The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
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The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
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This is the deck from a talk we gave on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas at the 2013 Cincinnati Innovation Summit. Involving key stakeholders in innovation is a critical, but often overlooked criterion for success. Suppliers, influencers, third party buyers, customer gate keepers and other partners are not only critical to an initiative’s success, but they often have insight that can lead to bigger, better ideas. This breakout session will share the importance of involving external stakeholders in the process of generating insights that lead to ideas; and in the process of developing, piloting and launching new initiatives. We’ll share 2-3 case studies to inspire participants to build an action plan (template to be provided) to map key stakeholders and specific action steps to involve them in a current or future innovation initiative.
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The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
- 1. Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas thegaragegroup.com
- 2. Building Innovative & Entrepreneurial Organizations Idea generation & development workshops thegaragegroup.com Employeedriven Ideation & development Programs Idea Discovery & Development Training
- 3. Agenda Module 1: Background & Overview module 2: Multi-Stakeholder Collaborative Co-creation
- 4. What is Heineken Ignite Video External collaboration? DDBSocialCreativity ©
- 7. Internal Types of stakeholders marketing sales research finance human resources management manufacturing External vendors manufacturers packaging suppliers advertising agencies customers, buyers, users influencers
- 8. Business Challenge: internal stakeholders How? n p External Stakeholders r&D BUYER marketing USER research INFLUENCER human resources COMPETITOR management business partner other business partner other OTHER other p CUSTOMER sales n VENDOR finance How? OTHER Collaborative Co-Creation Worksheet thegaragegroup.com
- 9. Why is it important to involve External Stakeholders?
- 11. Input & Better Ideas Ryan Hyde ©
- 17. Laurie Chipps ©
- 19. Change your business model Launch a new product/service Realize you want or need to Enter a new segment Drive efficiency Thrive amongst new competition Adapt with a change in the market
- 20. How do we collaborate externally?
- 22. 1. Open Innovation *Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology. *Definition sourced from Wikipedia.
- 23. henry ches Smart Media ©
- 24. Connect & Develop ag lafley Acquire 50% of New Innovation from outside P&G Jordan Fischer ©
- 25. Activity Monitor
- 29. 2. Crowd Sourcing Engaging a large group of people against a defined goal or a specific objective.
- 30. Robert S. Donovan ©
- 31. 2012 CBS Interactive ©
- 33. 3. Collaborative Co-creation Pro-actively engaging internal and external stakeholders in a collaborative process to solve a business challenge.
- 36. Citylink center Video CityLink Center ©
- 40. What is A need/challenge area?
- 41. Essentially, about defining the problem well and at the right level Need/Challenge Areas – Not a common skill, but critical for innovation – Hard to learn; will become easier over time Challenge or Need AREA – broad bucket Challenge or Need STATEMENT – more specific articulation -- more actionable – But, not too specific! NOT a perfect science Important to drive clarity and actionability Nina Matthews Photography ©
- 42. What’s wrong with this as a need area? - Too broad, general Need/Challenge Area: we need to grow profit. What are some STATEMENTS that could emerge from this broad business challenge/need area? - Improve process efficiency in how we manage projects to drive bottom line savings - Create product or service extensions to drive loyalty among our core customers - Deliver added value for our customers by combining three of our services into one integrated new service NOT: - Switch from Outlook to Quickbase for project management (too specific) - Open operations in China (not on strategy) Nina Matthews Photography ©
- 43. GCHC Challenge
- 44. “ How can we add value for our current members beyond current membership and fee for service offerings including significant cost-reduction opportunities around Epic/EMR? ”
- 46. Map Stakeholders
- 47. EMR Activity Stream Technology Activities Purchase and Initial Setup System Upgrades System Maintenance EMR Activity Stream Roles Security & Regulatory Data Entry CIO CIO Administrators Data Transfer Reporting & Analysis Administrators Medical Staff IT Director IT Director IT Director Purchasing Technical IT Staff Internal Help Desk Review Board? External Epic Consultants External Epic Consultants External Epic Consultants External Agency? Training Staff Training Staff Epic Corporate Usage Activities Internal Departments Analysts Clerical Support Staff External Organizations Medical Staff
- 49. Lab leveraging your stakeholder map from the first exercise, identify: 1. which stakeholders will help define needs and 2. which might help create possibilities Nathan Ruttley ©
- 50. 3a. Assess Needs via observation & research
- 51. Primary Research V. Observation & Secondary Learning Observation often a precursor or supplement to primary research
- 52. Ways to observe “Birdwatching” Observation In-Context Visit/Interview Observational Tour Search Publicly Available Information Blogs, Articles Books Data, Reports Social Media (mine existing or query) Steve Woodmore ©
- 53. Pricing Delivery Models work processes What to look for roles & Responsibilities Usage Experiences experience vs. expectations words & actions
- 54. Primary Research V. Observation & Secondary Learning consider: Risk Level -- higher risk, more need for primary research Access to Customer -- harder to reach/find, more need for primary Regional Differences -- more differences, more need for primary Initiative Life Cycle -- farther down path, more need for primary Experience -- what’s the “research” experience level of your team?
