch governance - Independent funding
- 26. Proprietary and confidential Approaches to Ideation: Innovation Pre-Conditions Proust: “The journey of discovery consists not in seeking new landscapes, but in having new eyes” Connectedness IDEAS Innovative ideas do not readily emerge from homogenous groups within traditional organisations Ideation is a volume game; successes are comparatively rare Organisations must create the pre- conditions for innovation: Time and space Diversity Connectedness Source: Daedalus Consulting Group, Gary Hamel
- 28. PATRICK CROOKS CEO at Fusion Labs
- 29. BUILDING INNOVATION CAPABILITY May 2016 © Fusion Co-Innovation Labs CONFIDENTIAL
- 30. Speed Focus Learning CONCEPT WHAT TO AIM FOR… 1 Desirable Feasible Viable Experiment Validate Refine HIGH SPEED INNOVATION ENVIRONMENT 2 3 CUSTOMER CENTRIC DESIGN DE-RISK THROUGH EXPERIMENTATION TRANSITION TO BAU SCALE HIGH SPEED INNOVATION ENVIRONMENT Prioritise speed, focus and learning. ► Use small project teams that are free of constraints and focus on the right action at the right time ► Speak with customers from day one so that we are learning about what matters most ► Use hypotheses to learn, and make decisions with ‘good-enough’ data, so that we can test our ideas rapidly DE-RISK THROUGH EXPERIMENTATION Use experimentation to validate that a product has buyers before we commit any resources to building it. ► Create experiments to test our value proposition and product features with customers ► Keep refining based on customer feedback until we have product ready for market CUSTOMER CENTRIC DESIGN Focus on what customers value most, in line with your overall business strategy and brand position. ► Speak to customers and find a problem worth solving ► Test our solution to make ensure problem/solution fit ► Run tests to confirm that we have a viable product and a workable business model TRANSITION TO BUSINESS AS USUAL (BAU) Ensure your innovations are seamlessly integrated into your core systems and processes. ► Decide whether to “build, borrow or buy” your final enterprise level solution ► Speak to the right people at the right time to ensure a smooth transition from innovation to product 4 43 21 9 October 2015 CONFIDENTIAL
- 31. 2016 © Fusion Co-Innovation Labs CONFIDENTIAL CHANGING CORPORATE DNA WHERE COMPANIES BATTLE Scaling from Lab environment to “the wild”: People Process Policy Tools
- 32. CHALLENGES AND TACTICS May 2016 © Fusion Co-Innovation Labs CONFIDENTIAL 1. Steak versus sizzle 2. Making innovation a habit 3. Young elephants, old elephants 4. The half-life problem and not an event 5. Boiling the ocean 6. Splitting the budget 7. Mindset trumps skillset
- 33. FOLLOWING UP May 2016 © Fusion Co-Innovation Labs CONFIDENTIAL Please contact Patrick for any of the following: 1) White paper on overcoming fear of failure 2) White paper on creating an innovation DNA 3) Curriculum approach, examples of how this has been done elsewhere pcrooks@fusionlabs.com.au