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MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY AND RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST. UNLEASH THE INNOVATION CHAMPION IN YOU.


FACILITATING INNOVATION


Copyright @ 2017 by ES Consulting, Everything Brilliant, & Leadership Strategy. All rights reserved. Published by ES Consulting, Everything Brilliant, & Leadership Strategy. Published simultaneously in Saudi Arabia No part of this publication may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning without the express written consent of ES Consulting, Everything Brilliant, & Leadership Strategy. For more information, please contact info@innovationtoolbox.org ISBN 978-0-9997443-0-7 pbk ISBN 978-0-9997443-1-4 ebk Printed in the United States of America


MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY AND RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST. UNLEASH THE INNOVATION CHAMPION IN YOU.

FACILITATING INNOVATION Written By Bassam Alkharashi, Michael Allen, Patrick Roupin and Michael Wilkinson


TABLE OF UNDERSTANDS THE ROLE OF FACILITATOR

GUIDING THE TEAM IN FIGURING OUT THE CHALLENGE

HARVEST PEOPLE’S CREATIVE THINKING

SUPPORTS THE TEAM’S CONCEPTUAL THINKING

PROVIDES THE TEAM THE APPROPRIATE TOOLS FOR CONCEPT DEVELOPMENT


CONTENTS A. INTRODUCTION B. CHALLENGE

8 56

C. IDEATE

102

D. CONVERGE

164

E. PROTOTYPE AND TEST

180

22 TOOLCARDS APPENDIX

218 264


A INTRODUCTION


10

INITIATION TO BUSINESS INNOVATION


WHY SHOULD I READ THIS BOOK? By reading this book, the insights, ideas, tools and guides, you will discover a lot, including but not limited to; • A clear view of the key steps in the Innovation Process • Guidelines for Prototyping Ideas and evaluating their quality • Techniques for facilitating a team through the Innovation Process • Understanding which Ideation Technique to use in any given situation

11


GETTING STARTED 12

LAND OF INNOVATION


13


WHAT IS INNOVATION? INVENTION IMAGINATION

14

CREATIVITY

Change that creates new dimension of performance.

The practical translation of ideas into new or improved products, services, processes, systems or social interactions.

Peter F. Drucker

The University of Melbourne

BLUE SKY THINKING

EUREKA! WHAT IS INNOVATION?

The successful exploitation of new ideas. UK DTI

It’s the process of identifying NEEDS.

Innovation is converting ideas to numbers. Information Week

Stimulating creativity to find and assess

IDEAS.

Testing and implementing the best ideas to deliver VALUE.


“

INNOVATION OUTLOOK

DREAM BIG, START SMALL, ACT NOW

Robin Sharma

INNOVATION HORIZON

DEFINING THE OBJECTIVES OF INNOVATION FACILITATION

How might we collaborate with the information centers to eliminate the need for regional data collection ?

INFO CENTERS

How to optimize the data collection from regional center?

REACTIVE

NOW

NEAR FUTURE PROACTIVE

This guide has been developed to help professionals create and support innovation challenges. It combines several processes that are complementary, parallel or optional. For each section, you will find the conditions to adapt to a specific process. Alternatively, we invite you to refer to the Process Timeline.

15


THE BUSINESS CASE FOR INNOVATION You and your organization has been innovating – you may not have called it innovation, but if you go back to the definition of innovation (the successful implementation of ideas) you’ve been doing that.

16

DERIVING BENEFITS FROM ENGAGEMENT:

TWO BROAD APPROACHES

• Asking how to improve the day to day life of employees

Innovation is the process of translating ideas into solutions through using a method we usually refer to as the Innovation Process.

• Demonstrating that you trust them to come up with valuable ideas • Engaging them in turning the innovation strategy into reality • Recognizing and rewarding them when they show initiative and do something new and different

REASONS TO INNOVATE: • Competitive environment evolving more rapidly • Shareholders expect increasing returns • Constant needs to control and reduce costs • Ambition to serve new markets • Customer expectations ever more demanding • Employee’s engagement more complex • To engage with customers and suppliers • Desire to create a culture of innovation

We have already defined the definition of innovation as the process of ideas into solutions and agreed that, to a greater or lesser extent you have been doing this already, but the questions are whether you are doing it well and fast enough – and if you are a commercial organization, whether your competitors are doing it better and faster than you; or if you are a public organization, whether you are doing it well and fast enough to be delivering value for the money invested from the public purse. Innovation has never been as essential. In the last decade we have seen whole industries disrupted predominantly by the digital revolution. Organizations that failed to adapt have been put out of business and no industry is safe; In the future, it will seem as quaint that we used to take our vehicles to a garage to be serviced once or twice a year as it is that men used to run in front of cars waving red flags. Maintenance at all, it will likely be similar robots that assembled your vehicle that do the maintenance. Advances in home automation and remote healthcare will likely make the idea that we send our elderly relatives to old


people’s homes to have cared for sound absurd.

17

That’s the business care for innovation, but you need to understand and build the business case for innovation in your organization. There are two broad approaches you (and most organizations) can take; 1) The benefits gained from engaging people – mostly your employees, but also your customers. You shouldn’t discount the value you get from ideas, but any $ benefit from ideas is a welcome by-product. First and foremost, you are looking to derive benefit of engagement from: • asking how and improving the day to day life of employees by, for instance by removing waste and duplication of the work they do; • demonstrating that you trust them to come up with valuable ideas; • engaging them in turning the strategy into reality; • recognizing and rewarding them when they show initiative and do something new and different. 2) Or the benefits from transformation and innovation – new products, services or business models Which should you focus on? Probably both.

