Building Organisational Innovation
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1 Thurs, June 2, 2016 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @lrncafe #capability Building Organisational Innovation – Oxymoron or Essential Capability? Knowledge Sharing Better Practices Experienced Panel
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Transcript of Building Organisational Innovation
1
Thurs, June 2, 2016 12-1 PM, Sydney
Ways to participate:
• Q&A Box - comment, whinge & opinions
• Twitter Backchannel - @lrncafe #capability
Building Organisational
Innovation – Oxymoron or
Essential Capability?
Knowledge
Sharing
Better Practices
Experienced
Panel
Introductions
AIM
AnglicareSA
ANZ
ANZIIF
Bank Australia
Bendigo Bank
BP
Brightcookie Pty Ltd
Cancer Council Queensland
Capgemini
CCA
CCL
Commonwealth Bank
Cushman & Wakefield
DBL
DEDJTR
Downer Gruop
Embrace Liminality
EY
FACS
Fairfax Media
Fisher & Paykel Healthcare
Fred IT Group
Generator Talent Group
Learning Guide
Learning Seat
Lennox College
Lighthouse
Macquarie Group
Macquarie University
Maddocks
Maura Fay Group
McGrathNicol
Mercer
Mobius Knowledge Services
Nab
NCC
Obvious Choice
Optus
Pathfinder Advisors
Pernod Ricard Winemakers
Primary Health Care
PSC
RCD HR Consulting
Rio Tinto
RMIT University
Sanofi
Savv-e
sead alispahic
Seek new opportunities
Serco Defence
Shine Lawyers
SimTabs
Sprout LABs
Sydney Water
Taronga Conservation Society Australia
TCSA
Tennis Australia
the elearning company
The eLearning eXperts
Toyota
Wavelength
Westpac
Registrations75+
Todd Johnsen
Director
Business
Performance
and Innovation
Cushman &
Wakefield
John English
Innovation
Thought Leader
Patrick Crooks
CEO
Fusion Labs
60+ Organisations
Blog
Magazine
Webinar Discussions
UnConference
Coffee Catch Ups
Capability Building
Workshops
Community of Capability Management Professionalswith a focus on implementing ideas
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What is Organisational Capability ?
Key Skills for Capability Professionals
4 Key Components that Successful Organisations
have in Common
https://www2.deloitte.com/content/dam/Deloitte/pe/Documents/strategy/In%20Pursuit%20of%20Innovation%20CEO%20checklist.pdf
McKinsey’s Eight Essentials of Innovation
http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-eight-essentials-of-innovation
Knowledge
Work
Process
Work
Knowledge
Work
Process
Work
Big Innovation
Zone ?
Disruption
Small Innovation
Zone ?
Improvements
Knowledge
Work
Process
Work
Big Innovation
Zone ?
Disruption
Small Innovation
Zone ?
Improvements
Impact of
Innovation
Is Innovation more a mindset
than a skill that requires the
right condition to thrive?
Are certain types of
organisations more suitable for
innovation than others?
Problem Statement #1
What does a road-map for making
organizations “Innovative” look
like? What are the resources
required to make a start?
Problem Statement #2
TODD JOHNSEN
Director Business Performance and
Innovation at Cushman & Wakefield
Cushman & Wakefield - Australia and New ZealandThe merger of UGL Services, DTZ and Cushman & Wakefield
Our Delivery Model / Structure
• 60+ Account Teams
• Combination of on-site
and off-site delivery
teams
• Legacy silo structure
• Merger = mix of
cultures, systems and
processes
• Broad service offer =
mix of working styles
and services
• Geography = regional
challenges and
environments
The opportunities and challenges
Real Estate Outsourcing
1. Account Level
•Peer group cooperation
across accounts
•Shared tools & processes
•Customer feedback
•Idea Hub
2. Business Level
•Exploring strategic
partnerships
•New Business & Delivery
Models
•Investigating new ideas and
technologies
The Innovation PlatformA Two Level Approach
Industry AffiliationsClient Insight
Program
Knowledge Hub
Strategic Partners Go 2 Persons
Communities of
Practice
Innovation Platform
Creating a Structure for Success based on Communication & Reward
Idea HubSMEs
The Platform within the Structure
PPP’sNZQLD/NTVIC/SA/
WA
NSW/AC
T
MD
ANZ
Project
Management
Business
Systems
CSC
AMT
Procureme
nt
Transactions
Transitions
Facility
Management
Critical
Environments
Lease
Administration
Facility & Trade
Services
SME Pool
CoP
CoP
CoP
CoP
CoP
CoP
CoP
G2P
G2P
G2P
G2P
3D Printing
Remote Sensors
Battery Technology
Artificial Intelligence
1. Communities of Practice
2. SMEs
3. Go 2 Persons
JOHN ENGLISH
Innovation Thought Leader
Daedalus Consulting Group
Organisational Maturity
1. Young, high growth, agile
2. Established business
3. Incumbent (long established)
Defining the Ambit of Innovation – Search
FieldsInnovation Search Fields focus idea generation and innovation activity on areas of high potential and strategic importance.
