1. Dr Chris Yapp
Chris_yapp@hotmail.co.uk

2. The Big Problem of Measurement
“Hitting the Target
Missing the Point”

3. Let me tell you a story…
If we did “Will the automobile
impact on society? If
things then so, how?”
the way we
do things
now

4. Charles Handy on Change..
Performance
B
E
A
C
D Time
12/03/2012 4

5. Problem Types
Do we know where
Scaling practice YES
We are going? Best practice
TASK: TASK:
Process Operational
Development Management
NO YES
Do we know
TASK: TASK: How to get
Concept Direction There?
Creation Setting
Next practice Emerging practice
NO After Eddie Obeng
12/03/2012 5

6. The Public Sector doesn’t innovate
because....
 It can’t go out of business
 Exceptionalism
 It’s a monopoly or pseudo-competition
 Lack of competition
 Lack of skills..
 Regulation
 Targets
 Politics
 Leadership
 Culture
 Trade Unions.......YAWN
12/03/2012 6

7. Great Ormond Street
12/03/2012 7

8. Diffusion of Innovations
12/03/2012 8

9. Why do some Innovations take
longer to diffuse?
 Homophily
 Heterophily
12/03/2012 9

10. High
Whose problem?
Political
System
Think
Complexity
Tank
Consultant Wisdom of
The Crowds
Academic
/Expert
Low
Low High
Uncertainty
12/03/2012 10

11. High
What value?
Political
System
Think
Complexity
Tank
Track record Ideas
Consultant Wisdom of
The Crowds
Knowledge
Academic
/Expert
Low
Low High
Uncertainty
12/03/2012 11

12. High During Step Change?
Political
System
Consultancy
Think
Complexity
squeezed as limited
Tank
track record
Consultant
Wisdom of
The Crowds
Academic
/Expert
Low
Low High
Uncertainty
12/03/2012 12

13. Wisdom of the Crowds
“In the Future blind People will
Be able to drive cars”
12/03/2012 13

14. Results
 Probability 0.9 with some 0.2
 Today with Resources: 1-3 years
 In practice: 3-10 years
 In reality: 10-100 years
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15. How Far? The Three Horizons
Source: IFF
March 12 Chris Yapp 15

16. Measure What?
Input Process Output Outcome
3/12/2012 16

17. Measure How?
 Measurement X is the output of a measurement
process. Change the process and you change X
 Examples: Unemployment, Truancy, Speed of Light
 How consistent is the process?
 Bias, self-selection?
 Skills?
 Channel?
 Human Factors
 Operational Definitions
3/12/2012 17

18. Starting the Journey
 Inputs  Process
 People  Time
 Skills  Errors
 Money  Variation
 Information
 Resources
Efficiency and Quality Effectiveness and Consistency
3/12/2012 18

19. W Edwards Deming
 It is important that an
aim never be defined in
terms of activity or
methods. It must always
relate directly to how life
is better for everyone...
The aim of the system
must be clear to
everyone in the system.
The aim must include
plans for the future. The
aim is a value judgment.”
3/12/2012 19

20. Jake’s story
Jake is 28. he didn’t do well at school.
His parents split when he was 15. he
dropped out of school. Within 2
years he was homeless. He took to
drink and drugs. He stole to fund the
habit and ended up in prison. Inside
he was found to be dyslexic. His
support stopped when he was
released. He drifted, with spells of
work and homelessness. Last year he
met his first real girlfriend. She is
now pregnant. They are very happy
and Jake wishes to build the home
and family he never had. He wants to
get skills for a good job.
3/12/2012 20

21. Helping Jake
 Outputs  Outcomes
Housing
Skills
 Break generational cycle
Family
 Stable Family
Work
 Ability to earn and work
Dependency  Jake mentoring others
….
3/12/2012 21

22. Open Innovation
 Innovating with lead users
 Co-design
 Co-creation
 Co-deliver
…
12/03/2012 22

23. Unintended Consequences
 Counter-intuitive result
 Interaction between different parts of system
 Targets distorting the system performance
 Performance measures reducing performance
 Injecting resources without involvement of key people
Source: DEMOS; “System Failure”

24. Targets and Timescales
 All children should  80% of children should
achieve their full meet the target by 2015
potential in education
3/12/2012 24

25. Two useful ways of thinking..
 Triple-loop learning
 Ashby’s Law of Requisite Variety
3/12/2012 25

26. Triple-Loop Learning
Set
Change
Reframe
Maximise yield
At lowest price
And reduce carbon
3/12/2012 26

27. The Challenge
Yield Carbon
Temperature
Temperature
Cost of
Energy
Temperature
3/12/2012 27

28. Ashby’s Law of Requisite Variety
The Economy
If a “system” is to be Increase number of people
stable, it must have at least working
as many control levers as Reduce the Debt
degrees of freedom Grow the economy
Green the economy
3/12/2012 28

29. Organisational culture
 Specialists and generalists
 Personal credibility
 Tolerance of uncertainty
 Story telling
 Leadership
 Collaboration
12/03/2012 29

30. Organisational Roles in Innovation
 Sponsor
 Product Champion
 Organisational Champion
12/03/2012 30

31. Beware
 Whose definitions?
 Who is measuring?
“What get’s  Input, Process,Output or
measured gets Outcome
 Shared Targets
done?”  Unintended
consequences
3/12/2012 31

32. Leadership or Management?
"The most important figures that one needs for
management are unknown or unknowable (Lloyd S.
Nelson, director of statistical methods for the Nashua
corporation), but successful management must
nevertheless take account of them."
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