THE QUESTIONS ARE WHETHER YOU ARE DOING IT WELL AND FAST ENOUGH


INNOVATION EXCELLENCE

Strategy

18 Like a tree, innovation should grow evenly with the contribution of each part of the organization.

Leadership Marketing Technology Policy

Collaboration Networking

Foresight

Customer Experience

Innovation Excellence

Service Design

Communication


THE BUSINESS CASE FOR INNOVATION INNOVATION MATURITY MODEL 01 INITIATION

02

FOCUS

Initial decision to innovate has been made first steps being taken.

Practice and fine tuning are needed to improve inconsistent success.

03 STRUCTURED

Clear expectations are established. Success is consistent.

04 PROFICIENT

Change is internalized, owned and mastered by people.

05 INNOVATIVE

People are proactively collaborating to innovate.

19


WHERE TO LOOK FOR INSPIRATION FOR THE NEW IDEAS

20

GO WHERE SMART PEOPLE GO

GO WHERE IDEAS THRIVE

BE INQUISITIVE

ALLOW YOURSELF TO BE INSPIRED


WRITE ALL YOUR IDEAS DOWN AS THEY OCCUR TO YOU

CREATIVITY & INNOVATION They are not the same; • Creativity is the act of imagining something new • Innovation is the act of implementing something new • You can be creative, but if you don’t implement something, you’re not innovating

MAINTAIN YOUR CREATIVITY BOOK

21


12 BRICKS EXERCISE THIS IS A GREAT INNOVATION GAME TO GET CREATIVITY STARTED. YOU JUST NEED TO HAVE 12 LEGO ™ BRICKS - ANY COMBINATION AND LET’S SEE WHAT YOU CAN MAKE

22

Split the group into three. Ask the first group to make a small box, just big enough for a small pill. The second group ask them to make something that might be useful for your desk, then give some examples such as a phone stand, or business card stand, perhaps a coaster for your coffee cup or something to hold the phone charger cable. The last group tell them to let their imagination run wild - they can make anything. Give them 5 minutes and see what happens. Typically the person that you asked to make a box starts first and ends first, but they always make a box. The second group generally also make something useful, and sometimes something other than what you suggested.The last group generally start last and if they finish, they’ve made a ‘robot’ or something useful for the desk. The point of the game is 1. Everyone makes something, we are all creative 2. Paradoxily, the people that we gave specific requirements to tend to be more creative and the people for whom we gave no boundaries to what-so-ever find it significantly harder


EXAMPLES

23


INNOVATION TRENDS

24

PERSPECTIVE AND FORESIGHT

SOCIAL INNOVATION

Using the crowd to source and select ideas.

Foreseeing best business practices from around the World helps organizations build their unique values.

CO-CREATION

Creating strategic alliances with business partners to develop common projects.

RADICAL INNOVATION

There is a stong desire to change by the whole organization.

MARKETING TECHNOLOGY

COMPLEX ECOSYSTEM DESIGN

Complex ecosystem design helps in managing organization from an holistic perspective providing tools that map stakeholders in a more participative fashion.

Mass media does not work! Marketing technology addresses specific user groups within a specific situation with highly interactive content.


BUSINESS PROCESS INNOVATION

Innovating how business processes work.

COMMUNITY DEVELOPMENT

Crowd-sourcing is utilized by many organizations to co-create solutions with specific communities.

OUT-IN INNOVATION

Bringing the outside-in to speed up customers response by anticipating needs.

CULTURE CHANGE

Creating a culture where innovation thrives

INFORMATION VISUALISATION

In the world of “Right to information” information visualization become critical.

DATA INNOVATION

Data is everywhere and can be used to create new value.

25


THE FACILITATOR ROLE FACILITATOR

26

ARCHITECTURE

Session Roles/Facilitator • Guide • Motivator • Bridge builder • Clairvoyant • Peacemaker • Taskmaster • Praiser • Active listener

Roles/Other Roles • Session Sponsor • Project Manager • Methodologist • Recorder • Documenter • Timekeeper • Participant • Observer

SERVICES

TOOLS


27

ARCHITECTURE

• Assess organization’s requirements in terms of innovation excellence • Design organization’s Innovation Architecture • Support organizations creating a culture of innovation • Develop management tools that encourage innovation

SERVICES

• Support client, projects with international best practices in: • Innovation Strategy

TOOLS

• Support the organization with tools that fosters innovation capability:

• Service Design

• An online platformt to help the organization to share challenges and ideas

• Design Thinking

• Business Innovation Toolbox

• Social Innovation

• A set of tools designed in house to support the organization in developing innovation excellence

• Innovation Management

Innovation is… STRATEGY. CULTURE. PROCESS.


CREATING ENGAGEMENT A FEW THINGS YOU MUST DO…

28

Work on the innovation team’s identity

Promote through pictures and videos

Ailgn the innovation objectives with HR and management

Have an Innovation day!


