Innovation: How to make it easy for people
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INNOVATION How to “make it easy” for people… Sarah Salter, Group HR Director Alastair Tawn, Energy & Efficiency Manager 26/04/2016
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Transcript of Innovation: How to make it easy for people
INNOVATIONHow to “make it easy” for people…
Sarah Salter, Group HR DirectorAlastair Tawn, Energy & Efficiency Manager
26/04/2016
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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
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OVERVIEW OF NORTHUMBRIAN WATER
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2012 TO 2015
OUR INNOVATION LEADERSHIP JOURNEY
THE EARLY DAYSKEY QUESTIONS IN THE TOP TEAM
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Where does it
belong?How do we “go large?”
But what’s our strategy?Innovation
vs
Creativity?
NOT “ONE SIZE FITS ALL”WE LOOKED FOR INNOVATION BEST PRACTICE
Innovation practitioners
Innovation experts
Innovation partners
SPIRIT WILLING – BUT LIMITED TIME AND RESOURCESWE 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
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?”
SIX STRATEGIC PILLARS PRESENTED TO TOP TEAM OCT 2014WE WROTE AN INNOVATION STRATEGY
FOCUS We focus our innovation efforts onwhat matters most
DELIVERY Our delivery of innovation is characterised bydirection, dynamism and diffusion
CULTURE Our people are instinctively curious and areempowered to try new approaches
CAPACITY We free up the resources we needto get things done
PROCESS Our processes and process governanceenable and encourage innovation
ENGAGEMENT We build strong enabling relationships with organisationsand individuals that help us deliver this strategy
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 areempowered to try new approaches
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DEEP DIVE INTO WASTE WATER
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A DIFFERENT APPROACH…WASTEWATER DEEP DIVE
A differentperspective
Myexperience
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ACADEMICALLY SPEAKING…WASTEWATER DEEP DIVE
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TURNING THEORY INTO REALITYWASTEWATER DEEP DIVE
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SOME OF WHAT’S HAPPENING WITHIN OUR TEAMSWASTEWATER DEEP DIVE
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WHAT OUR PEOPLE HAVE ACHIEVEDWASTEWATER DEEP DIVE
20% Power Reduction
Cessation of caustic
50% Power Reduction
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RECOGNISING AND CELEBRATING OUR PEOPLEWASTEWATER DEEP DIVE
Employee Satisfaction Index
Recognise not Reward
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2015 TO DATE
OUR INNOVATION LEADERSHIP JOURNEY
“UNLEASHING INNOVATION” PROGRAMME
Innovation Action PlanInnovation Review
STRA
TEGI
C PI
LLAR
SSTRATEGIC PRINCIPLES
Supporting Principles
Innovation Strategy
annual cycle
5-yr cycle
2015 ACTION PLAN
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OPEN MINDS AND FRESH STIMULUSTURNING POINT: 2015 “PEOPLE STRATEGY” EVENT
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WE DO RADICAL INNOVATION IN PARTNERSHIPWE REALISED...
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WE’D GOT INCREMENTAL INNOVATION DELIVERING FOR CUSTOMERSWE REALISED...
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“INNOVATION WITH A PURPOSE”BUT WHAT ABOUT DIFFERENTIAL INNOVATION?
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INNOVATION WITH A PURPOSEWE BOOSTED OUR FIRE POWER
• Applications invited• Ambassadors selected
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CULTURE VS CLIMATE VS WEATHERBUT: AUTUMN 2015 – PENSIONS DISPUTE
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BUT THINGS DO GET DELAYED…UNDERLYING CULTURE SURVIVES STORMS
84% of people enjoy their job
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INNOVATION AMBASSADORS LAUNCH DAY - FEB 2016#superplasticheroes
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“WE HAVE LIFT OFF”NEXT STOP: DESIGN SPRINTS
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DEEP DIVE – DESIGN SPRINT
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WHAT ISSUE ARE WE ADDRESSING?OUR DESIGN SPRINT DEEP DIVE
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THE GOOGLE APPROACHDESIGN SPRINT DEEP DIVE
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THE NWG APPROACH (5 DAYS INTO 3!)DESIGN SPRINT DEEP DIVE
Day 1 Day 2 Day 3
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BUILDING AN ENERGY POSITIVE NWGDESIGN SPRINT DEEP DIVE
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CREATING A CULTURE OF INNOVATIONDESIGN SPRINT DEEP DIVE
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WHAT HAVE WE LEARNT?DESIGN SPRINT DEEP DIVE
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INSIGHTS ALONG THE WAY
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“WHAT WE’VE LEARNED SO FAR”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
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AND ALWAYS REMEMBER…
“Culture eats strategy for breakfast”(Peter Drucker or Mark Fields?)
