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Innovation at work

by Toronto Training and HR

September 2014

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CONTENTS3-4 Introduction5-6 Styles of innovation7-8 A culture of innovation9-10 Different types of innovator11-12 Innovative outputs13-14 Innovative inputs15-17 Unlocking the potential of social capital in

public sector organizations18-21 Barriers to innovation in the public sector22-23 Innovation in a franchise environment24-25 The client innovation matrix26-27 Innovating through stealth28-29 CSR and innovation30-31 Developing an innovative culture for young

people32-35 Selective revealing36-37 Crowdsourcing38-44 Building a co-creation system45-46 Trade-offs between risk and return47-48 Perceptual habits of innovators49-50 Conclusion, summary and questions

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Introduction

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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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

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Styles of innovation

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Customer-driven innovationVision-driven innovationInvolvement-driven innovation

Styles of innovation

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A culture of innovation

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AdaptabilityConsistencyInvolvementMission

A culture of innovation

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Different types of innovator

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Distributed innovatorsCautious innovatorsSpecialist innovatorsOpen innovatorsManagerial innovators

Different types of innovator

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Innovative outputs

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Novel and genuinely differentRefining existing ideas and exploiting their value to the maximum

Innovative outputs

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Innovative inputs

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Human capitalFirm specificClient specificSocial capital

Innovative inputs

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Unlocking the potential of social capital in

public sector organizations

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Creation of a new generation of public leadersLeaders actively fostering a climate of trust and confidence

Unlocking the potential of social capital in public sector organizations 1 of 2

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From the beginning, these leaders visibly recognizing the value of both incremental and radical forms of innovationRecognize, develop and support the contribution by HR

Unlocking the potential of social capital in public sector organizations 2 of 2

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Barriers to innovation in the public sector

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Public services are organized in silosEvaluation systems are not designed to support innovationUsers of public services are rarely invited to engage in the innovation process

Barriers to innovation in the public sector 1 of 3

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‘A fetish for new shiny stuff’ leads to inappropriate allocation of scarce resourcesLack of ‘disciplined systems of innovation’Narrow focus on financial measures of value

Barriers to innovation in the public sector 2 of 3

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‘Complexity of being required to meet multiple and competing social and political objectives

Barriers to innovation in the public sector 3 of 3

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Innovation in a franchise environment

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DriversEntrepreneurshipKnowledge managementManagement professionalismRelationship management

Innovation in a franchise environment

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The client innovation matrix

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The client innovation matrix

Explore-regenerateShared control

Explore-reinventClient control

Exploit-refreshShared control

Exploit-reuseClient control

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Innovating through stealth

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Stealth sponsorsStealth testingStealth resourcingStealth branding

Innovating through stealth

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CSR and innovation

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What is CSR?Organization A Organization BOrganization COrganization DOrganization EOrganization FOrganization G

CSR and innovation

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Developing an innovative culture for

young people

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Where young people want to workWhere young people are most satisfiedWhat is the purpose of business?

Developing an innovative culture for young people

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Selective revealing

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Definition of selective revealingMost crucial resources needed for innovative successSolution revealingImproved collaborationConditions where traditional collaboration mechanisms fail

Selective revealing 1 of 3

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Overcoming partnering uncertainty, coordination costs and unwillingness to collaborateIndirect benefitsInternal and external drivers

Selective revealing 2 of 3

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Selective revealing strategiesIssue spreadingAgenda shapingProduct enhancingNiche creating

Selective revealing 3 of 3

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Crowdsourcing

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ContestsCollaborative communitiesComplementorsLabour markets

Crowdsourcing

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Building a co-creation system

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What community of individuals from inside the company and across external stakeholders do we need to connect to solve this problem?

Building a co-creation system 1 of 6

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What platform (physical or digital forum) does this community need to start connecting in new ways?

Building a co-creation system 2 of 6

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What new interactions will community members want to engage in on the platform to design a solution? What valuable professional experiences will the members get out of these interactions?

Building a co-creation system 3 of 6

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What value will this new set of experiences generate for our firm and for the other organizations involved, creating a win for all parties?

Building a co-creation system 4 of 6

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Steps involvedIdentify a large problem which the organization cannot solve aloneDevelop hypotheses about the internal and external stakeholders that could help tackle the problem (4-6 weeks)

Building a co-creation system 5 of 6

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Steps involved (cont.)Conduct experiments to test the hypotheses (6-18 months)Continuously generate new insights from the data

Building a co-creation system 6 of 6

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Trade-offs between risk and return

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Recognize the need for a modelAcknowledge the model’s limitationsExpect the unexpectedUnderstand use and userCheck the infrastructure

Trade-offs between risk and return

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Perceptual habits of innovators

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Unchallenged orthodoxiesUnderappreciated trendsUnderleveraged competencies and assetsUnarticulated needs

Perceptual habits of innovators

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Conclusion, summary and questions

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Conclusion, summary and questions

ConclusionSummaryVideosQuestions