29

Compete for international awards

Align your innovation strategy with your branding goals

Dedicate spaces for innovation activities and promotion

Crowdsource from innovation platforms and social media


THE INNOVATION PROCESS

30


THE INNOVATION PROCESS AND WHERE THIS GUIDE FITS The diagram that follows provides a picture of the Innovation Facilitation Process within the organizational framework we call “Innovation Architecture�. The facilitator guide addresses the Central part of the diagram which is described as: Challenge, Ideate, Converge, Prototype and Test. We can see that the process works best when it is supported by an organization that has awareness and the capability for innovation. This is not the case for every organization, but this should not prevent you from executing the process. This diagram shows the logical way of developing an Innovation Architecture from the center to the end passing through the Architect, Innovate and Implementation stages. That is the ideal way to develop an innovation strategy. However, we know that many organizations need to see some result from innovation efforts before accepting innovation as an institutional value. Therefore, this guide for innovation facilitation is designed to provide an organization quick results from an innovation challenge to prove the importance of innovation and pave the way to institutional innovation.

31


MANAGING INNOVATION WHO ARE YOUR STAKEHOLDERS?

Contribution

INTERNAL STAKEHOLDER

ORGANIZATION Contribution

32

STAKEHOLDERS EXPECTATIONS • Different stakeholders value different things. • Stakeholders expectations provide a source of innovation.

INNOVATION SOURCES Complaints/Requests/Suggestions Size Volume Contribution

STAKEHOLDERS VOICE CAN HELP TO: • Identify and Prioritize Needs • Identify Innovation Challenges

EXTERNAL STAKEHOLDER

• Co–create Solutions • Uncover System F ailures


DEFINE THE INNOVATION STRATEGY BUILDING YOUR INNOVATION STRATEGY • We define the strategy using a tool called the Strategic Innovation Canvas.

• It defines what you are going to do and how you are going to measure it to make sure it happens.

• It describes your Innovation Strategy on one piece of paper, in a language that everyone can understand.

• If you prefer, the canvas can be a working document and you convert it into a Word document.

STRATEGIC INNOVATION CANVAS (EXAMPLE) EXTERNAL

INTERNAL Capabilities & Training

Create innovative thinking.

Strategic Alignment

Your innovation wed strategy is revie . rly te ar qu

Measuring our internal innovation capability

Key Activities

Mission

Customer / Partner co-creation

are Our customers r associated to ou s. ge en chall

engLaunch 16 chall es this year!

Key Resources and Governance

Everyone has an . innovation agenda

60% of our n staff have take Innovation Facilitation.

Industry and Academic foresight

Our mission is to inspire innovation and creativity in everything we do

Competitive foresight

es We have initiativ and with university think-tank.

Key Partners & Benchmarking

aWe have an innov e tion zone to shar . ts igh ins

Measuring our external innovation positioning

We speak at 3 national conference and 1 international.

We collaborate with govt. entities to evaluate ourselves.

Examples

33


DESIGN THE INNOVATION ARCHITECTURE

34

STRATEGIC INNOVATION CANVAS

INNOVATION GOVERNANCE

Who moderates which Zone & Challenge?

How do we prioritize challenges & Zones?

What are the innovation benefits?

Are we implementing innovation processes?

INNOVATION PROCESS

INNOVATION MEASURES


INNOVATION DIAGNOSTIC CANVAS

35

INNOVATION CHALLENGE

INTER N A L

EXTERNAL


DEVELOP INNOVATION LEADERS

36

INNOVATION CULTURE

INNOVATION OFFICE

An Innovative Culture is one that:

Reasons:

• Inspires, encourages and recognizes creativity

• Facilitate Innovation activities

• Welcomes (and expects) the sharing of ideas

• Accelerate growth

• Encourages experimentation

• Improve efficiency and effectiveness of our work

• Relentlessly drives the implementation of the best ideas

• Enhance consistency of execution

• Demands these attributes from the top to the bottom of the organization

• Provide structure for innovation • Manage innovation tools, centers, & architecture

MAKE INNOVATION VISIBLE…

Feedback

Co-creation

Forum

Innovation Awards

Concept show

Live testing


INNOVATION OFFICE

37

MANAGE INNOVATION MANAGEMENT STRATEGY Develop Innovation Strategy

Create Innovation Architecture

SUPPORT INNOVATION MANAGEMENT SYSTEM

Develop Innovation Roadmap

Develop Innovation Communication Plan

INNOVATE

Maintain Ideas Bank

Support Innovation Projects

Challenge

Prototype & Test

Develop Innovation Capability

Moderate Challenges & Zones

Ideate

Coordinate Implementation

Enhance Innovation Maturity

Measure Innovation Benefits

Converge

Rollout New Idea

SUPPORT THE INNOVATION OFFICE Administer Office Methods and Tools

Administer Office Roles

Administer Office Services Portfolio


INNOVATION LEVEL 3

38

Exploration into new markets

Create new markets

2 Existing markets we do not serve

Adjacent growth Exploration into new capabilities

1 Markets we currently serve

Improvements, extensions & cost reductions

New products & services

Capabilities we currently exploit

Existing capabilities we do not exploit

Horizon 1 Seen by employees Organic improvements Implemented in weeks

Horizon 2 Engage employees Customer insights Market research Months to deliver

Create new capabilities

Horizon 3 Greater resources Insights from employees and customers Part of an open innovation Innovations are also more likely to be disruptive


EXECUTE INNOVATION THE FACILITATE INNOVATION MODEL

THE SUB-PROCESSES

The diagram that follows, “Outcomes of Each Phase,” presents the 4 phases, we are going to cover with Facilitate Innovation. The first phase, Challenge, is optional if the challenge has already been identified by the organization. However, it can be worthwhile to go through the phase to assess if the challenge definition is complete before moving on to Ideate.

