Strive to Thrive

by challenging how you solve problems

Ginty Chalk

BMGI, Head Operational Excellence DeploymentsTake problem solving to a

whole new level

To strive in this environment, you need to take problem solving to the next level

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Why solve problems differently?

The world is changing

We face challenges and problems

More complex – stressful – demanding

Adapt or Die!

A recipe for connecting people

Yes or No

Is your business aiming for the same results as 2017?

2018? 2019? 2020? 2021?

Why push the boundaries of

problem solving?

We can't solve problems by using the same kind of thinking we used when we created them.~ Albert Einstein

Where thinking differently & breaking patterns are key to

unlocking the challenge

Is it possible?

Can you climb through this card?

1. You cannot cut through the outer part of

the card – this must stay intact

2. You may not join any pieces together

3. You may not have any loose ends

Getting out of your comfort zone is how you get different results!

KAI Assessment

• Kirton Adaption-Innovation Inventory (33 questions)

• Highly reliable, sound psychometric instrument

• Measures cognitive style of problem solving

• Style differences lie on a normally distributed continuum (highly adaptive to highly innovative)

• Scores are comparative, hence terms “more Adaptive” & “more Innovative” are used instead of “adaptor” & “Innovator”

What is the KAI?

Your Cognitive Style is…

• Genetically determined

• You did not choose it and cannot change it…like eye color

• Is readily apparent in young children

• Can be reliably measured by teenage years

• Does not change with age or experience

Keeping in mind....

Difference between “Can Do” responses and “Prefer to Do”

Complete the KAI assessment

Do You Recognize This Person?

• “I readily absorb ideas from every source, frequently starting where the last person left off.”

• "Genius is one per cent inspiration and ninety-nine per cent perspiration. Accordingly, a 'genius' is often merely a talented person who has done all of his or her homework."

Thomas Edison

• 1093 Patents to his credit

Was he adaptive or innovative?

17

Do You Recognize This Person?

• “Imagination is more important than knowledge”

• "The only real valuable thing is intuition."

• "Anyone who has never made a mistake has never tried anything new."

Albert Einstein

• No patents to his credit

Was he adaptive or innovative?

19

20

How do we solve problems?

The Problems

DescribeProblem A

Can be solved by one person?

Delegate problem solving to one person

Build a suited team.Manage the team

(problem B).

Choose a suited problem solving methodology

Solve Problem A and Problem B

y

nProblem A

Teams solve complex problems

• The competition over the next decade may very well be shaped by companies bringing to best use the capabilities of people and teams.

• To win in this race, companies need to understand this context from a scientific point of view, value people‘s differences, build teams and a sound framework for them to be effective so that these most valuable of all resources are put to best use.“

~ Adapted from a quote by David Silverstein, CEO of BMGI

Competing by truly valuing diversity

• Improves teamwork, collaboration and problem

solving

• We solve problems at different levels and with

different styles, so, all of us are capable of

pushing the boundaries of team problem solving.

KAI assessment tool

Style

Level (skills)

Don‘t confuse level and style

Style

Level (skills)

Level - Developed

Don‘t confuse level and style

Style - Born with

KAI measures stylenot level

Doing things better. Doing things differently.

More adaptive style More innovative style

Change within the given system

Change of the system

A continuous range of problem solving styles

Thomas Edison (1847-1931)

Albert Einstein (1879-1955)

There are no“better” or “worse” scores

Adaptors and Innovators

More “wild“ideas

Exploring beyondsystem properties

Less confined by consensus

Fewer butwell-thoughtideas

Exploring the system properties

Keeping all in the boat

Mutual perceptions

• Timid, narrow• Too compliant, conforming• Stuck within their paradigm• Picky, narrow, pedestrian• Intolerant of ambiguity• …

• Unsound, impractical• Cavalier toward other’s ideas• Generators of turbulence• Creating confusion and dissonance• Too risky• …

How Adaptors see Innovators How Innovators see Adaptors

Leverage your problem solving style

Step 2:Appreciate

styles different from your own.

Step 1:Understand

your own style.

The representation of a gap of more than 20 KAI points between an individual and the rest of the group.

Where are you on the KAI scale?

Most of us

Use your results from the KAI Assessment

InnovativeAdaptive

Problem solving style

Team members Team member

CopingDistance

Bridger

Bridgers

Look at problems differently

Concentrate on the four small dots in the vertical row in the middle of the picture for at least 30 seconds.

Then close your eyes and tilt your head back. Keep them closed. Eventually, you will see a circle of light.

Continue looking at the circle. What do you see?

By focusing your attention in a different way (focusing on the dots and closing your eyes), you changed your perception of the pattern, allowing yourself to see something that you could not otherwise see

IBM study

Largest known sample of one-on-one CEO interviews,Over 1,500 leadersAcross 60 nations33 industries polled on what drives them in managing their companies in today's world

Spatial Exercise

C

C

AB

AB

Instructions:You must draw three lines.A to AB to BC to C

Rules:The lines can not touch.Can not go through the blocks.Can not go outside the main box.

