Participant Guide v4.0 by GHD

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Participant guide v4.0

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CONTENTS

01 Introduction 07 Working collaboratively 11 Innovation fundamentals 19 Challenge interrogation 23 Ideation 29 Pitching ideas 35 Influencing change 39 References

Introduction Welcome to Smart Seeds! This Guide will be your go-to resource on your journey as a Smart Seeds Participant.

“ Over the coming decades, an accelerating pace of change will test the resilience of every society, organization and individual. The balance of promise and peril confronting any particular organization will depend on its capacity for adaptation. Hence, the most important question for any company is this: are we changing as fast as the world around us?” - Gary Hamel

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INTRODUCTION

What is Smart Seeds? Smart Seeds is a design-led innovation program empowering emerging leaders and entreprenuers to co-create solutions to complex challenges. The program has three key focus areas: 1. Industry-wide, interdisciplinary and intergenerational collaboration 2. Capacity building of emerging leaders and entreprenuers

ONLINE RESOURCES Visit https://smartseeds.org/programinnovation/participant-resources/ for a full list of links, references and footnotes as used in this document. Key dates for your city can be found here https://smartseeds.org/program-innovation/ locations-2/

3. Co-creation of human centered solutions The purpose of this guide is to introduce you to the program structure and methodology - the ways in which we apply design thinking methods to each of these key areas. Check out our website at www.smartseeds.org for further information as well as videos and other resources from past years.

INTRODUCTION

What you will learn

Our approach to learning

At the completion of Smart Seeds, participants will be able to:

There are formal and informal elements to the learning experience throughout the program, with a mixture of face-to-face sessions and online resources.

1. Work collaboratively in multidisciplinary teams –– Recognising their unique skills and talents and how they can support innovation –– Developing and utilising their professional networks to identify opportunities and address needs 2. Link innovation processes and key theories to their professional work, and across their organisations and industry. 3. Analyse complex challenges and define a specific problem based on customer research and insights. 4. Generate, assess and refine ideas to solve specific problems 5. Pitch ideas to win support 6. Apply techniques to successfully influence change including developing business cases, unlocking resources, navigating the system, building a community and fostering resilience

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Refer to Figure 1 for an overview of key learning elements.

INTRODUCTION

Figure 1 Participant learning elements

You LEARNING OUTCOMES Work collaboratively Link innovation processes and key theories Analyse complex challenges Generate, assess and refine ideas Pitch ideas to win support Influence change in your community FORMAL LEARNING

LEARNING BY DOING

Participant Guide Learning Labs Online Learning

Challenge Analysis Research and Insights Gathering Ideation Collaboration LEARNING Prototyping FROM OTHERS Pitch Preparation Showcase Event Challenge Fellows Mentors Team Members End Users Attendees, Facilitators, Judges and their networks

INTRODUCTION

Introducing Learning Labs The formal face-to-face learning sessions for Smart Seeds are called Learning Labs. Learning Labs - a snapshot

Working Collaboratively

Innovation Fundamentals

Discover & Define

Ideation

Pitching Ideas

Influencing Change

Strengths-based approaches

Defining innovation

Research techniques

Divergent thinking

Preparing a good pitch

Intrapreneurship

Group alignment and expectations

Methodologies, including design thinking and lean start-up

Developing insights

Decision making Resolving conflict

Mindsets and culture

Refining the challenge statement Defining a specific human centered problem your team will focus on

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Clustering ideas Convergent thinking Refining ideas Prototyping Integrating and iterating

Making a (business) case Storytelling for change Visual communications

Navigating the system Building a community Unlocking resources Fostering resilience

INTRODUCTION

How to use this Guide

Measures of Success

The Guide provides key learning content as well as links to further learning resources. It is separated into numbered sections (1-6), each corresponding to a Learning Lab.

The elements of a successful pitch include: –– Problem invite us to feel the pain –– Solution make us desire your solution –– Example show us it works –– Impact convince us it can scale –– Team foster our trust –– Roadmap bring us on the journey –– Ask tell us what you want

Feedback on this Guide We are always keen to gather your feedback on Smart Seeds, both formally and informally, so that we can improve. If you have feedback or suggestions for this Participant Guide or the broader learning experience, please contact info@smartseeds.org with the subject ‘Participant Feedback’.

Safety It’s possible that your team will choose to do a field trip, even if it’s simply an observation walk in a public place. It’s important all work is in accordance with your organisation’s safety policy and procedures. If teams are planning any sitebased activities, participants will most likely be required to complete a JSEA, which is a job risk assessment for safety and environmental risks. It is expected that participants identify significant risks and have steps in place to prevent any type of predictable incident. As a minimum, if you are doing a site visit in a public place, you should wear high visibility vests.

Working Collaboratively

Smart Seeds is a team-based program. That’s because a range of skills, networks and experience are required to successfully deliver an idea. Innovation is not a solo mission. Collaboration is key and that collaboration starts (but doesn’t end) with your team. In this Learning Lab we explore a few tools to get the most from the team experience.

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WORKING COLLABORATIVELY

01. Strengths based approaches

02. Group alignment and expectations

We encourage you to have an open discussion about strengths at the beginning of, and throughout, your Smart Seeds experience. When we work to our strengths we look forward to doing tasks, feel effective when we’re doing them, and feel fulfilled and authentic afterwards. When teams understand each other’s abilities, it builds trust, and enables a more effective (and enjoyable!) allocation of activities.

It is helpful to discuss expectations, potential challenges and preferred communications styles and modes up-front, then revisit them throughout the program as appropriate.

Strengths can be grouped according to: • Knowledge (what you know) • Skills (what you can do) • Personality Type (who you are) As a team, consider allocating tasks to be completed based on strengths. Depending on the size your team, you may take on more than one task. Some tasks you may consider allocating are: • Note taker • Meeting coordinator

• Ideation facilitator • Graphic Designer

• Pitch Lead • Videographer

The following questions can assist group alignment: • What do you enjoy most about team work? • What do you find challenging in group work? • What are your preferred communication styles and modes? • What do you want to get out of your experience? • What can you contribute? • Why did you decide to do Smart Seeds?

03. Group decision making As a team, you will make a whole range of decisions throughout the program. Some decisions will be difficult. For example, deciding on which idea to pitch, and therefore which ideas to discard. Decision-making in teams can be difficult and stressful, particularly in teams that are new, diverse and without hierarchy. A desire to maintain harmony can lead to irrational or suboptimal decisions, and a diminished sense of commitment to the team and process. For significant decisions, ensure you have clarified what decision needs to be made and what the options are. In some cases, teams may consider breaking down the decision into separate elements. Following clarification, the following approaches may be helpful: • Popular vote (could be anonymous) • Delegation – agree on one person to make the decision on behalf of the group. This could be rotated.