This diagram provides the specific steps for each of the four phases. While this facilitator’s guide focuses on the “facilitation” of each phase, it also provides the theoretical framework for each phase. We invite the facilitator to execute personal research on the subject.

OUTCOMES OF EACH PHASES

THE SUB-PROCESSES

CHALLENGE

PLAN THE INNOVATION PROJECT

UNDERSTAND STAKEHOLDERS

FRAME THE CHALLENGE

COMMUNICATE THE CHALLENGE

IDEATE

SELECT IDEATION TOOL

IDEATE

PROFILE IDEAS

UPDATE CONVERGE PHASE PLAN

CONVERGE

SEGMENT IDEAS

ELIMINATE IDEAS

SELECT IDEAS

GROUP IDEAS

UPDATE PROTOTYPE & TEST PHASE PLAN

PROTOTYPE AND TEST

SELECT DESIGN CONCEPT

CREATE A PROTOTYPE

TEST THE PROTOTYPE

DEVELOP BUSINESS CASE

DEVELOP IMPLEMENTATION PLAN

UPDATE IDEATE PHASE PLAN

• Agreement on a challenge statement which describes the opportunity to exploit or problem to solve • Innovation Challenge Profile

• Ideas that meet the challenge

• A shorter list of ideas that are moved to the next phase

• A Prototype Model • Business Case • Implementation Plan

OBTAIN APPROVAL TO IMPLEMENT

39


CHALLENGE PROCESS

SENIOR MANAGEMENT DECISION TO UNDERTAKE AN INNOVATION CHALLENGE

40

CHALLENGE OWNER

INNOVATION TEAM

MANAGERS & EMPLOYEES

Where to start? INNOVATION DIAGNOSTIC CANVAS

INNOVATION CHALLENGE

PLAN THE INNOVATION PROJECT

UNDERSTAND STAKEHOLDERS

E X T E R N A L

CHALLENGE

INTERNAL

FRAME THE CHALLENGE

CHALLENGE ABSTRACTION

COMMUNICATE THE CHALLENGE

IDEATE

UPDATE IDEATE PHASE PLAN

SELECT IDEATION TOOL

INITIAL CHALLENGE


Constructing Challenges Several sources can be used to create challenges… INNOVATION DIAGNOSTIC CANVAS

41

INNOVATION CHALLENGE

E X T E R N A L

INTERNAL

Innovation Diagnostic Canvas

Interview Records Customers

CHALLENGE ABSTRACTION

IMDb Com.

Press

Reviewers

Community

Buyers Affiliated customers

Collaborators / vendors

Twitter community

INITIAL CHALLENGE

Challenge Stakeholders

Sister company

EBay IMDb

CEO’s priority Virgin Megastore

Management

Marketing dept.

Challenge Abstraction

Our department’s high exposure

Nintendo World

Stakeholders Map

Sony Entertainment


IDEATE PROCESS Ideas CHALLENGE OWNER

INNOVATION TEAM

MANAGERS & EMPLOYEES

Knowledge and experience

UPDATE IDEATE PHASE PLAN

PLAN THE INNOVATION PROJECT

Ideas

IDEATE

SELECT IDEATION TOOL

IDEATE

PROFILE IDEAS

CONVERGE

42

CHALLENGE

SENIOR MANAGEMENT

UPDATE CONVERGE PHASE PLAN

Ideas happen when we create connections between our knowledge and experiences. The more connections we can make, the more ideas we have. It’s as simple as that!


Ideation Techniques Idea Bridge

Subtract

To create novel idea

To create disruptive ideas

43

Idea Hacks

Reverse Innovation

To fix the existing

To improve the existing

+

-


CONVERGE PROCESS

UPDATE CONVERGE PHASE PLAN

SEGMENT IDEAS

CONVERGE

ELIMINATE IDEAS

SELECT IDEAS

GROUP IDEAS

UPDATE PROTOTYPE & TEST PHASE PLAN

PROTOTYPE

44

IDEATE

SENIOR MANAGEMENT

SELECT DESIGN CONCEPT

CHALLENGE OWNER

INNOVATION TEAM

MANAGERS & EMPLOYEES

From Ideas to Solutions


Low Impact Low Impact

High Feasibility

High Feasibility

Low Feasibility

High Impact

High Feasibility

Low Feasibility

High Feasibility

Substantial Ideas

Low Feasibility

High Feasibility

Low Feasibility

High Feasibility

Low Feasibility

PEOPLE

High Impact

High Feasibility

Low Feasibility

High Feasibility

Low Feasibility

TECHNOLOGY

Incremental Ideas

Low Feasibility

High Feasibility

Low Feasibility

INFRASTRUCTURE

IDEA ASSESSMENT CANVAS Idea Assessment Canvas

Fundamental Ideas

High Impact

Low Impact Low Impact Low Impact

High Impact High Impact High Impact

Low Impact Low Impact Low Impact

High Impact High Impact High Impact

Low Impact

45


PROTOTYPE AND TEST PROCESS

UPDATE PROTOTYPE & TEST PHASE PLAN

CHALLENGE OWNER

INNOVATION TEAM

MANAGERS & EMPLOYEES

What is a Prototype?

