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The Innovation Intensive- pathways and activitiesto drive success

The Context

An organisation that has always held a high value for Innovation

It has been part of the company values for 10 years There are annual Innovation awards and a “Dragon’s Den”

style investment award of £100k Innovation is believed to be a key differentiator that can drive

success There is now a desire to re-invigorate Innovation and make it a

real focus for, and driver of, the business

The Need

• To get a strong and inspiring definition of Innovation that unites people and drives the business

• To significantly improve the level and positive impact of Innovation in the business

• To increase Innovation across all functions and teams• To make sure it does not just get paid ‘lip service’ in a very

numbers-driven business• To be clear on how much risk the business wants to take – in

order to make sure that good ideas can flourish

Activities - High Level View

Working with the Top Team

The role of the Top Team in Innovation clear and defined

A new blueprintof the ‘Innovative Organisation’

A set of desired business outcomes

Agreement on the activities which necessarily flow from the desired outcomes

The Innovation Intensive

Embedding Innovation

Innovation blueprint rolled out to all parts of the business

Clarity around Innovation and the intended business outcomes

Take up of activities by individuals and groups – with reporting mechanisms and timelines

Virtual Innovation Hub set up involving external stakeholders and partners

‘REAP’ and ‘Eureka’ processes in place

Measurable results in developing innovative ideas which have translated into actual business results

Activity

Outputs

Working with the Top Team

Process: Interview – Prepare – Workshop – Report• Interview – A Deep Dive to Gain Rich Insights: Ensure there is a clear

understanding of the size of opportunities, business context, hurdles and levers• Workshop – The Innovation Experience: We will deliver -

– Specific outcomes – “At the end of this we will have a blueprint, a set of outcomes and a set of activities...”

– Focussed processes– Methods for creating alignment and agreement

• Report – The RoadMap - TurboBoosting Innovation: Becomes the foundation of the Innovation Intensive – Distils the values, gathers great examples, forms communications

Intention• To deliver active and visible sponsorship of the programme to encourage and

nurture its pervasiveness throughout the business• To identify hurdles and quick wins so these can be addressed and capitalised

upon

Useful Benchmarking

Measurable Outcomes

Senior levelSponsorship

A Compelling ‘Why’

Great upfront communications

Senior level initial workshop

The Virtual Innovation Hub

Top level sponsor

Key internal stakeholders

Make-it-happen individuals

External stakeholders and partners

Idea Creation

‘REAP’ and ‘Eureka’ Workshops

Building the Innovation Pathway

Back to the Top Team for risk appetite

Keeping Innovation on the Top Team agenda

Instituting processes

Innovation in Customer Relationships

Customer focus in business decisions

Partnering with customers in Innovation

Innovating in long-term relationships – ‘making things more pleasantly complex’

Expanding InnovationKey support activities for success

Team and Individual activities

Innovation Plans to build into the fabric

The Innovation Intensive

Embedding Innovation

Sharing Values Rewarding behaviours

Board Reviews A Champion

Local Teams

Across the Business

Take on projects Recommend projects

Communicate success Motivate action

The Virtual Innovation Hub

Senior levelSponsorship

Hub

Direction and

supportIdeas and

progress

Direction and

support

Ideas and progress

Building the culture

Cross Functional

Steering Group

Cham

pions

Commercial

wins

Entrepren-

eurship

Ben

chm

arki

ng

Team and Individual activities

Innovation Plans to build into the fabric

Creating ideas - The REAP Innovation Process

Radar

What has changed in the environment?

What has NOT changed internally?

Collective authority

Cross-functional and complex

Simple, discrete

Individual authority

Empowerment grid

Me Resistant relationshipFollower relationshipEnthusiast relationshipUnknown relationship

Alliance map Project planSection Questions

Purpose

Problem/Opportunity

Goal

Objectives

Building the Innovation Pathway

Building the Innovation Pathway

Back to the Top Team for risk appetite

Keeping Innovation on the Top Team agenda

Instituting processes

Disciplines to Encourage Innovation Nurture New Ideas Select the Best Assess and Reduce Risk Communicate to Key Stakeholders Link to Business Goals and Priorities …Simple and Practical

Innovation in Customer Relationships

Building cooperation, collaboration and co-creation with customers in:

But advance to this stage only once the internal competence is fully

embedded!

Products Supply Chain

IT Systems Strategy

every level of the organisation, has a brilliant m

anager……

……

……

.

competent, credible, principled and inspirational, and where everyone at work, at

Vybr

ant’s

vis

ion

is o

f a w

orld

whe

re le

ader

ship

is