A disciplined approach to Innovation requires a clear definition of Search Fields in order to bound the range of Innovation activity. Such a definition answers the question: “In the quest for value creation, where will we search and where will we NOT search?”
1. Improve existing business processes
2. Innovate within existing business models
3. Create new business models/value chain transformation
4. Prepare for the future
Minimal Requirements for Effective Innovation in
Incumbents
1. Ambidexterity
- Running the existing business while simultaneously reinventing the
business
- Managing trade offs in resource deployment
2. Leadership
- Unequivocal support for the innovation effort
- Personal championing and sponsorship from the CEO and Board
- Decision making in favour of innovation when inevitable conflict arises
3. Culture
- BELIEF
- Agility, creativity, learning
- Tolerance for failure (using the right metrics)
4. Organisational independence
- Separation from the core business, but access to critical resources
when required
- Light touch governance
- Independent funding
Proprietary and confidential
Approaches to Ideation: Innovation Pre-Conditions
Proust: “The journey of discovery consists not in seeking new landscapes, but in having new eyes”
Connectedness
IDEAS
Innovative ideas do not readily emerge
from homogenous groups within traditional
organisations
Ideation is a volume game; successes are
comparatively rare
Organisations must create the pre-
conditions for innovation:
Time and space
Diversity
Connectedness
Source: Daedalus Consulting Group, Gary Hamel
PATRICK CROOKS
CEO at Fusion Labs
BUILDING INNOVATION CAPABILITYMay 2016
© Fusion Co-Innovation Labs
CONFIDENTIAL
Speed
Focus
Learning
CONCEPT
WHAT TO AIM FOR…
1
Desirable
Feasible
Viable Experiment
Validate
Refine
HIGH SPEED
INNOVATION
ENVIRONMENT
2 3
CUSTOMER
CENTRIC DESIGNDE-RISK THROUGH
EXPERIMENTATION
TRANSITION
TO BAU
SCALE
HIGH SPEED INNOVATION ENVIRONMENT
Prioritise speed, focus and learning.
► Use small project teams that are free of constraints and
focus on the right action at the right time
► Speak with customers from day one so that we are
learning about what matters most
► Use hypotheses to learn, and make decisions with
‘good-enough’ data, so that we can test our ideas
rapidly
DE-RISK THROUGH EXPERIMENTATION
Use experimentation to validate that a product has
buyers before we commit any resources to building it.
► Create experiments to test our value proposition and
product features with customers
► Keep refining based on customer feedback until we
have product ready for market
CUSTOMER CENTRIC DESIGN
Focus on what customers value most, in line with your
overall business strategy and brand position.
► Speak to customers and find a problem worth solving
► Test our solution to make ensure problem/solution fit
► Run tests to confirm that we have a viable product and a
workable business model
TRANSITION TO BUSINESS AS USUAL (BAU)
Ensure your innovations are seamlessly integrated into
your core systems and processes.
► Decide whether to “build, borrow or buy” your final
enterprise level solution
► Speak to the right people at the right time to ensure a
smooth transition from innovation to product
4
43
21
9 October 2015
CONFIDENTIAL
2016© Fusion Co-Innovation Labs
CONFIDENTIAL
CHANGING
CORPORATE
DNA
WHERE COMPANIES BATTLE
Scaling from Lab
environment to
“the wild”:
People
Process
Policy
Tools
CHALLENGES AND TACTICSMay 2016
© Fusion Co-Innovation Labs
CONFIDENTIAL
1. Steak versus sizzle
2. Making innovation a habit
3. Young elephants, old elephants
4. The half-life problem and not an event
5. Boiling the ocean
6. Splitting the budget
7. Mindset trumps skillset
FOLLOWING UPMay 2016
© Fusion Co-Innovation Labs
CONFIDENTIAL
Please contact Patrick for any of the following:1) White paper on overcoming fear of failure
2) White paper on creating an innovation DNA
3) Curriculum approach, examples of how this has been done elsewhere