WORKING COLLABORATIVELY

04. Resolving conflict

05. Building networks

Diversity of skills, experience and personalities in teams can deliver exceptional outcomes. However, diversity can also lead to conflict if it isn’t managed well. Furthermore, a misalignment of expectations can also lead to conflict. It’s also important to keep in mind that the inherent ambiguity and uncertainty of the innovation process can also be very stressful for some people.

Beyond your team, you no doubt have expanding and diverse networks. Our networks are valuable for support, inspiration, creating opportunities and getting things done. Inspiration and new ideas can come from anywhere and anyone. As such, when considering your networks, don’t limit yourself to professional connections. After all, we live in a world with an increasingly blurred line between personal and professional networks.

Conflict is inevitable. In fact, constructive conflict or tension is a valuable part of the innovation process! It’s not something to be avoided, but rather, embraced. Successful teams can navigate through conflict, strengthening both the team culture and quality of the solution in the process.

There may be some people from your networks you would consider key stakeholders affected by your challenge or end-users for your solution. Why not interview them?

Below are a few tips for how teams might navigate conflict: • Define the problem/nature of the conflict • Respectfully identify and share different perspectives • Focus on the facts • Recognise that your perception may not be how others perceive a situation • Exercise compassion – for self and others. • Recognise that conflict can provide an opportunity to learn (about ourselves and others) • Explore whether there is a way of converting negative conflict into positive tension. Also, remember that you mentor is a great resource. If you feel you cannot effectively resolve a conflict within your team, consider contacting your mentor.

EXERCISE: MIND MAP YOUR NETWORK (20 MIN)

This is a little exercise in mapping your networks. 1. Take a blank piece of paper. 2. Spend 5 minutes visually representing your networks. Think broadly. Go beyond your colleagues. Consider your school and university friends, community groups, relatives, neighbours, the local barista…! 3. In the context of your challenge and/or idea, spend 5 minutes considering what skills and knowledge exists in your network. Is there a way you can overlay the skills and knowledge on the map? 4. Spend 5-10 min discussing your map with your team. Are there similarities in your maps? Are there themes emerging? Did you find anything surprising? Revisit this map throughout your Smart Seeds experience. And indeed, throughout your career and life!

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Innovation Fundamentals

This Learning Lab introduces the broad concept of innovation. First, it explores how we might define and categorise types of ‘innovation’, then introduces some methodologies which can be applied during your Smart Seeds experience. We finish with an important section on the necessary culture and mindsets for successful innovation.

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INNOVATION FUNDAMENTALS

01. Defining innovation Innovation is a broad term that can be defined in many ways and we all have different thoughts of what it means. In essence, Innovation is about delivering ideas that create value. IDEAS vs INNOVATION

It’s important to distinguish between an ‘idea’ and an ‘innovation’. Only when an idea is successfully delivered and its value is realised can we call it an innovation. CATEGORISING INNOVATIONS There are many ways to categorise innovations. A preconception that innovations are gamechanging world-first gadgets can be very limiting. Innovation is bigger and broader than that. The table below outlines some of the descriptors used to articulate the breadth of innovation. Type

Novelty

Differentiation

What is it?

Who is it new for?

How different is it?

Profit Model

Individuals

Incremental

Network

Organisations

Extension

Structure

Community or Region

Breakthrough

Process Product Performance

Market/Sector

Profit Model innovation – The creation of new ways in which you or your organisation makes money. For example, Powershop (AU/NZ) uses a unique pre-pay system to drive revenue and loyalty.

Network innovation – A series of connections with others that create or distribute value. E.g. In the USA, Toshiba enlists UPS to provide repair services.

Structure innovation – Internal optimisation to align talent and assets. E.g., in the USA, Wholefoods build a robust feedback system for internal teams to reconfigure operations.

Process innovation – The implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software. E.g., a new construction method or supply chain hack.

Product Performance innovation – The development of new products or changes in design of established products to create disinguishing features or functionality. E.g., a new improved type of GPS unit.

Product System innovation – The development of new products which complement the existing offering. E.g., Nike+ combined shoes, sensors, apps and devices into a sports lifestyle product suite.

Service innovation – Support or enhancements which complement existing offerings. E.g., offering Project Management alongside Engineering Services.

Product System

Channel innovation – How your offerings are delivered to customers or users. E.g., Nespresso

Service

locks customers in, with a members only club.

Channel Brand Experience

Brand innovation – New ways of representing your offerings and business.E.g., Intel helps customers see that it’s what inside the PC that matters most, influencing their purchase.

Experience innovation – A distinctive new way of interacting with or delivering value to your customer which differentiates you position in the market. E.g., Apple creates excitement about product releases via signature events and in store experiences.

INNOVATION FUNDAMENTALS

Methodologies

There are many innovation methodologies out there, and navigating them can be a tough slog. Some methodologies have been created for specific sectors, whilst others are more general. Furthermore, some methodologies and tools apply to different phases of the innovation cycle. However, there is also a lot of commonality between the methodologies. Sometimes their main difference is simply in their emphasis on key steps. We know from experience, that the only way to master these techniques is to try them yourself!

We’ve decided to introduce two broad methodologies for Smart Seeds; Design Thinking and Lean Start-up. DESIGN THINKING Design Thinking is a methodology used by designers to solve complex problems. However, you don’t need to be a designer to think like one. Design Thinking is human-centred, solutionfocused, iterative and cyclical, encourages prototyping to de-risk solutions, and utilises divergent and convergent thinking to generate and refine solutions. Each is explained further below. Human-centred

WICKED PROBLEMS All innovations respond to a challenge or an opportunity. The Challenges we tackle through Smart Seeds can often be characterised as ‘wicked problems’. No, that doesn’t mean they’re evil. It means they’re difficult to solve due to incomplete and/or changing requirements and complex interdependencies. Often the complex and interdependent nature of these problems can mean that a solution to one element can unintentionally create other problems. A systems thinking approach – considering an issue in the context of the system in which it exists – can be helpful. Classic examples of wicked problems include climate change and social injustice. Wicked problems can be intensified when there is a need for widespread changes in mindsets, where the traditional ways of thinking and operating may have created or exacerbated the problem in the first place. Governments, through public planning and policy functions, engage with many of these wicked problems. However, that’s not to say that the solutions will come from, or be delivered by, governments. Wicked problems cannot be tackled by the traditional linear approach in which problems are defined, analysed and solved. So how might we solve wicked problems? A key first step is to recognise that there will be no singular ‘solution’, instead we should consider a range of ‘interventions’ that may incrementally address elements of the problem. Applying Design Thinking methodologies grounded in human-centred design principles can be a helpful approach to tackling complex challenges like wicked problems.