- 55. In-Context Interview/ Observation Personal Background Habits compensatory behaviors Beliefs Ah-Ha’s Usage
- 56. After observation, think through... Insights That Emerge from Learning Implications
- 57. Insights & Implications T emplate Key insights gathered during research Messaging/ Awareness Distribution Pricing Product Features Product Benefits User Experience Ideal Experience Insight: implications:
- 58. Supplement with Primary Research focus groups in-depth interviews Quantitative surveys
- 59. Re-articulate the Need via a more robust understanding of the Problem
- 60. Among Stakeholders interviews in context interaction with EPIC/usage interviews with current team members GCHC Observation Publicly Available Web Searches Articles Blogs EPIC site Job Postings for EPIC roles Trends/Data Reports Government Info
- 61. 3b. Create & Assess Possibilities via networking & observing
- 63. A few Tips Use the 60/40 rule Avoid the “yes or no” Learning vs. Confirming “Tell me more...” “Help me understand...” Learn, don’t sell Pay attention to non-verbals Move from general to specific
- 64. Need NIL picture -maybe one from delight conf?
- 65. Conferences Books/Authors Ask for Connections/Referrals Coffee Shops Meet Ups Training Events Where to look Blogs/News Other Categories/Brands Other Functions Trend Forecasts/Public Trend Reports New Products on the Market Social Media: LinkedIn, Twitter, Facebook Mattt.org ©
- 66. GCHC Networking Dr. Walker Thought Leaders Local Experts Health Care Users Analogs (Universities, etc)
- 67. Business Challenge: internal stakeholders How? n p External Stakeholders r&D BUYER marketing USER research INFLUENCER human resources COMPETITOR management business partner other business partner other OTHER other p CUSTOMER sales n VENDOR finance How? OTHER Collaborative Co-Creation Worksheet thegaragegroup.com
- 68. 4a. Connecting to Form Ideas & Hypotheses Need/Insight + possibility/Analog Lennart Tange ©
- 69. Mariko ©
- 70. trends Collect questioning trends empathy technology needs observing empathy need a better insights design networking Mattt.org © insights case studies execution for this slide... business resources resources models business models compensatory behaviors technology Collect perience exexperiences s needs behaviors behaviors case studies compensatory behaviors Co
- 72. put slot machine can we use this template here, need picture? to find... Jeff Kubina ©
- 73. Need/Insight + Analog/Possibility Connecting to Create Ideas = Idea! thegaragegroup.com
- 74. 4b. Iteratively Develop with stakeholders
- 75. Build A Garage
- 76. Charter Background/Objectives business purpose scope roles & responsibilities key phases and measures & milestones Resources Required (human and funding)
- 77. conceptual prototype template Title/headline Who is the target (primary & secondary)? 2 to 3 sentences to bring the idea to life... Products/Services leveraged logic for How idea reaches financial goals key players (internal) key players (external) supply chain implications/ideas distribution channels Pricing model organizational model implications
- 81. 1. Enabling care everywhere 2. Consistent order sets 3. epic talent pool 5 Ideas 4.Greater Cincinnati Epic OnGoing Education Program 5. Plan, Prepare and Implement Nordstrom ©
- 82. Where are they now? 1. Users Conference 2. Menu of services (still being vetted); a la carte pricing
- 84. Workshops
- 85. Smaller Workshops or 1-1 Discussions
- 87. Clarity of Message is critical!!
- 88. Skin in the Game for everyone!!
- 89. Make Sure Partners Understand your business
- 90. Internally... What has to be true?
- 91. Be Aware of Competitive issues & Sensitivities
- 92. Collaborative Co-creation Take-aways & next steps depending on where you’re at in the process... Phase 1. Articulate the challenge 2. Map the stakeholders 3a. Assess Needs via observation & research 3b. Create & Assess Possibilities via networking & observing 4a. Connecting to Form Ideas & Hypotheses 4b. Iteratively Develop with stakeholders My Top 3 Take-aways/next Steps thegaragegroup.com
- 93. Building Innovative & Entrepreneurial Organizations Idea generation & development workshops thegaragegroup.com Employeedriven Ideation & development Programs Idea Discovery & Development Training