What to Prototype, when and how? What are the type of Prototypes and their characteristics? What’s the right attitude to effective Prototype?

SELECT DESIGN CONCEPT

(exploring vs. rendering)

PROTOTYPE & TEST

CREATE A PROTOTYPE

TEST THE PROTOTYPE

Aesthetic

Aesthetic/Ergonomic

Ergonomic

Principle

DEVELOP BUSINESS CASE

DEVELOP IMPLEMENTATION PLAN

IMPLEMENT

46

CONVERGE

SENIOR MANAGEMENT

OBTAIN APPROVAL TO IMPLEMENT


Prototyping tools

47 Software 2D/3D

Hardware

What is testing?

How to conduct a test? When? For what?

Photo/Video

Drawing

3D Printing

Prototyping/Testing Matrix PROTOTYPING MATRIX PRIMARY SERVICE

The types of test tools and techniques.

SPACE

SYSTEM

PRODUCT

SERVICE Experience Prototype

Service Image

Experience Prototype

Service Image

Story Board

System Map

Construction Iteration

Service Image

Story Board

Construction Iteration

Construction Iteration

Conceptual model

Story Board

Mockup

System Map Construction Iteration

SYSTEM Conceptual model

Service Image

Story Board

Experience Prototype

System Map

Construction Iteration

Service Image

System Map

Construction Iteration

Mockup

Conceptual model

Construction Iteration

Mockup

Conceptual model

Construction Iteration

Mockup

System Map

System Map

SECONDARY

Construction Iteration

Service Image

SPACE Mockup

System Map

Story Board

System Map

Experience Prototype

Construction Iteration

Service Image

Conceptual model

Construction Iteration

Service Image

Service Image

PRODUCT Service Image

Conceptual model

Story Board

Service Image

System Map

Construction Iteration

Conceptual model

Mockup Construction Iteration

Construction Iteration

Mockup


48

FACILITATOR GUIDE FOR INNOVATION


IDENTIFY INNOVATION OPPORTUNITIES, PRIORITIZE, SELECT AND BUILD AN IMPLEMENTATION PLAN FOR A TARGETED OPPORTUNITY.

49


HOW TO USE THIS GUIDE This guide offers a linear process and sub-process that are parallel or optional.

50

Training section

Schemes and pictures

DEFINING THE OBJECTIVES OF INNOVATION FACILITATION This guide has been developed to help professionals create and support innovation challenges. It combines several processes that are complementary, parallel or optional with respect to the case it applies. For each section, you will find the conditions to adapt to a specific process. Alternatively, we invite you to refer to the Process Timeline.

What facilitator do, what he must care about, what he need to prepare, control, etŃ


What facilitator say to guide the team and gain engagement Tips and time keeping Page number and chapter color

51

TERMS AND DEFINITION Innovation is often used as a catchall term referring to the process of translating ideas into solutions through using a method we usually refer to as the innovation process. Challenge is the issue that has been identified by an organization to be solved. Alternatively, a challenge can refer to an opportunity to create added benefits without focusing on a problem. Ideate is simply the act of generating ideas. Converge is the process of taking a wide range of ideas and eliminating or combining those ideas towards a compelling design. Test and Prototype is the process of implementing in an initial form, the design and solutions proposed in a smaller form to assess success prior to full implementation.


22

TOOL CARDS


INNOVATION DIAGNOSTIC CANVAS This tool can be used to identify different challenges from various stakeholders. It is particularly useful when an organization wants to start to innovate without having a specific challenge in mind.

212 INNOVATION DIAGNOSTIC CANVAS

CHALLENGE INNOVATION CHALLENGE

We have many challenges

I N T ERN AL

EXTERN A L


CHALLENGE ABSTRACTION Creating a well-defined challenge will help you to communicate with stakeholders. Harvest best ideas from collaborators and discard unwanted deviation from the scope. For each challenges identified design a challenge profile. The suggested Challenge Profile will help to determine challenge components.

214 CHALLENGE ABSTRACTION CHALLENGE

We have one challenge

INITIAL CHALLENGE


IDEA BRIDGE Among the 4 ideation methods proposed in this toolkit, Idea Bridge is the most suitable to generate radically new ideas. Something that may change your business model or reach new markets. It is not a suitable method for quick fixes.

218 IDEA BRIDGE

IDEATE

INNOVATION CHALLENGE

Q&A

CONSTRAINTS

IDEAS


IDEA HACKS This ideation technique consists of replacing function or benefits by other. It create a rich solutions by combining things that are apparently not related. Idea Hacks is particularly suitable to repair and fix things that are broken or does not work well.

222 IDEA HACKS

IDEATE

SUBJECT

CATEGORIES

ATTRIBUTES

IDEAS

INNOVATION CHALLENGE


REVERSE INNOVATION This exercise requires the participants to think the worst experience they could offer to their customers which seems to be contradictory to the principle of innovation. However, it offers interesting insights to make things really different and contextually integrated.