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Human-centred (or user-centred) design is all about creating solutions grounded in a strong understanding of the needs, wants, and limitations of end users. Design thinking is inherently humancentred. Solution focused

Design Thinking is all about creating solutions to resolve problems with the intent of an improved future outcome. It is solution-focused in the sense that the outcome is the starting point. In contrast, the scientific method typically begins by thoroughly defining all aspects of the problem before considering potential solutions, and is therefore considered problem-focused. Iterative and cyclical

The Design Thinking cycle involves observation to discover needs within the context and constraints of a particular situation, framing the opportunity and scope of innovation, generating creative ideas, testing and refining solutions. Design Thinking draws upon logic, imagination, intuition, and systemic reasoning, to explore possibilities of what could be – and to create desired outcomes that benefit the end user.

INNOVATION FUNDAMENTALS

One version of the Design Thinking process has seven stages: define, research, ideate, prototype, choose, implement, and learn. The steps aren’t linear; they can occur simultaneously and be repeated. Intermediate “solutions” are also potential starting points of alternative paths, including redefining of the initial problem. In this sense, it is also iterative.

Divergent and convergent thinking

Design Thinking engages the whole brain. It draws on the imagination, creativity and intuition of the right brain, as well as the logic, planning and analysis of the left brain, although not all at once. A classic example is divergent and convergent thinking. It often takes many ideas to come up with one great idea. Design Thinking using divergent thinking to encourage many possible solutions, then convergent thinking to narrow them down to a final solution.

Figure 3 has been adapted for Smart Seeds based on a range of methodologies. The base double diamond process and the four stages of discover, define, develop and deliver were developed by the British Design Council in 2005 and have been widely used and adapted by others.

Divergent thinking is all about looking wide for potential solutions, and making unexpected connections from a diverse range of stimuli and inputs. During divergent thinking, the focus is on the quantity and diversity of potential solutions. It’s all about the right brain. On the flipside, convergent thinking is about the quality of solutions. Convergent thinking involves assessing solutions, and narrowing down to a final solution – which engages with the left brain.

Rapid prototyping to de-risk

Design Thinking engages with users through a series of prototypes to learn, test and refine concepts. Prototyping enables real-world targeted experiments that can inform the design process in a more agile way than simply relying on theory or historical data. This process can reduce uncertainty and risk.

Throughout the Learning Labs we will introduce a range of tools to support Design Thinking processes.

Discover and Define

General challenge

Trends & Opportunities

Research

Develop and Deliver

Insights

Specific refined challenge

Ideate

Evaluate & prototype

Specific solution

Deliver & scale

It e r a t e

Discover Market + user research (empathise) Map stakeholders Observe Interview

Define Interpret context Identify themes Empathy mapping

Develop Generate ideas Seek feedback Evaluate and refine Measure/estimate impact

Deliver Prototype/test Business model (develop, refine) Pitch, secure support Collaborate Formal agreements

Figure 2 Smart Seeds Innovation Process based on Design Thinking

INNOVATION FUNDAMENTALS

LEAN START-UP METHODS An alternative approach to innovation is to use Lean Start-up Methods. It focuses on developing businesses and products and is based on lean manufacturing principles. Lean manufacturing is all about understanding what creates value for the end user and eliminating any elements in the production process that do not contribute to achieving it. End user feedback during solution development is a key element of Lean Start-up, to ensure that time is not wasted in developing something that the end users do not want.

Like Design Thinking, Lean Start-up methodologies are grounded in the end user’s needs and iterative solution development. As Design Thinking methodologies support the development of rapid prototyping, Lean Start-up methodologies support the development of a minimum viable product (MVP). The MVP provides a platform for testing the solution, learning quickly and adjusting based on feedback. Two tools that have become more widely used as a result of lean methodologies are the Business Model Canvas and the Value Proposition Canvas. Each is really useful for testing whether your ideas have someone out there who wants them!

VALUE PROPOSITION CANVAS Also created by Alexander Osterwalder, the Value Proposition Canvas works in conjunction with the The Value Canvas Business ModelProposition Canvas as a tool to articulate how the solution fits the user’s need. At its heart, this tool is all about outlining why the end user would select my solution over someone else’s. The video link and template at the end of this section provide more detail. Value Proposition

Customer Segment

Gain Creators

Gains

Products & Services

Customer Job(s)

Pain Relievers

Pains

Figure 3 Value Proposition Canvas2 strategyzer.com/canvas/value-proposition-canvas copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer

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strategyzer.com

INNOVATION FUNDAMENTALS

CO-CREATION CANVAS

Co-Creators

Adapted for Smart Seeds from the Business Model Canvas used throughout new venture creation, the co-creation canvas is a 1-page template with 9 key elements that supports you to build a basic business model around your idea. The canvas is centred around the value proposition, and is divided into two halves.

4 5

6 7 8

The left boxes relate to the supply side and the right boxes, the demand side. Work sequentially in your teams using post it notes and textas to quickly create and edit connections between each section of the canvas as your idea evolves.

There’s a handy video introduction in the links at the end of this section, as well as a link to a template.

Co-creation Canvas V1.3

Problem

Solution

List the top 3 problems our users or customers experience:

Outline a possible solution for each problem:

5 9

Channels

Value

What value is created by delivering the solution?

How will we connect the solution to users, customers or partners?

High level concept Can you explain your idea in 5 words or less?

Unfair Advantage

Cost Structure What does it cost to deliver our solution to the customer?

with partners.

Co-Creators Who are we creating value with?

Key Metrics

Revenue Streams What benefits are received for delivering this value?

This canvas by GHD is an adaptation of the Business Model Canvas by Alexander Osterwalder and a modification of the Lean Canvas adapted by Ash Maurya. For more information visit www.smartseeds.org

Figure 4 Co-Creation Canvas (GHD)

INNOVATION FUNDAMENTALS

02. Mindsets and culture Having the right mindsets and fostering the right culture is essential for innovation. It’s about recognising and embracing : 3

• Creative confidence – we’re not talking about fine art, we’re talking about the ability to come up with solutions to problems. We all have this ability • Empathy – to see the world from someone else’s (i.e. an end user’s) perspective • Ambiguity – starting from a place of not knowing the answer. Trying to feel comfortable in the discomfort, because this leads to an openness to new ideas and unexpected connections • Curiosity – seek out new experiences and talk to diverse people for unexpected inspiration and connections • Play – switch off… and let the subconscious do some work • Assumptions – then challenge their validity • A ‘make it’ mindset – roll up your sleeves and turn abstraction into something you can test and learn from • Failure – it’s a great way to learn • Iteration – rapid prototyping and testing unlocks more ideas and helps refine the solution • Resilience – creating new ideas and influencing change is a marathon, not a sprint. Practice compassion (for self and others), leave your ego at the door, go easy on yourself if things aren’t meeting your expectations - love ‘what is’ • Optimism – Start with the belief that the solution is out there

