This document summarizes Northumbrian Water's innovation leadership journey from 2012 to the present. It discusses the development of their innovation strategy, initiatives to promote a culture of innovation like design sprints, and insights gained along the way. The company launched its first innovation strategy in 2014 and has since taken steps like boosting resources for radical innovation projects and establishing innovation ambassadors. Design sprints were introduced to address specific issues, applying a modified version of the Google design sprint process. The document concludes by reflecting on lessons learned, such as the importance of clarity, co-creation, and honoring efforts to build an innovative culture.

1. INNOVATION
How to “make it easy” for people…
Sarah Salter, Group HR Director
Alastair Tawn, Energy & Efficiency Manager
26/04/2016

2. 2
OUR AGENDA TODAY
• Overview of Northumbrian Water
• Our innovation leadership journey – 2012 to 2015
• A deep dive into Waste Water
• Our innovation leadership journey – 2015 - to date
• A deep dive – our design sprints
• Insights along the way
TWO VIEW POINTS: STRATEGY AND PRACTISE

3. OVERVIEW OF
NORTHUMBRIAN WATER
3

10. 10
2012 TO 2015
OUR INNOVATION
LEADERSHIP JOURNEY

11. THE EARLY DAYS
KEY QUESTIONS IN THE TOP TEAM
11

12. NOT “ONE SIZE FITS ALL”
WE LOOKED FOR INNOVATION BEST PRACTICE
Innovation practitioners
Innovation
experts
Innovation partners

13. SPIRIT WILLING – BUT LIMITED TIME AND RESOURCES
WE LISTENED TO PEOPLE ACROSS THE COMPANY
My line manager is very
supportive of innovation
I do get support when I have
ideas which are bought into
by my manager.
Some people still frail to
recognise themselves as
innovative when they make
change
Many now feel that they are still
unable to use their own
judgement hence less innovation
as thoughts become very linear
and in some way 'pigeon holed'
I often feel there is a
lack of resources i.e.
time/support from other
teams/money, to truly
develop and implement
improvements
Colleagues
do not want
to test new
ideas or
ways of
doing things
Responses to new
ideas are mixed - I
have heard some
positive and some
very negative
responses to ideas!
I know there is a
willingness around
the business to
explore innovative
ideas.
The hard bit is finding those
in the business who can
support your idea and make
it happen
There are too
many people
who wish to
place barriers in
the way of doing
things
differently
The main problem is
finding the time in the
busy working day to fully
think ideas through
I would love to be more
innovative and creative but
the increasing demands of
doing more with less
resource are stifling
innovation
Due to staffing levels
and day jobs there is
little time to focus on
innovation
We need to free up time
and managers need to
encourage everyone to
think differently going
forward
Budget restrictions are also a
barrier to making things happen
Each department has very
different processes some of
which support innovation and
some whose processes delay,
or interfere with it.
I think like many areas
within NWL, we
perhaps don't celebrate
our innovation

14. GREAT INNOVATION WAS ALREADY HAPPENING
Innovative projects
• 28 new case studies in 2014
• 9 Shaping the Future stories
• 1 patent application
Innovative people
• 70 ideas logged by Wastewater
• 50 ‘creative’ articles on Cascade
Innovative partners
• 35 academic projects
• 25 technologies reviewed
“BUT WHAT’S OUR STRATEGY?”

15. SIX STRATEGIC PILLARS PRESENTED TO TOP TEAM OCT 2014
WE WROTE AN INNOVATION STRATEGY
FOCUS
We focus our innovation efforts on
what matters most
DELIVERY
Our delivery of innovation is characterised by
direction, dynamism and diffusion
CULTURE
Our people are instinctively curious and are
empowered to try new approaches
CAPACITY
We free up the resources we need
to get things done
PROCESS
Our processes and process governance
enable and encourage innovation
ENGAGEMENT
We build strong enabling relationships with organisations
and individuals that help us deliver this strategy

