Our Own Worst Enemy Breaking Down the Mindsets that

Compromise Execution

Objective

• Innovation is not an easy toss over the fence to the core business • There is a need to invest in building champions for an idea • The investment in champions often takes the form of what we’re

not used to in business

To Understand:

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Key Takeaways

Why it is important to build leadership engagement to enable innovation

How to build bridges with those needed to support execution

Understand ways to persuade business owners to execute your ideas

Why the mind-set is the greater challenge (i.e., “the soft stuff is the hard stuff”)

How these two different yet complementary organizations are collaborating to execute innovation

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Meet The Team

Marla Hetzel Director of Innovation, AARP Services, Inc.

About Marla

Marla is the director of innovation at AARP Services, Inc., which is the for-profit subsidiary of the nonprofit, nonpartisan organization AARP that helps people 50 years of age and older improve the quality of their lives. She leads a collaborative innovation initiative with United Healthcare that creates actionable product and service concepts that are innovative and offer distinct new value to AARP members. “I can’t go back to yesterday because I was a different person then.” Lewis Carroll, Alice in Wonderland

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Meet The Team

Jennifer Draklellis Director of Innovation, United Healthcare

About Jennifer

Jennifer brings over 20 years of experience to shaping UnitedHealthcare’s innovation strategy for the Medicare & Retirement business segment. As a director of innovation, she pioneers the development of new health management solutions for people aged 50+ and works closely with AARP to deliver groundbreaking health products and services to their membership. “Well-behaved women rarely make history.” Laurel Thatcher Ulrich

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A Collaboration in Innovation

IMPACT 50+ Consumer

ACHIEVE Growth

and Retention

DEVELOP Capabilities of Organizations AARP/ASI

• Brand Trust • Advocacy • Expertise and

Knowledge on 50+ Consumer and Issue Areas

UHG • Data and Clinical

Expertise • Health Care Delivery • Technology

ACTIONABLE, SHARED PURPOSE

A COLLABORATION IN

INNOVATION

A COLLABORATIVE innovation effort between ASI and UHG established to make healthcare better by LEVERAGING the SHARED CAPABILITIES of the organizations and ALIGNING with strategic objectives in order to CREATE ACTIONABLE concepts that TRANSITION to business owners.

SHARED CAPABILITIES

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Internal examination of strengths and opportunities for improvement

Historical analysis of activity and the impact of activity

Collected stakeholder feedback

Input from thought leaders on innovation

The Innovation Team took an informed approach to developing a new way forward.

Reflecting on the Journey

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Why It Is Not An Easy Toss ?

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“The Performance Engine: Companies are

Built for Efficiency, Not Innovation” –

https://www.youtube.com/watch?v=6pl1KTNA1

G0

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Operator Mindset • Is uncomfortable with uncertainty,

ambiguity and risk • Is able to make data-driven and analytical

decisions • Works hard to be both accurate and

precise • Works to avoid failure and reduce errors

to zero

• Is comfortable with uncertainty, ambiguity and risk • Is able to make analytical or intuition-based

decisions (including “blink responses” based on minimal information)

• Settles for order-of-magnitude estimates and does not let precision exceed accuracy

• Sees failure as inevitable and even desirable (as long as it happens fast/at low cost and one learns from it)

• Wins by maintaining flexibility/openness, and preserving options

Innovator Mindset

Why aren’t we better at

innovation?

Becoming innovative

is HARD

Innovation is IDEAS and

EXECUTION

Companies are built for

efficiency, not innovation

Why aren’t organizations designed for innovation?

The Operator Mindset Drives the Performance Engine

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Decision Making Biases: The Violation of Rational Principles

Action-Oriented

Overconfidence or Competitor Neglect

Self-Interest

Inappropriate Attachments or Misaligned Incentives

Pattern Recognition Confirmation, False

Analogies, or Champion Bias

Stability

Anchoring, Loss Aversion, Sunk Cost Fallacy, or Status

Quo Bias

Social

Groupthink or Sunflower Management

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Facilitating Execution “When it comes to embracing a new idea, most will demur unless you can pack a parachute that will allow them to jump safely from their (way of doing things) to yours.”

Whitney Johnson, Harvard Business Review

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Persuading the Masses

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About Vernice • I am from the Southeast

• I attend church at least once a week

• My community is very important to me

• I am the head of my household

• I am trying to lose weight

• I have some college education

• I have some level of dissatisfaction with my health

• I am active on social networks like Facebook

• I have tried various weight-loss programs

• I have children

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Tell a Human Centered Story – a video of our persona Vernice

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tt

Identify Potential Landing Zones

In Multicultural Leadership, we are: • Focused on increasing awareness of AARP among multicultural

audiences nationally and locally and engaging them in programs, activities and membership,

• Telling the AARP story in a culturally relevant way that benefits and enhances the quality of life for 50+ multicultural America,

• Focused on embedding multiculturalism into all we do at AARP – that means adapting the AARP experience so it aligns with multicultural audiences, and

• Available to work with all staff to ensure that AARP’s efforts have maximum impact for these audiences.

Edna Kane-Williams, SVP Multicultural Leadership

Look for Common Goals Feeding Hungry People 50+ and Developing Sustainable Solutions for the

Root Causes of Hunger • AARP Foundation's Food Security team is committed to helping nearly 9

million older people obtain food security by redefining hunger as a health issue and mobilizing food companies, health insurers, community organizations and others to help foster sustained solutions. Our initiatives are based on three principal solutions:

• Educate: Increase awareness and understanding of older adult hunger and food security through ongoing research and awareness programs.

• Extend: Consolidate, integrate and leverage efforts by organizations, industry and government agencies to address gaps and challenges in more efficient, focused and prioritized manner.

• Elevate: Bringing together key experts who work across the food supply chain to develop new market-driven pathways that can increase access to safe, affordable and nutritious food.

Jim Lutzweiler, VP Impact Programs-Hunger

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Use Evidence

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Prep to Promote

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Comments from Our Champion – Larry Flanagan, President and CEO of AARP Services, Inc.

THANK YOU

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Marla

mhetzel@aarp.org Marla J Hetzel (Linked In)

@hetzelmj

Jennifer

Jennifer_draklellis@uhc.com Jennifer Draklellis (Linked In)

@jdraklellis