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WANT TO BOOST YOUR CREATIVITY? 6 MINUTE READ

Learn How to Think Different(ly) by Jeff Dyer and Hal Gregersen hbr.org/2011/09/begin-to-think-differently 5 MINUTE READ

Modern lessons from an ancient master: the seven keys to creativity smh.com.au/lifestyle/life/modern-lessonsfrom-an-ancient-master-the-seven-keys-tocreativity-20121029-28fe6.html

CURIOUS TO LEARN MORE? 4 MINUTE WATCH

Where good ideas come from by Steven Johnson youtube.com/ watch?v=NugRZGDbPFU 2 MINUTE WATCH

IDEO introduction to Human Centred Design vimeo.com/106505300 2 MINUTE WATCH

Introduction to the Business Model Canvas youtube.com/ watch?v=QoAOzMTLP5s

Discover & Define

It’s tempting to jump straight into ‘solution mode’ as soon as you get your challenge. Resist! Don’t worry about trying to generate ideas until you have done a heap of research (you will think of things along the way of course – take note and park them for later).

This Learning Lab is divided into two parts; Research and Insights. The tools in Research will support your analysis, and the tools in Insights will help with synthesis. Our focus is on Discover and Define, the first diamond of the innovation process.

“ If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” - Albert Einstein

“ IGet out of the building!” - Steve Blank

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CHALLENGE INTERROGATION Discover and Define

General challenge

Trends & Opportunities

Research

Develop and Deliver

Specific refined challenge

Insights

Ideate

Evaluate & prototype

Specific solution

Deliver & scale

It e r a t e

Discover Market + user research (empathise) Map stakeholders Observe Interview

Your challenges are real-life issues affecting real-life people. That’s why user research is your first step. However, before you start your research you need to know what you are researching. Take your challenge apart and identify the elements – users, stakeholders, locations, legislation, policy, economics, technology, etc.

Define Interpret context Identify themes Empathy mapping

Develop Generate ideas Seek feedback Evaluate and refine Measure/estimate impact

Deliver Prototype/test Business model (develop, refine) Pitch, secure support Collaborate Formal agreements

As they say at Stanford University’s d.school: “ To create meaningful innovations, you need to know your users and care about their lives.”

List everyone who will be directly touched by your challenge. Then consider who is peripherally relevant, as well as who is associated with your direct users. Consider how you might learn more about their perspectives, including how the challenge affects them, and the potential impact of a solution. Map this information and keep it to hand as you will need it throughout the program.

HEALTH + SAFETY IN THE FIELD

Now you’re ready to research.

ETHICS IN USER RESEARCH

01. Research WHAT KIND OF RESEARCH DO I DO? You will need to conduct both primary and secondary research in this phase of the program. It’s usually best to start with secondary research as it provides context to your challenge, and helps you identify which questions to ask to whom during your primary research. Secondary research (a.k.a. desktop research)

This involves gathering existing information that has already been produced. Look for recent innovations relevant to your challenge. Look also at innovations that seem irrelevant but are somewhat related – the edge is often where the interesting stuff happens. Has this challenge, or something like it, been considered before? If so, what worked, what didn’t, and why? Secondary research is generally done online, but don’t be afraid to visit your local library, read all their magazines/journals/newspapers/books, and quiz their librarians. Primary research (a.k.a. field research)

This involves gathering new information directly from original sources to answer questions specific to your unique needs, i.e. talking to actual humans about your challenge.

If your research takes you into the field (and it should) you must work in accordance with your organisation’s safety policy and procedures.

Design research requires you to seek and share insights about real people’s lives. It’s imperative that your research (and your design) is conducted in an ethical way. “ At first glance, it appears that ethics and creativity have nothing in common; one is constrained and the other unbridled. And yet, ethics is the insider handshake to a world of unexpected delights and creative starting points. The secret to getting others to share their secrets is to conduct yourself with the utmost respect.” – Coe Leta Stafford, Design Director, IDEO

Consider your own organisation’s values and code of conduct. For example, GHD’s values are safety, teamwork, respect and integrity. IDEO’s Little Book of Design Research Ethics outlines their guiding principles of respect, responsibility, and honesty. They also detail a set of actions to guide us through planning and preparation, information gathering, and information use and sharing. lbodre.ideo.com The Research Ethics Guidebook, developed by the Institute of Education at the University of London, discusses ethical considerations for particular methods such as interviewing, observation, and literature reviews. ethicsguidebook.ac.uk/Research-methods-71 The Australian Research Council lists a comprehensive range of resources if you would like to delve deeper. www.arc.gov.au/codes-and-guidelines © GHD Pty Ltd | Smart Seeds Participant Guide v4.0 | 20

CHALLENGE INTERROGATION

PRIMARY RESEARCH METHODS

Interviews - How to get started

There are myriad primary research techniques, and no hard and fast rules about which ones to use when. The important thing is to obtain meaningful and useful information from your research process, and to do so responsibly.

Inteviews dont have to be intimidating or lengthy. We recommend conducting interviews in pairs – one person to ask the questions and engage with the interviewee, and the other to take notes and observe. Always get consent for any recording (written, audio, video or photographs) you make.

Below are some suggested research methods. Whichever method you choose, be sure to plan rigorously. Know who you will speak to, how you will contact them, which questions you will ask, who will take notes etc. Interviews

Interviews are a simple and effective way to obtain a lot of great information. They can be a bit daunting, but they are a cornerstone of humancentred design. Examples of interview types: User interview – get detailed information straight from the people you are designing for. Where possible, conduct interviews face-to-face and in the person’s own space. Nuances of expression and body language can speak volumes! Expert interview – the interviewee should have deep experience or knowledge in an area relevant to your challenge. The author of your challenge is probably a good candidate. Use the Smart Seeds network to find interviewees. Extreme interview – consider ‘extreme’ users on the edge of the spectrum as well as those you might consider ‘average’. For example, if your challenge is about urban food production you might speak to a professional chef. Ideas that suit extreme users are likely to work for the majority of others. Some techniques to help you draw out information include: Five whys – don’t stop at asking ‘why’ once. This technique can uncover underlying issues and motivations. Sketching and visualising – you know what they say about a picture and a thousand words. Tell a story/give an example – can make the abstract or theoretical more practical and easily understood. It can also highlight the contextspecific elements of a problem. 21 | Smart Seeds Participant Guide v4.0 | © GHD Pty Ltd