224 REVERSE INNOVATION IDEATE

INNOVATION CHALLENGE

REVERSE SCENARIO

DO WELL

DO BETTER

NOT GOOD


IDEA ASSESSMENT CANVAS This canvas helps you to evaluate the ideas and prioritize solutions for responding to the challenge. It has 3 Business categories and 3 columns the idea contribution. At the intersection of business line and idea contribution you will find a classical Feasibility/Impact Matrix.

226 IDEA ASSESSMENT CANVAS Substantial Ideas

Low Feasibility

Low Feasibility

High Feasibility

Low Feasibility

High Impact

High Impact

High Impact

Low Feasibility

Low Feasibility

Low Feasibility

High Feasibility

Low Impact

High Feasibility

Low Impact

High Feasibility

Low Impact

Low Impact

High Impact

High Impact

High Impact

Low Impact

Low Feasibility

Low Feasibility

Low Impact

High Feasibility

Low Impact

High Feasibility

Low Impact

Low Feasibility

PEOPLE TECHNOLOGY

High Impact

High Feasibility

High Impact

High Impact

INFRASTRUCTURE

Fundamental Ideas

High Feasibility

Incremental Ideas

High Feasibility

CONVERGE

Low Impact


CONCEPTUALIZATION This tool helps you to find the relationship between ideas, group them and create concept solutions. It is probably the most challenging task of the process where ideas get integrated into desirable working models. Concept solution must be seductive and unique.

232 Social media

CONVERGE

Saving

A B to B opportunity Real time transaction

B

C

Best deal

D


PROTOTYPE DECISION MATRIX This grid helps you to sort solution ideas and assess what the concept solution is about. The solution will be a service, system, space or product, most probably a combination of those. Place the solution ideas on the grid with respect to the nature of each ideas and idea contribution.

238 PROTOTYPE DESICION MATRIX PROTOTYPE & TEST

SYSTEM

SERVICE

SPACE

1

1

1

1

1

1

1

2

2

2

2

1

1

2

3

3

2

1

1

2

3

3

2

1

1

2

2

2

2

1

1

1

1

1

1

1

PRODUCT


STORYBOARD The storyboard is a graphical technique that helps at understanding user tasks across a specific process of execution. It includes a picture or drawing that focusses on the user experience. Storyboard can be used to describe the current user experience as well as the desired one.

242 STORYBOARD PROTOTYPE & TEST


CONSTRUCTION ITERATION The storyboard is a graphical technique that helps in understanding user tasks across a specific process of execution. E.g.: Driving through a fast food chain would include a sequence of tasks to reach the desired outcome for the user.

244 PROTOTYPE & TEST


SYSTEM MAP A way of representing complex ecosystem, when many microsystem are interdependent. System Map focuses on the “big picture� to provide an understanding of stakeholders relationship with systems, policies, technology and target.

246 PROTOTYPE & TEST


CONCEPTUAL MODEL An exploration of the multiple possibilities a design could be. Functional and aesthetical preference, model of interaction. It is mainly the same design but seen from different angles in such a way that stakeholders can make an informed decisions.

248 PROTOTYPE & TEST


MOCKUP Initially, Mock Ups can be of very low quality. But as the designers understand better the volumes and functional aspects of the product, the mockup can be of higher quality. A Mock Up is used to demonstrate what a product or space will be after industrialization.

250 PROTOTYPE & TEST


SERVICE IMAGE A unique picture that describes at once all the interaction possibilities with the design. The Service Image illustrates the main functions of a product, service, system or space. Graphic design helps in presenting the design in a compelling manner.

252 PROTOTYPE & TEST


EXPERIENCE PROTOTYPE The Experience Prototype aims in materializing a series of touchpoints with the user in such a way that we can understand what the experience will be. From the Experience Prototype, designers discover new insights they need to take for the account in the design of a Product, Service, System or Space.

254 PROTOTYPE & TEST


THE AUTHORS BASSAM ALKHARASHI

Bassam takes challenges as opportunities and stepping stones to success. He believes that his 20 years of experience in the business consulting industry, working in top public and private organizations in Saudi Arabia is instrumental in keeping innovation at the forefront of every business discipline. He is an experienced consultant and visual facilitator. He worked with local and global teams to develop various reference models such Office of BPM, Office of Strategy, Sprint methodology for process improvement, and Business Innovation methodology (www.innovationtoolbox.org). Also, he is a coauthor of “Establishing the Office of BPM”.

MICHAEL ALLEN

Michael is a passionate idea generator and innovator. He has been working in the field of improvement and innovation for over 17 years and helped some of the largest private and public sector organizations in the UK, Northern Europe. He talks and writes about the latest trends in innovation on his blog, Everything Brilliant starts with an Idea (everythingbrilliant. co.uk).“I’m fascinated by brilliant ideas and where they came from. How is it that some people seem to have loads of brilliant ideas? Or do we all have brilliant ideas, but most of us simply can’t describe them and get other people excited about them? Michael hopes to inspire people to share their ideas by doing exactly what – he publishes all his ideas online. “Our instinct is to keep our ideas to ourselves and not to share them. I take the opposite view – you can have any of my ideas for as long as you promise to do something with them because without execution, ideas are worthless.”

