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CKX: Some Assembly Required - Innovation for Complex Challenges
The document discusses the shift in economic resources from traditional means of production to knowledge, emphasizing the importance of innovation and collaboration in solving complex societal challenges. It highlights the obstacles posed by siloed institutions and the need for new standards in problem-solving through experimentation and scaling solutions. Additionally, it outlines a structured approach to developing interventions, key partners, and design principles for effective change in communities.
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CKX: Some Assembly Required - Innovation for Complex Challenges
- 1. Some assembly required Innovationfor complex challenges Joeri van den Steenhoven Director, MaRS Solutions Lab @joerivds solutions-lab.marsdd.com#CKX
- 4. The basic economicresource – the means of production, to use economist’s term – is no longer capital, nor land, nor labor. It is and will be knowledge. Value is now created by productivity and innovation, both applications of knowledge to work. ! Peter Drucker (1993)
- 5. Good news |Bad news
- 6.
- 7. We live inan age of mass creativity
- 8. Fire fighters in theUS Police Officers in the Netherlands Food Banks in Canada Families in need in Australia The power of the community
- 9. InstitutionsCommunities Difficult to usetalents of people Decrease of problem solving capacity People better educated and informed, and many want to be engaged Problem solving capacity on record high PEOPLE
- 10. InstitutionsCommunities Difficult to usetalents of people Operate in silos, so remains difficult to collaborate despite technology Decrease of problem solving capacity People better educated and informed, and many want to be engaged Technology enables to collaborate and perform complex tasks horizontally Problem solving capacity on record high PEOPLE TECHNOLOGY
- 11. InstitutionsCommunities Difficult to usetalents of people Fewer public resources, often restricted to certain kind of funding Difficult to collaborate, operate in silos Decrease of problem solving capacity People better educated and informed, and many want to be engaged More private capital for social good, and investing it for impact Technology enables us to collaborate and perform complex tasks horizontally Problem solving capacity on record high PEOPLE CAPITAL TECHNOLOGY
- 12. But now thebad news…..
- 13.
- 14. No more timefor band aids Need to work together Solving complex challenges requires innovation
- 15. Understand the problem Space to experiment Newsolution = new standard Process of Innovation
- 16. Albert Einstein “If Ihad an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” ! Albert Einstein
- 17. Step 1: Understandingthe problem User perspective System Perspective Institutional perspective
- 18. Step 1: Understandingthe problem Tame problem Crisis Wicked problem
- 19. Step 2: Creatingspace for experimentation Interpret' Intervene' Observe' Heifetz'et'al.,'2009,'The'Prac4ce'of'Adap4ve'Leadership'
- 20. Step 3: Scalingand turning new solutions into new standards Pilots Prototypes • Targeted system change interventions • Testing small-scale before scaling • Not just focus on new solution, but also how to change system to scale it (e.g policies, capacity) • Stand-alone interventions • Little incentives to scale • Focus on solution
- 21. The lab process HR T M Hypothesis Research Test Market
- 22. Developing new solutions SoU Co Pr Sc Solutions Understand Co-create Prototype Scale You only understand the problem once you start to solve it.
- 23. Policy Change Po FV Ev Np Policy change Frame Vision Evidence New policies
- 24. Building capacity forchange Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority
- 25. H R TM Hypothesis Research Test Market Po F V Ev Np Policy change Frame Vision Evidence New policies So U Co Pr Sc Solutions Understand Co-create Prototype Scale Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority Periodic Table of Systems Change
- 26. H R TM Hypothesis Research Test Market Po F V Ev Np Policy change Frame Vision Evidence New policies So U Co Pr Sc Solutions Understand Co-create Prototype Scale Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority Periodic Table of Systems Change A COMMON CHANGE STRATEGY ACTIONS GROWING MOVEMENT
- 27. New Job First year onthe job Youth prepare, train & search for job Employers strategize, create & hire STRATEGIZE Workforce planning CREATE Job creation & design HIRE Search & hire PREPARE Education & Training on general/soft skills TRAIN Train & Experience on job skills (eg. Internship) SEARCH Job Search & Application ON-BOARDING PROBATION EXTENSION Seeing the system
- 28. New Job First year onthe job Youth prepare, train & search for job Employers strategize, create & hire STRATEGIZE Workforce planning CREATE Job creation & design HIRE Search & hire PREPARE Education & Training on general/soft skills TRAIN Train & Experience on job skills (eg. Internship) SEARCH Job Search & Application ON-BOARDING PROBATION EXTENSION 1 2 3 4 4 5 5 A B CD E E F Designing & Prototyping Interventions
- 29. Scaling for change TheBusiness Model Canvas Systems Change Edition This work is created under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License Problem Concept Users & Customers List your targeted users and customers. Value Proposition others. Systems Change List what your intervention can achieve at scale. Key Activities List the actions you must undertake. Key Partnerships List the partners, suppliers, and allies you need. Key Resources List the resources you need for your key activities. Revenue Streams List your most important sources of revenue. Cost Structure Team Name / Organization
- 30. Affordable Housing ! Food Security ! YouthEmployment CKX Solutions Lab Seeing the system ! Designing Interventions ! Scaling for change
- 31. Finally, some designprinciples
- 32. #1 Work backto the future
- 33. #2 Work backto citizen
- 34. #3 Look forthe smallest possible intervention, with the largest possible impact
- 35. #4 No actionwithout reflection, no reflection without action
- 36. Some assembly required Innovationfor complex challenges Joeri van den Steenhoven Director, MaRS Solutions Lab @joerivds solutions-lab.marsdd.com#CKX