Exploratory Start a conversation about their experience of the problem: What is the problem (in their words)? How are they solving it today? What other solutions have they tried? End the conversation by asking What should I really have asked you about the problem? In many cases, you discover the real problem is just outside what you’ve already considered Specific At the end of each conversation, ask: Who else should I be talking to? and can you connect me with them right now? Observation

Observing people and their environmental interactions can give great insights into what they think and feel. Firsthand experience with a setting removes a lot of the guesswork and assumptions you may be tempted to make, and opens you to new discoveries. You may also learn things that people may not mention in interviews. You can observe from afar and outside your situation of interest (unobtrusive observation), or you can become part of the situation (participant observation). Always be aware of your own role in the observation. Are you changing the environment by being there? Examples of observation types: Fly on the wall – observe your research subject as unobtrusively as possible. Following the AEIOU rule (activities, environments, interactions, objects, users) to take meaningful notes and analayse data. Shadowing – spend some quality time with your research subject. Immerse yourself in their environment and have them walk you through their experience. What is not said is powerful here. Analogous inspiration – look at your challenge in a new way by observing something totally different. Is there a situation in which challenges like yours have been addressed? These analogous environments can help you isolate elements of a successful experience and draw parallels to your own.

CHALLENGE INTERROGATION

02. Insights

HOW MIGHT WE…?

Once a range of information has been gathered during the research phase, it’s time to piece it all together into meaningful insights. It can be really helpful to do this step as a team by writing down the key findings on post-it notes and sharing them individually with the rest of the team. Listen carefully and see whether themes are emerging. As a team, ask yourselves: • Can findings be grouped according to themes? • How do the themes relate to each other? • Can you craft 3 to 4 specific insight statements (see designkit.org/methods/62) that get to the core of the issue? Once you have downloaded the outputs of your research, consider (re-)framing your design challenge. Check out the short video at the end of this section about this process. At the end of this stage, you should be able to clearly articulate the challenge in one sentence in the format below for each type of user.

[user] descriptive

needs to

because [user’s need] verb

[insight] compelling

To set you up for ideation, convert your challenge statement into a ‘How might we…’ question. A ‘How might we...’ question creates a great base for brainstorming and is created from a challenge statement. When crafting your question, check that it’s broad enough to avoid pre-empting a particular type of solution, but also specific enough that the team has helpful boundaries. You may also consider creating a series of ‘How might we…’ questions to explore different elements of the challenge. One way of quickly creating a set of how might we questions to stimulate group discussion is to give everyone in your group a stack of post it notes or recycled paper and a large marker. In the top corner of each note write “HMW” then, individually write out as many endings to that question as you can in 3 minutes. There is no wrong question, because the answer is not defined yet. The post it notes and large marker are there to keep your question short and sharp, as well as make them easy to share with the group when stuck to a wall or poster. There’s a great example in the further reading at the end of this section.

CURIOUS TO LEARN MORE? RESOURCE

IDEO’s Design Kit details methods to use throughout the design process designkit.org/ methods RESOURCE

Creating ‘How might we...’ questions crowdresearch.stanford.edu/w/img_auth.php/f/ff/How_ might_we.pdf 1 MINUTE WATCH

Frame Your Design Challenge vimeo.com/191566926 2 MINUTE WATCH

Why you should get out of the building - unsing research to success https://www.inc.com/ steve-blank/key-to-success-getting-out-of-building.html

Ideation

Now that the challenge is well understood and refined, it’s time to get creative! We will dive into tools for divergent thinking, refining and clustering ideas, and convergent thinking. We will explore how (and why) you might prototype an idea, and look at the value of iteration. This Learning Lab looks at generating, refining, evaluating and prototyping ideas to solve your refined Challenge. Our focus is on the second diamond, Develop and Deliver, in the innovation process.

23 | Smart Seeds Participant Guide v4.0 | © GHD Pty Ltd

IDEATION Discover and Define

General challenge

Trends & Opportunities

Research

Develop and Deliver

Insights

Specific refined challenge

Ideate

Evaluate & prototype

Specific solution

Deliver & scale

It e r a t e

Discover Market + user research (empathise) Map stakeholders Observe Interview

Define Interpret context Identify themes Empathy mapping

Develop Generate ideas Seek feedback Evaluate and refine Measure/estimate impact

Deliver Prototype/test Business model (develop, refine) Pitch, secure support Collaborate Formal agreements

01. Divergent thinking

02. Clustering ideas

Divergent thinking in ideation is all about coming up with a wide range of ideas. It is sometimes referred to as ‘brainstorming’. Here we will share a range of proven techniques for generating creative ideas to solve challenges. Rather than calling it ‘brainstorming’, we like to think of it as ‘brainsteering’.

This phase focuses on reviewing the ideas and clustering them according to similarities and themes.

Diversity of participants leads to greater innovation, both those with subject matter knowledge, and those without. If you have no specific experience with the subject matter, focus on being an open-minded creative thinker, making connections and cross-applying concepts from elsewhere. If you are planning to run further ideation sessions, consider inviting participants from a variety of backgrounds and disciplines, not simply those relating to the immediate challenge. The mindsets and culture of innovation are particularly important during the Divergent Thinking Phase. It is important to defer judgement, be open, curious and optimistic. Some divergent thinking techniques demonstrated at the Learning Lab include: • White space – great for avoiding group-think and creating space for introverts in the group • What would X do? – taking you outside your typical patterns of thinking and seeing the world • Assumption crusher – challenging our assumptions • How might we… - using insights to go deeper in strategic directions

LEFT OR RIGHT?

Divergent and convergent thinking are very different ways of thinking, and some people may be more comfortable with one over the other. The key is to recognise which type of thinking you’re applying to avoid undermining the process.

In the Learning Lab we use a technique called Conversation Mapping. In this exercise we use post-it notes and butcher’s paper to group ideas into 3 to 4 themes, then review them as a theme, draw connections, group similar ideas, merge ideas, and potentially springboard to new ideas!

03. Convergent thinking Convergent thinking is about the quality of solutions. It involves assessing ideas, and narrowing down to a final solution. There are a number of ways to assess ideas to decide which to shortlist and refine. Assessment criteria may be defined based on the stated measures of success for the challenge or other criteria as defined by your team. You may like to allocate each team member votes (e.g. 3 ticks), or go through a more rigorous assessment process. Ultimately, the Team will assess, rank and select one idea to develop further

CASE STUDY: EVALUATING IDEAS

As part of its Innovation Program, GHD has created a simple graphical tool for evaluating which ideas to focus on. The tool plots the ‘Value’ of the idea against its ‘Chance of Success’. The underlying criteria for the ‘Value’ measure were developed based on the organisation’s strategic objectives. Based on crowdsourced voting by staff, as well as assessment by a review panel, aggregate scores are plotted transparently on the grid.

