Becoming more innovative & creative June 2012

Becoming more innovative & creative

by Toronto Training and HR

June 2012

Contents

3-4 Introduction to Toronto Training and HR

5-10 Feelings of participation8-10 Customer-focused innovation11-12 Key elements of innovation13-15 Boosting creativity in the workplace16-17 Critical innovation skills18-19 An agent of innovation20-22 Creativity in unexpected places23-24 Optimal balance for innovation25-26 Bad habits that reduce creativity27-28 Barriers to public sector innovation29-32 The innovation process33-34 Three generations of innovation labs35-36 Reverse innovation37-38 Frugal engineering39-40 The golden ratio of innovation

investment 41-42 Change and innovation43-44 Fostering innovation45-47 Levels of ambition48-49 Drill 50-55 Case studies56-57 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Feelings of participation

Feelings of participation 1 of 5

QUESTIONS TO ASKDo you listen to your people?Do you hold regular meetings with your people to update them on developments, give them an opportunity to express their opinions and discuss the issues?Do you make it easy for them to visit you?When feasible, do you consult with your own people before making decisions affecting them?


QUESTIONS TO ASKDo you give them opportunities to do their jobs-or at least parts of them-in their own way, as long as results are satisfactory?Do you know each person’s strengths and areas of expertise then take maximum advantage of them?Do you help them reason through a solution to a problem or a course of action on their own, rather than dictate it yourself?


QUESTIONS TO ASKDo your people view you as a resource, someone they can turn to for guidance?Have you made it clear you trust your people to do their work in a superior manner?Do your ever ask them what obstacles are interfering with increased effectiveness and efficiency (e.g. the need for additional training, different equipment, more assistance)? And do you do something about it?


GENERATING IDEASKeep pads of paper and pencils within easy reachBe observantDevelop a strong curiosity about things, places and peopleIncrease the number of idea sources at your disposal by widening your friendships, expanding your reading and studying subjects outside your field


CONSIDER EACH PERSON INDIVIDUALLYHow can I translate departmental goals into individual goals?How much does each employee value these rewards?How available do the rewards appear to be?What can each employee do to help achieve the goals of the team, department or office?

Key elements of innovation

Key elements of innovation

IdentifyClarifyQuestion

Boosting creativity in the workplace

Boosting creativity in the workplace 1 of 2

Financial reward/incentiveRecognition/status for my achievementsBetter designed work environmentHaving systems & processes in place to suggest changes and develop new working practicesMore teamwork/collaboration with othersFewer distractions at workAbility to manage own time

Boosting creativity in the workplace 2 of 2

Improvements in the technology available at workHaving specific time allocated to think of ways to improve the current employerAbility to set own goals and objectivesAbility to work remotely or from a location of own choosingScope to use some of the techniques that are used outside of work or in social life e.g. social media

Critical innovation skills

Critical innovation skills

Discovery skillsExecution skillsLeadership skills

An agent of innovation

An agent of innovation

Becoming an agent of innovationBeing an agent of innovationRemaining an agent of innovation

Creativity in unexpected places

Creativity in unexpected places 1 of 2

RULESThink in reversePosition coaches in sport…and in businessOxymoron? Using structure to enhance creativityWhen a skunk crosses the stageWhole-part-whole learningWhen an inmate escape is a good thingMaking creativity routineFinding the secret ingredient to success

Creativity in unexpected places 2 of 2

FORMING AND FACILITATINGNo competing organizationsHigh output, low egos onlyRelentless learnersHave a facilitator

Optimal balance for creativity

Optimal balance for creativity

A combinationCreativesConformistsDetail-oriented people

Bad habits that reduce creativity

Bad habits that reduce creativity

ProcrastinationLack of planningIndecisionKnee jerk reflexes

Barriers to public sector innovation

Barriers to public sector innovation

Paying a price for politicsAnti-innovation DNAFear of divergenceWhere’s the citizen?An orchestra without a conductorLeading into a vacuum and the 80/20 ruleThe scaling problem

The innovation process

The innovation process 1 of 3

FOUR STAGESGeneratingConceptualizingOptimizingImplementing


EIGHT STEPSProblem findingFact findingProblem definitionIdea findingEvaluation and selectionPlanningGaining acceptanceAction


SUCCESS FACTORSInvolvementWorking on the right problemsRemoving roadblocks to implementationQuantitative measurementIndependent implementation facilitationSimplification

Three generations of innovation labs

Three generations of innovation labs

What is an innovation lab?

Creative platformInnovation unitChange partner

Reverse innovation

Reverse innovation

Definition

NEEDS GAPSPerformance gapInfrastructure gapSustainability gapRegulatory gapPreferences gap

Frugal engineering

Frugal engineering

KEY PRINCIPLESRobustnessPortabilityDefeaturingLeapfrog technologyMega scale productionService ecosystems

The golden ratio of innovation investment

The golden ratio of innovation investment

70-20-10

IndustryCompetitive positionStage of development

Change and innovation

Areas of Focus

Levels of Change

Business Model

Innovation

Product/

Service Innovation

Sales/

MarketingInnovation

Process Innovation

1. Doing things right

2. Doing the right things

3. Improve doing the right things

4. Doing away with things

5. Doing things other people are doing

6. Doing new things (never done)

7. Doing what can’t be done

Fostering innovation

Fostering innovation

Challenge what is possibleDo not rest on your laurelsThe importance of good leadershipExecution is keyThe small stuff is innovation too

Levels of ambition

Levels of ambition 1 of 2

Enhancements to core offeringsPursuit of adjacent opportunitiesVentures into transformational territory

Levels of ambition 2 of 2

MANAGING TRANSFORMATIONAL INITIATIVESTalent IntegrationFundingPipeline managementMetrics

Case study A

Case study B

Case study C

Conclusion and questions

Conclusion

SummaryVideosQuestions

Becoming more innovative & creative June 2012

Business

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