16. LEADERSHIP CONFERENCE NOV 2014
Principle: Our culture encourages and supports our people to be
creative and to implement new ideas and ways of working
LAUNCHED STRATEGY TO OUR “TOP 70”
CULTURE
Our people are instinctively curious and are
empowered to try new approaches

17. 17
DEEP DIVE INTO
WASTE WATER

18. A DIFFERENT APPROACH…
18
WASTEWATER DEEP DIVE
A different
perspective
My
experience

19. ACADEMICALLY SPEAKING…
19
WASTEWATER DEEP DIVE

20. TURNING THEORY INTO REALITY
20
WASTEWATER DEEP DIVE

21. SOME OF WHAT’S HAPPENING WITHIN OUR TEAMS
21
WASTEWATER DEEP DIVE

22. WHAT OUR PEOPLE HAVE ACHIEVED
22
WASTEWATER DEEP DIVE
20% Power
Reduction
Cessation of
caustic
50% Power
Reduction

23. RECOGNISING AND CELEBRATING OUR PEOPLE
23
WASTEWATER DEEP DIVE
Employee Satisfaction Index
Recognise not Reward

24. 24
2015 TO DATE
OUR INNOVATION
LEADERSHIP JOURNEY

25. “UNLEASHING INNOVATION” PROGRAMME
Innovation Action PlanInnovation Review
STRATEGICPILLARS
STRATEGICPRINCIPLES
Supporting Principles
Innovation Strategy
annual
cycle
5-yr
cycle
2015 ACTION PLAN

26. OPEN MINDS AND FRESH STIMULUS
26
TURNING POINT: 2015 “PEOPLE STRATEGY” EVENT

27. WE DO RADICAL INNOVATION IN PARTNERSHIP
27
WE REALISED...

28. WE’D GOT INCREMENTAL INNOVATION DELIVERING FOR CUSTOMERS
28
WE REALISED...
28

29. “INNOVATION WITH A PURPOSE”
29
BUT WHAT ABOUT DIFFERENTIAL INNOVATION?

30. INNOVATION WITH A PURPOSE
30
WE BOOSTED OUR FIRE POWER
• Applications invited
• Ambassadors selected

31. CULTURE VS CLIMATE VS WEATHER
31
BUT: AUTUMN 2015 – PENSIONS DISPUTE

32. BUT THINGS DO GET DELAYED…
32
UNDERLYING CULTURE SURVIVES STORMS
84% of people enjoy their job

33. 33
INNOVATION AMBASSADORS LAUNCH DAY - FEB 2016
#superplasticheroes

34. 34
“WE HAVE LIFT OFF”
NEXT STOP: DESIGN SPRINTS

35. 35
DEEP DIVE –
DESIGN SPRINT

36. WHAT ISSUE ARE WE ADDRESSING?
36
OUR DESIGN SPRINT DEEP DIVE

37. THE GOOGLE APPROACH
37
DESIGN SPRINT DEEP DIVE

38. THE NWG APPROACH (5 DAYS INTO 3!)
38
DESIGN SPRINT DEEP DIVE
Day 1 Day 2 Day 3

39. BUILDING AN ENERGY POSITIVE NWG
39
DESIGN SPRINT DEEP DIVE

40. CREATING A CULTURE OF INNOVATION
40
DESIGN SPRINT DEEP DIVE

41. WHAT HAVE WE LEARNT?
41
DESIGN SPRINT DEEP DIVE

42. 42
INSIGHTS ALONG THE WAY

43. “WHAT WE’VE LEARNED SO FAR”
43
INSIGHTS AND REFLECTIONS
• Clarity and a shared vision is vital – starting at the Top Team
• Make visible and build a movement
• Make amazing friends and “pinch with pride”
• Co-creation is pixie dust
• Honour the teams’ efforts without fail
• Mine the learning – dig for the gold
• Be bold and believe
• Take the leaps of faith

44. 44
AND ALWAYS REMEMBER…
“Culture eats strategy for breakfast”
(Peter Drucker or Mark Fields?)

45. What shall we discuss now?
Email: sarah.salter@nwl.co.uk
alastair.tawn@nwl.co.uk
THANK YOU