IDEATION

04. Refining your idea Before you launch into testing and prototyping, interrogate your idea from a range of angles. Ask yourselves: • How will it work? • How does it fit into the system around it? Two useful exercises outlined below are De Bono’s Hats and SWOT analysis.

DE BONO’S ‘SIX THINKING HATS’ Edward De Bono’s hats represent different ways of thinking about a situation. • Blue – Mediator, facilitator • Red – Feelings, hunches, intuitions • Yellow – Optimism, value, benefit • Green – Creativity, possibilities • White – Information known or needed • Black – Judgement, devil’s advocate As a team, move through each hat. Allocate the same amount of time for each hat and record any new ideas, insights and tasks that come from the discussion.

Figure 5 De Bono’s ‘Six Thinking Hats’ template4

25 | Smart Seeds Participant Guide v4.0 | © GHD Pty Ltd

IDEATION

SWOT ANALYSIS A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis is a helpful tool for developing an idea, helping you to capitalise on its helpful aspects (strengths and opportunities) and mitigating the harmful (weaknesses and threats). Simply create 4 quadrants on a piece of paper and make a list under each heading. Some prompts are below: Strengths and Weaknesses: (internal factors within an organisation) • Resources – human, physical, financial, existing processes and programs, reputation Opportunities and Threats: (external factors) • Future trends – sector, culture, demographics • The economy – local, national, or international • Funding sources • Physical environment • Regulatory environment

THERE’S AN APP FOR THAT

“ Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.” – Tom Goodwin, TechTarget Big data, the Internet of Things, Virtual and Augmented Reality, 3D printing, AI, machine learning, LIDAR, drones, mobile, computer aided design, building information modelling, geographic information systems, and so on. Feeling dizzy? This era of rapid growth in digital technologies has been referred to as the ‘fourth industrial revolution’. A lot of smart digital solutions combine a number of these enabling technologies to create solutions that address pain points and create value. As you consider a range of ideas, no doubt digital tools will feature. Don’t get digi-dizzy! Remember, they are just tools to build a solution. Make sure you’ve got a solid business model that underpins your tech needs, considering things like market validation (who needs my solution and why?), channels to market (how will they access it?), investment (who will pay for it?) as well as the competitor landscape (who else is trying to solve this problem and how can our solution be better?). Also consider whether there might be a better non-digital solution for your end users. Remember, not all apps succeed; there’s a big (scr)app heap out there! 1 MINUTE CHUCKLE (WITH BONUS NOSTALGIA)

Sesame Street – There’s An App For That youtube.com/watch?v=EhkxDIr0y2U

IDEATION

CHANGING BEHAVIOUR

NEED INSPIRATION?

If you’ve ever made a new year’s resolution you’ll know that changing behaviour can be tricky. We don’t always behave in our own best interests and most of us don’t understand why people behave in certain ways. Behaviour is determined by many factors and is deeply embedded in social situations, institutional contexts and cultural norms.

2 MINUTE VIDEO

Social marketing is a discipline that draws on psychology, sociology, economics and anthropology to understand people, with a view to designing products, services and messages to create a positive social outcome (e.g. positive behaviour change). It’s used for public health issues like smoking and obesity, and in sustainability campaigns like energy efficiency and recycling.

Changing behaviour: A public policy perspective www.apsc.gov.au/publications-and-media/ archive/publications-archive/changing-behaviour

If your solution involves encouraging people to behave differently, here are some factors which influence how new social practices and ideas spread through society: Relative advantage – the degree to which the new behaviour is seen as better than the old. Convenience and compatibility – the degree to which a new practice or idea is easy to adopt in terms of convenience and consistency with people’s values and habits. Social proofing – how people look to those around them—including strangers— for behavioural guidance. Complexity – people are more likely to adopt new practices and ideas that are easy to understand and/or use. Trialling – people are often more willing to adopt a new practice or idea if they can try it out before a commitment to adopt is required.

The Fun Theory Piano Stairs youtube.com/watch?v=2lXh2n0aPyw 7 MINUTE READ

How the science of behaviour change can help with sustainability by Les Robinson theguardian.com/sustainable-business/behaviourchange-sustainability-tips LONG READ

CURIOUS TO LEARN MORE? RESOURCE

IDEO’s Design Kit ideation, idea refinement and prototyping methods designkit.org/methods RESOURCE

DesignBetter.Co Design Thinking Handbook designbetter.co/design-thinking RESOURCE

MediaLAB Amsterdam Design Method Toolkit medialabamsterdam.com/toolkit

IDEATION

05. Prototyping

06. Integrating and iterating

Once you’ve settled on your idea, it’s time to develop it further and test it. Rapid low tech prototyping is a great way to test and refine an idea. It can also be helpful to demonstrate to others what it’s all about. However, sometimes the thought of prototyping an idea can be daunting.

Once you’ve tested the prototype, integrate those learnings into the idea and iterate further. The Co-Creation Canvas (Figure 4) and Value Proposition Canvas (Figure 5) can be helpful tools during this stage to refine and improve shortlisted ideas.

Don’t worry, a prototype doesn’t need to be a fully-functional solution. Think of it as something you create to test and communicate the idea. A prototype can be as simple as a process flowchart, a series of handdrawn app screens (called ‘wireframes’) or a cardboard model. The important thing is to create something that you can put in a users hand to test. This feedback is invaluable for your solution’s development and success, as well as your learning from the process. IDEO’s Design Kit provides useful tips for scoping, building and testing prototypes. See the link at the end of this section.

Figure 6 Low fidelity paper prototypes of a new app or website

Figure 7 High fidelity physical prototypes of a technical innovation

Pitching Ideas

So you have chosen your best idea. The next step is to convince others that it’s a great idea; namely, the people you will need to collaborate with to deliver it. That’s where pitching comes in. In this section, we’ll explore key elements of a good pitch, the value of storytelling for influencing change, and how visual communications can help everyone else clearly and simply see just how awesome your idea is.