@bkharashi

bassamalkharashi

@BrillianttIdeas

michael-allen-b03360


259

PATRICK ROUPIN

Patrick advocates innovation for business, government and nonprofit organizations across Europe and Asia. His area of expertise includes organizational transformation, entrepreneurship, creativity and facilitation. Patrick was awarded with the prize Victor Papanek, design for the real world. He is deeply human-centered in approach and ground rooted to business realities. He believes in the power of engagement to get the best from team work and facilitation. Believes in alternative thinking to open sky for business growth and social progress. Expertise in creating stories and scenarios to ease the risk and client’s feasibility. Enable leaders’ achievements with organizational behavior and systemic thinking. He loves to dismantle paradigms and create opportunities for new perspectives to grow. He talks and writes about creative leadership at www.kovent.com. @patrickroupin

patrickroupin

MICHAEL WILKINSON

Michael Wilkinson is a Certified Master Facilitator™ and the founder and Managing Director of Leadership Strategies, Inc. His unique talent, skills and passion for facilitation form are the core of the company’s mission and are the reasons for which he is a much sought after as a facilitator, trainer and speaker. Michael is the author of the best-seller book: The Secrets of Facilitation, The Secrets to Masterful Meetings, The Executive Guide to Facilitating Strategy, CLICK: The Virtual Meetings Book, and Buying Styles. Michael is one of the nation’s leaders in the facilitation industry. He is a board member of the International Institute for Facilitation and founder of The Facilitator Database. He has been awarded both the Certified Professional Facilitator™ and the Certified Master Facilitator™ designations for experience and demonstrated expertise in facilitation. In 2016 he was named to the International Facilitation Hall of Fame by the International Association of Facilitators. @LeadStrat

MichaelWilkinson


THE DESIGNERS

EDITOR-IN-CHIEF CELERINA ARAZA BEGUAS

Celerina is a Managing Director of ES Assisting. She has over 15 years of experience in the fields of Business Administration, Project Management, Creative Designs, Publishing and Digital Marketing. She worked with various clients in public and private organization in the USA, Canada, Australia, Europe, Saudi Arabia and South East Asia. She leverages her experiences across a wide range of industry sectors to help companies, by bringing a range of multi-disciplinary solutions to every problem. She embraces strategic thinking and business innovation to deliver on client’s objective.

@cabeguas

celerinabeguas

KOSTIANTYN AKSONOV

Kostiantyn is a Freelance Graphic Designer from Ukraine who believes that great design can make the world a better place. His main specialisation is print design. He can make any type of printing production for sturtups, small and middle business. See Kostiantyn`s Behance portfolio through the following link www.behance.net/aksyan

@kosaksonov

kostiantyn-aksonov


261

JUNO ABREU

Juno Abreu is a freelance illustrator based in the Philippines and currently studying Architecture. He also draws for children’s books under Vibal Publishing House and Independent Writers. Juno has had his artworks and comics published in FHM and by Summit Media. You may visit his artworks at junoabreu.carbonmade.com

@june_abreu

Juno Abreu

HARRIS IAN UGABAN

Harris is a Senior Graphic Designer at ES Assisting. With more than 5 years helping a variety of industries, including but not limited to: Educational Institution, Consulting Firm, Digital Advertising Agencies, Publications, Real Estate with the design of their marketing materials for print and web. His passion as a distinctive visual artist is his key strength. He is an innovative and driven individual who sees design as a hobby as well as a job.

@heyheyHarris

hicugaban


INDEX #

12 Bricks Exercise 22 Toolcards 3 Innovation Horizons

A-E # 22

211 82

C

Culture Change

Call to Action

96

Challenge

55

Challenge Abstraction

66

3d Printing – Direct

179

Challenge Example

55

3d Printing – Indirect

179

Challenge Process

54

4 Basic of Good Writing

103

Challenge Profile

55

4 Ideation Techniques

107

Challenge Setting Interview

92

4 Types of Prototype

191

Checkpoint and Ask for Feedback

83

Choosing Which Ideation Tool to Use

A

A clear view of picture of the key steps in the innovation process

A 31

Activity: challenge checklist writing

77

Allow yourself to be inspired

20

Analysing the challenge profile

106

Architect Level

30

Architecture

31

B

Be Inquisive Blind Test

B

20

181

Blue Sky Thinking

14

Building Your Innovation Strategy

33

Business process innovation

25

109

Co-Creation

36

Color Code

152

Complex Ecosystem Design

D

Data Innovation

25

Define Innovation Strategy

33

Defining the Objectives of Innovation Facilitation 50 Deriving Benefits From Engagement

16

Describe the 3 Innovation Horizons in Order to Seek Clarification on Their Priorities

