This document discusses igniting change by building a culture of innovation. It identifies barriers to innovation like bureaucracy and being reactive. Tools are presented to help organizations embrace change through collaboration, creativity, and rapid prototyping. These include design thinking, business modeling, and exercises. The goals are to inspire a culture of high performers ready to seize opportunities and ignite change rather than just manage it.

1. Igniting Change
Anne-Marie Elias

2. Change

3. Igniting change
 Building a culture to Ignite Change rather than react to change.
 Change is not a crisis, it presents opportunities.
 Barriers to innovation.
 Empowering individuals with tools to solve problems.
 Creating the space for innovation.

4. INNOVATION MINDSET
Resourceful
Reflective
Creative
Responsive
Adaptive
Collaborative
User designed
Disruptive

5. Barriers to Innovation
 Process
 Bureaucracy
 Reactive
 Insular and silo’d

6. Embracing change
 Focus on outcomes not outputs
 Engender opportunities to collaborate (across teams)
 Create tolerance for failure and creative process of iterate
wildly and fail fast
 Create the space for innovation

7. Workshop Goals
Key Outcomes
Tools to help you
 Reframe a ‘reactive’ culture
 Inspire a culture of high performers ready to seize opportunities.
 Ignite change rather than manage change.
 Enhance opportunities for collaboration, creativity and innovation.

8. Tools
 Rapid Prototyping
 Design thinking - Framing and Swarm
 Business Model (Lean Canvas)

9. Rapid Prototyping – Tom Chi
 Time limited process – minimise the time to try
 Fastest path to a direct experience to the outcome you want
 Rapid learning – just do it
 Disruptive – start with vision, create new
 Resourceful – minimal scaffold required
 Collaborative – feedback loops
 What problems are worth solving ?

10. Design Swarm Innovation – Surya Vanka

11. Design Thinking – Kees Dorst
 Frame Creation is basically made up of this somewhat linear 9-step process.
 Archaeology – of the problem, why is this a problem? why has it not been solved? how did it become a problem?
who is the problem owner?
 Paradox – what makes this hard to solve? why is this a hard one? Designers spend a lot of time developing an
understanding of this.
 Stakeholders – create a new context, designers start speaking to a wide gamut of stakeholders and create a very
large problem arena. They investigate what are the stakeholders values, motives, desires. What could be potentially
useful?
 Problem Arena – continue developing a very broad problem space, with all the different parties, places, products
services, externalities etc that could be interested and interdependent.
 Themes – designers then start to let themes emerge, which are the back ground to the creation of new frames.
 Frames – if I look at problem in this way, then…
 Futures – the development of potential solutions and future scenarios.
 Transformations – what needs to change for the solution to be implemented?
 Connections – how can it be connected to rest of the world.

12. Lean Team Canvas

13. Exercises
 Marshmallow Challenge
 Rapid Prototype
 Pitch

14. Ignite Change Survey Insights
Blockers Impact
Reactive work Less efficiencies, innovation and capacity building
Communication and delegation Inefficient servicing, duplication of effort, time delay
Lack of time for planning Limiting leadership, missed opportunities
Operational systems Data analytics cumbersome and disjointed, not
leveraging data

15. Strategic Outcomes
FWO
Strategic
Outcomes
Key activities
Priorities &
Strategies
1.
Collaborate –
improve
performance
2. Deliver –
Corporate
services and
advice
3. Prioritise
and achieve
objectives
FWO
4. Continuous
improvement
– build
capability
Key
resources

16. Lean Canvas (adapted from Ash Maurya Business Model Lean Canvas)
Problem Solution Value Proposition B2B Deliverables Customer
Segments
Key Metrics Early Adopters /
Champions
Channels

17. Igniting Change
Blockers Possible Solutions
/ Tools
Outcome
Reactive work Innovation Swarm Prioritise and
achieve
objectives
Communication
and delegation
Innovation Day Deliver services
and advice
Lack of time for
planning
Rapid prototyping Continuous
Improvement
Operational
systems
Collaborative
swarms
Collaboration
FWO
Strategic
Outcomes
Key activities
Priorities &
Strategies
1.
Collaborate –
improve
performance
2. Deliver –
Corporate
services and
advice
3. Prioritise
and achieve
objectives
FWO
4. Continuous
improvement
– build
capability
Key
resources

18. References
 DisruptorsHandbook.com
 Phil Preston.co
 Kees Dorst – Frame Creation
 Tom Chi – Rapid Prototyping
 Surya Vanka – Design Swarm
 Anne-Marie Elias
 0418236546
 chiefdisrupter@anne-marieelias.com
 www.,chiefdisrupter.com