“ No spreadsheet, no bibliography and no list of resources is sufficient proof to someone who chooses not to believe. The sceptic will always ﬁnd a reason… Relying too much on proof distracts you from the real mission – which is emotional connection.” - Seth Godin

PITCHING IDEAS

01. Elements of a good pitch Below is an edited extract from the Changemakers Guide to Pitching Ideas. A link to the guide is at the end of this section. 1. PROBLEM

Conceptualising and framing what you want to say is the most vital part of preparation. Have something worth talking about. • Why is it important? • Who does it affect? • What is the nature of the problem? Storytelling is a great way to invite your audience into the problem - make us feel your pain. 2. SOLUTION

After you’ve framed the problem, define your solution to show how your idea addresses it. • Succinct description of solution • Proof that it has worked (or will work) • How it is a new way of tackling the problem • Show how it will work in context 3. EXAMPLE

Help us better understand your solution’s benefits by walking through a real or hypothetical example, Again storytelling or role play may help to craft a compelling reason, or set of reasons we need your solution. Desire is a powerful motivator and a a great way to capture the imaginations of your audience. Make sure to cover; • The opportunity/gap that you will fill • How you will partner with others • Address the elephant(s) in the room - anticipate judges questions by practicing your pitch with others, seeking feedback, then build the answers into your final pitch ahead of time. • Demonstrate understanding of end-users and stakeholders

4. IMPACT

Convince us it will scale. Show the potential for impact that your solution has when successfully delivered to the community or market. 5. TEAM

Foster our trust and celebrate your strengths. What experiences, professional or personal does your team bring that no-one else can? This is where the Business Model Canvas will be really handy (See Figure 4 and Section 5.2). What will it cost to deliver and run? How will those costs be covered? For Smart Seeds pitches, a ‘back of envelope’ calculation is all you need. Why are you the best team to deliver this solution? Keep in the back of your mind any gaps in your team - these may form part of your ask. 6. ROADMAP

Look ahead, and anticipate the key milestones and barriers your solution’s success. Set a date to address them by, and identify key steps to overcome them. This might include, but is not limited to time for futher research and idea development, getting funding or partners on board, regulatory changes, or attaining copyright and patents for your idea. Critically, bring the audience on the journey - we already know you’re the team to deliver, tell us when you’ll be ready. 7. ASK

What do you need from others in order to succeed? What funding, expertise or assistance do you need to continue to develop your solution?

PITCHING IDEAS

02. Business Case

04. Thinking visually

Developing a robust business case for investing in an idea is essential for gaining support, particularly financial investment. The Business Model Canvas and Value Proposition Canvas provide a simple starting point for engaging with the market for a solution.

There are many aspects to a great pitch. Effective visual communication is essential regardless of whether your pitch is a brochure, a PowerPoint presentation, or a short film.

Once you have refined your best idea, map it out using the Business Model Canvas and Value Proposition Canvas (Figure 4 and Figure 5). This will help clarify where the value lies and may even lead to refining the idea to improve its value to users/beneficiaries.

03. Storytelling for change We all know that humans are wired to listen to stories. In the most compelling presentations the audience is taken on a journey. When successful, a good story prompts people to see the world differently. Various tools and techniques exist for storyboarding, from crafting videos, pitches and enitre brand redesigns. The list of resources at the end of this chapter will help you get started.

PITCHING TIPS FROM SMART SEEDS FACILITATORS AND MENTORS

If you don’t grab people within the first minute, they’re going to tune out. Be creative, tell a story. Keep the energy up (but don’t cram too much in) – make the time fly for your audience, but don’t fly through it! Finish strongly and sum up why someone should invest in delivering the idea.

For Smart Seeds, your pitch is a 2 minute video. It needs to encapsulate your idea so that viewers who did not attend the showcase are able to understand your concept without additional context. Your video can take any form – animation, dramatisation, interview, etc. – as long as it gets your message across effectively. For best results treat your video like any other design process and plan the production thoroughly. MAKING VIDEOS WITH PEOPLE Lighting

• Fluorescent lighting makes skin look greenish and sickly. The best lighting is from yellow incandescent bulbs. • Overhead lighting (e.g. from the ceiling) tends to be unflattering – lighting from the side and slightly up is best. • Don’t light from below unless you’re making a horror movie. • Tracing paper is useful for diffusing light from a lamp. • The ‘magic hour’ (around sunset and sunrise, when the sun produces light most like an incandescent bulb) is the best time to shoot using sunlight.

PITCHING IDEAS

Sound

• If people struggle to hear your subject, or the volume jumps all over the place, they will be frustrated. • Use an external microphone if you can. A smartphone recording a voice memo at a constant distance from the subject is an acceptable substitute. • Consider the sound in your filming location – small rooms can produce echoes, outside can be windy, trains might go past at a pivotal moment etc. • Background music can hide gravelly sounds and hissing, as well as adding atmosphere. Fun

• Have fun and work with what you have. • If you’re filming on a smartphone try embracing it’s limitations and even draw attention to it, e.g. use selfie angles, go handheld (so long as you can hold it steady – within reason), include the ‘messy’ bits of footage where you’re handling the phone etc. • If your content is compelling, and your sound is good, viewers may be more forgiving of video quality issues.

A FEW VIDEO PRODUCTION RESOURCES Editing software

• Mac iMovie • Windows Moviemaker (on older PCs) • videosoftdev.com/free-video-editor Online video creation

• spark.adobe.com/about/video • biteable.com • powtoon.com Stock videos, photos & graphic elements

• videos.pexels.com | pexels.com • pixabay.com/videos | pixabay.com • videezy.com | vecteezy.com • unsplash.com • flaticon.com • 1001freedownloads.com • search.creativecommons.org Stock music

• youtube.com/audiolibrary/music • soundcloud.com/royalty-free-audio-loops • freemusicarchive.org

INTELLECTUAL PROPERTY & COPYRIGHT

As creators and innovators know, intellectual property (IP) is important. IP refers to the legal rights associated with the product of people’s imagination and creativity, including the right to prevent others from using the products. Common forms of IP include copyright, trademarks and patents. For now, let’s focus on copyright. Throughout Smart Seeds, you will access a range of resources that are protected by copyright, e.g. photos, videos, books and music. In general, this means that others are prohibited from reproducing, publishing or adapting the work without permission of the author.

If you are planning to use content in your presentation that you have not produced yourself, consider the content’s copyright status. You may be able to find appropriate content made available under Creative Commons licences. These licences provide a standardised way for creators to give the public permission use their work. RESOURCE

What is Intellectual Property? wipo.int/edocs/pubdocs/en/intproperty/450/ wipo_pub_450.pdf RESOURCE

Creative Commons Australia creativecommons.org.au

PITCHING IDEAS

05. Prioritising your effort By this stage, you may be feeling like there’s a lot to be done and so little time, right? Developing a new idea can lead to endless possibilities for how you spend your time. Here’s a tool to de-stress the situation for you and your team. Developed by Steven Covey, it assists you to prioritise your tasks and boost your productivity. As a team, simply list your key tasks, then map them based on their urgency and importance, then prioritise and allocate accordingly.