92

Design Innovation Architecture

27

Develop Innovation Leaders

36

Drawing

47

24

Conceptual Model

248

Constraint

118

E

Constructing Challenges

94

Constructing Your Idea

102

Execute Innovation

Construction Iteration

244

Experience Prototype

Contribution to Challenge Resolution

164

Explain the Process to Get Started

Converge

161

Eye Tracking Test Room

Converge Process

162

Creating Challenges From These Insights

91

Creating Engagement

28

Creative Attitude

104

25

Example Solution Design

D 170 39 254 86 181

F

E

Facilitator Guide

31

Facilitator

26

Creativity

21

Facilitator Guide for Innovation

31

Creativity & Innovation

21

Factors Map – Grouping

72

Creativity Booster

20

Factors Map – Labeling

73


INDEX

F-H

Factors Map – Linking

71

Factors Map – Listing

70

From Ideas to Solutions

160

Functional Prototype

181

G

G

Gain Assessment

184

Gain/Pain Matrix

186

Getting Started Getting Started With Ideation

12 108

Getting Started With Innovation Challenges

78

Go Where Ideas Thrive

20

Go Where Smart People Go

20

Goal Assessment

182

Goal Assessment Tool

183

H

Hardware Prototype

H

178

Horizon & Want

59

Horizon 1

60

Horizon 2

60

Horizon 3

60

How to Use This Guide

50

I

Idea Assessment Canvas

IG H

165

Idea Bridge

112

Idea Bridge Model

114

Idea Categorization

165

Idea Elimination

168

Idea Hacks

138

Idea Hacks Model Idea Selection

43 170

Ideas

20

Ideate

99

Ideate Process

100

Ideation Environment

105

Ideation Ground Rules For the Facilitator

111

Ideation Techniques

43

Identifying Challenges

64

Identifying Needs

89

Imagination

14

Impact/Feasibility Assessment

168

Influencing Factors

68

Information Visualization Community Development

25

Initiation to Business Innovation

10

Innovation

14

Innovation Architecture

27

Innovation Challenges

54

Innovation Conceptual Model

206

Innovation Construction Iteration

244

Innovation Culture

36

Innovation Diagnosis Canvas

62

Innovation Excellence

18

Innovation Experience Prototype

200

Innovation Horizon

15

Innovation Horizons (Graph)

60

Innovation Level

38

Innovation Maturity

19

Innovation Maturity Model Innovation Mock Up

19 208

Innovation Office

36

Innovation Outlook

15

Innovation Process

30

Innovation Service Image

204

Innovation Story Board

188

Innovation Sub-Process

39

Innovation System Map

198

Innovation Trends

24

Inspiring Model

58

Intelligent Sticky Notes

169

Interview Questionnaire

76

Interview Records

41

Interview Screener

75

Introduction Invention

9 14


INDEX K

Knowledge and Experience Illustration

L

Land of Innovation

M

Maintain Your Creativity Book

I-S K

42

L

12

M

21

Managing Innovation

32

Marketing Technology

18

Mock-Up

O

One Way Mirror Test Lab

189

O

181

Our Capabilities

63

Our Clients

63

Our Culture

63

Our Organization

63

Our Partners and Community

63

Our Position in Our Marketplace

63

Out-in Innovation

25

Outcomes of Each Phases

39

P

P

S

S

Pain Assessment

236

Select the Right Prototype/Test tool

188

Pain/Gain Assessment

236

Service Image

204

Photo/Video

47

Services

26

Posters

233

Setting the Scene

86

Preparing Idea Hacks Workshop

140

Setting Up Workshop With Multiple Member

84

Preparing the Idea Bridge Workshop

116

Social Innovation

24

Preparing the Reverse Innovation Workshop

146

Software 2d/3d

47

Preparing the Subtraction Workshop

130

Solution Assessment

172

Process Assessment

187

Solution Design

170

Prototype & Test

175

Some Samples of Good Challenges

81

Sponsor

59

Prototype & Test Process

46

Prototype Decision Matrix

192

Stakeholder Group - Representative

74

Prototyping Matrix

193

Stakeholder Group – Labeling

74

Prototyping Tools

47

Stakeholder Group – Linking

74

Prototyping/Testing Matrix

47

Stakeholder Group – Listing

74

Stakeholder Map

R

Radical Innovation Reasons to Innovate

182

R

Stakeholder’s Interview

76

Stakeholders Expectations

32

24

Stakeholders Voice Can Help You To…

32

16

Start & Stop Date

58

Reduce Anxiety

104

Storyboard

194

Reverse Innovation

107

Strategic Goal

182

Reverse Innovation Model

107

Strategic Innovation Canvas

33

Strategic Innovation Canvas (example)

33

Subtract

43

Subtract Model

43

Reward and Recognition

59


INDEX

S-W

Subtraction

43

System Map

198

T

T

Terms and Definition

51

Target Audience Test and Prototype

59

175

The Benefits from Transformation and Innovation 17 The Benefits Gained from Engaging People

17

The Business Case for Innovation

19

The Drawing Challenge The Facilitator Role

104 26

The Idea Assessment Canvas

164

The Idea Bridge Consist of Five Key Parts

115

The Ideation Tools

109

The Innovation Process

30

The Innovation Process and Where This Guide Fits 31 Timeline Tool Cards Tools

U

15 211 27

U

Understanding the Barriers

110

Utilizing Influencing Factors

74

W

What is a Prototype? What is Innovation Challenge?

W

46 55

What is Innovation?

14

What is Prototyping?

177

What is Testing?

180

What Makes a Successful Challenge?

55

When to Use This Tool?

84

Where To Start?

40

Who are Your Stakeholders

32

Why Challenge?

55

Why Should I Read This Book?

11

Wrapping Up

90


Facilitating innovation  

Facilitate the concepts of institutional innovation. A ladder to resolve challenges, select ideas, prototype, and test. Unleash the innovati...

Facilitating innovation  

Facilitate the concepts of institutional innovation. A ladder to resolve challenges, select ideas, prototype, and test. Unleash the innovati...

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