Time = 3 minutes maximum

Creativity Exercise

C

C

AB

AB

Instructions:You must draw three lines.A to AB to BC to C

Rules:The lines can not touch.Can not go through the blocks.Can not go outside the main box.

• Pick 2 random words

• Put them together

• Make connection or links to solutions

• Pick random items from the bag

• Make connection or links to solutions

How is this applied to solving…

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Operational Design Thinking (ODT)

What is ODT?

Ask yourself, is there a better way to produce or deliver compared to how you do it today?

By applying a human-centred approach to operation design, radically new and

innovative production or delivery methods can de developed…

RE-

DEFINEIMAGINEINNOVATEINVENTDEPLOY

Approach to ODTImmersion Ideation ImplementationScoping

Look to the outside world, including

trends, competitors, new technologies and

start-ups for inspiration and

direction as well as for potential partners and providers of products and

services

EXTROSPECTION

Enable rapid experimentation

and testing of prioritized concept

designs. Expose prototype(s) to

variety of stakeholders to gather feedback

and inject changes into next design

iteration.

RAPIDPROTOTYPING

Synthesize all insights and

overlay on process map. Reimagine

how your product or service is produced/

delivered. Develop portfolio of process

concept designs and prioritize.

CONCEPT DEVELOPMENT

Look to the people and the process.

Understand internal and

external customer journeys. Map real world process and

assess current process

performance.

INTROSPECTION

Identify and prioritize

operational areas that require rethinking

SCOPING

Plan the organization

change required to implement the process design

changes.

CHANGE

INSIGHTSPerformance Assessment

Balanced Scorecard

Process Mapping

Value Drivers

Customer Journeys

Customer Personas

Introspection – “Process Eco System” MappingThis step helps teams to “fall in love with the problem” before “falling in love with the solution”

which helps counter the typical bias of experts.

Business Analysts, Management Consultants,

Lean Six Sigma Experts

User Experience Researchers,

Ethnographers

InterviewsProcess

Workshops Walk

Throughs

ExtrospectionDuring this step we research and gather information on latest industry trends, new technologies and methods,

start-ups and competitors and provide these ‘collected dots’ to the team enable the team to understand all of the possibilities.

Industry Trends

Disruptive Start-Ups

New Methods

New Tech

CompetitorsNew

Equipment

Process Map

Customer Journey

Process Performance

New Technology

Disruptive Startups

Industry Trends

New Methods

Concept Development for SolutioningDuring this step the team is given the opportunity to synthesise all of the insights from the previous two steps and overlay this on the process map. In doing so the team can view the process through various

‘filters’ and reimagine how the product or services could be produced and/or delivered.

Introspective Input

Extrospective Input

Concept Canvas used in the workshop

Concept Portfolio and prototyping created post-

workshop

Principles of ODT

Place the internal and external

customers emotion at the heart of the

problem solving

Look to new trends, technologies and

the competitors for inspiration and

direction

Suspend judgement and generate

unconstrained ideas that create the best

experience for customers

Keep it Lean and Agile – Continuously iterate designs based

on customer feedback and

increasingly refine solutions

Focus on reaching the fastest path to

experience to enable rapid testing with

customers

A final thought – in order to manage problems both widely and well, especially in groups, we need to be able to manage diversity well – a critical problem in itself!

Introduction to BMGI

Who we are

We have come a long way

15 Years

Deploying Operational Excellence Programmes in Southern Africa

Breakthrough Management Group (BMGI) was founded in 1999 in the United States

2018

BMGI South Africa Franchise Established

BMGI US transitions to Lean Methods Group

BMGI SA Acquired by Lacuna Innovation

Introduce Collaborative Training & Operational Design Thinking

1999

BMGI SA becomes wholly owned subsidiary of BMGI US

2017

2016

2005

2003

Lacuna Innovation Group

Our group of companies, which extends our expertise as an Innovation Agency to include Enterprise Innovation Management, In-market Immersion, Agile Concept Development and more recently Operational Excellence and Operational Design Thinking represents a focused collective, as a holistic solution partner of choice.

Global Locations5

With offices in Germany, South Africa, the United Kingdom, Nepal and Mauritius, we work hand-in-hand with some of the most admired organizations on a global scale.

The Group Offering

Operational Design Thinking

Front End Innovation

Agile Concept Development

The implementation of a radically new and

improved production or delivery methods

including significant changes in techniques,

equipment and technology

The identification of opportunities and the development of new product and service

concepts prior to entering the formal

product/service development process

The introduction of new digital concepts

product/service or process innovation concepts through a

robust and market tested commercialisation

process

Operational Excellence

The space where organizational leadership

and organizational intelligence merge to focus on continuously

meeting and even exceeding customer

expectations.

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References

The BMGI Team

136+Years Combined Experience in Operational Excellence and Passion

BMGI Operational Excellence

Programs and Courses

BMGI’s Programmes

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•ODT – Operational Design Thinking

• Partnering Engagement