Figure 8 Urgent/Important Matrix6

CURIOUS TO LEARN MORE? RESOURCE

Changemakers Guide to Pitching changemakers.com/guide 20 MINUTE READ

How to give a killer presentation (from the curator of the best presentations around – TED) hbr.org/2013/06/how-to-give-a-killer-presentation 7 MINUTE WATCH

Getting your ideas to spread by Seth Godin ted.com/talks/seth_godin_on_sliced_bread 5 MINUTE READ

Storytelling for change by Annette Ferrara medium.com/ideo-stories/how-to-tell-stories-that-influence-people-and-inspire-actionbd1db98d1a01

Influencing Change

Whilst the pitch presentation at the Showcase Event is a fantastic milestone, the innovation process doesn’t stop there. You may recall from the beginning of the Smart Seeds journey that innovation is only achieved when the idea is delivered and its value is unlocked. Thomas Edison once said, “Genius is one percent inspiration, ninety nine percent perspiration.” We reckon the same can be said for delivering ideas. But when it’s successful, it’s totally worth it.

“ Identify the right people to support you – with good relationships. Be persistent, a good idea requires work. Leverage off any opportunity to present and progress the idea.”

- Elle Davidson, Smart Seeds Participant, 2015

INFLUENCING CHANGE

01. Approach

INTRAPRENEUR? WHAT’S THAT?

To successfully solve the tricky challenges we are grappling with, we need to adapt and do things differently; on a personal level, organisational level and across society. Whilst it’s pretty clear that we need to change some things, the process of influencing change and successfully delivering new ideas can be really challenging. It’s particularly fraught when working within large organisations to solve wicked problems (See page 13).

An intrapreneur is someone who works to influence change and deliver new ideas within a large organisation. They’re corporate change-makers. The term is an adaptation of the word entrepreneur; someone that creates a new business venture in response to an opportunity.

In this Learning Lab, we explore some tools for successfully influencing change. Table 1 is an edited extract from The Cubicle Warriors Toolkit by the League of Intrapreneurs. It’s all about how to influence change in a large organisation.

Table 1

Influencing change like a graceful warrior7

Theme

Catch cry

Top tips

Making the Business Case

Don’t raise your voice, improve your argument.

1. Storytelling – people make decisions with their emotions 2. Then back it up with facts, data 3. Connect with strategic priorities 4. Be authentic 5. Listen

Navigating the system

Always try to be a ‘Graceful Warrior’.

1. Know the players 2. Know yourself 3. Know the rules 4. Build your community 5. Be a graceful warrior

Building Community

Collaboration is the human face of systems thinking.

1. Map your stakeholders 2. Connect with fellow intrapreneurs 3. Keep listening 4. Design for integration 5. Democratise ownership

Unlocking resources

How to bring your idea to life on a shoestring budget

A good prototype is worth a thousand pictures.

1. Practise ‘Yes, and’ mindset – problem into opportunity 2. Do more with less 3. Keep it simple 4. Other people’s money 5. Be willing to let go

Fostering personal resilience

A good half of the art of living is resilience.

1. Go with the energy 2. Go with the flow 3. Practice compassion 4. Leave your ego at the door 5. Don’t be a martyr

Combining the rational and emotional to win support

How to navigate the intense politics and personalities of the corporate ecosystem

How to rally support for your idea near and far

How to ensure you not only endure, but also enjoy the journey

INFLUENCING CHANGE

CASE STUDY: UPTRACK… A SMART SEEDS IDEA COMING TO LIFE!

At Smart Seeds, we’re committed to supporting teams to progress their ideas beyond the Showcase Event. In 2015, a Smart Seeds team in Sydney presented a solution to improve the use of underutilised space around rail corridors and stations. Drawing inspiration from London and New York, the team proposed a smart, modular, community space network.

Case Study: UpTrack… a Smart Seeds idea coming to life! At Smart Seeds, we’re committed to supporting teams to progress their ideas beyond the Showcase Event. In 2015, a Smart Seeds team in Sydney presented a solution to improve the use of underutilised space about rail corridors and stations. Drawing inspiration from London and New York, the team proposed a smart, modular, community space network. The idea won the People’s Choice Award and has attracted interest, leading to discussions with Lend Lease, Transport for NSW, GHD and Sydney

The idea won the People’s Choice Award and has attracted interest, leading to discussions with Lend Lease, Transport for NSW, GHD and Sydney Trains.

MORE CASE STUDIES Can be found on our blog at SmartSeeds.org/ blog as the come to life. CURIOUS TO LEARN MORE? RESOURCE

The Intrapreneur’s Toolkit leagueofintrapreneurs.com/2017/02/06/ league-intrapreneurs-toolkit-sharing-lessonsfield/ 18 MINUTE WATCH

How great leaders inspire action by Simon Sinek ted.com/talks/simon_sinek_ how_great_leaders_inspire_action

REFERENCES

Footnotes 1. Business Model Canvas, Strategyzer strategyzer.com 2. Value Proposition Canvas, Strategyzer strategyzer.com 3. Adapted and extended from IDEO, The Design Kit designkit.org/mindsets 4. Based on Six Thinking Hats by Edward De Bono. Template by Tuzzit tuzzit.com/en/canvas/six_ thinking_hats 5. Digital Storytellers, The Story Canvas digitalstorytellers.com.au/the-story-canvas 6. Developed by Covey, Merrill and Merrill. Adapted by Tuzzit tuzzit.com/en/canvas/urgent_important_ matrix 7. Adapted from Cubicle Warriors Toolkit, League of Intrapreneurs leagueofintrapreneurs. com/2017/02/06/league-intrapreneurs-toolkit-sharing-lessons-field/

References Austin Center for Design (ac4d), undated. Wicked Problems: Problems worth solving https://www. wickedproblems.com/read.php Bryant, M. undated. Conducting Observational Research https://www.deakin.edu.au/__data/assets/ pdf_file/0004/681025/Participant-observation.pdf Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, 2010. Self published. De Bono, E. 1985. Six Thinking Hats. Little Brown and Company. Design Council, 2015. Eleven Lessons: Managing Design in Eleven Global Brands. A Study of the Design Process http://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20 (2).pdf Digital Storytellers, undated. The Story Canvas http://digitalstorytellers.com.au/the-story-canvas/ GHD, 2013. Join-the-dots Workshop Facilitation Guide http://www.ghd.com/global/about-us/ innovation-program/ IDEO.org, 2015. The Field Guide to Human-Centered Design http://www.designkit.org/ League of Intrapreneurs, undated. Cubicle Warriors Toolkit http://www.leagueofintrapreneurs. com/2017/02/06/league-intrapreneurs-toolkit-sharing-lessons-field/ Parsons Transdisciplinary Design program, 2017. Design-Led Research Toolkit http://dlrtoolkit.com/ Reis, E. Lean Start Up http://theleanstartup.com/ RMIT University, undated. Design Practice Methods http://www.designpracticemethods.rmit.edu.au/ Stephen Covey, A. Roger Merrill, and Rebecca R. Merrill, 1994. First Things First: To Live, to Love, to Learn, to Leave a Legacy. New York: Simon and Schuster.

NOTES

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