Deck from the talk "Getting Innovative @#!% Done" that I delivered at the 2012 eat:Strategy conference in Toronto, ON. This deck is modified slightly to add basic talking points so it makes a little more sense to those who weren't there.
2. Facilitation Technology
Experience
Design
My career has continually evolved at the
intersection of these three areas…
3. … today I’m an ‘Innovation Catalyst’ at a
large financial institution in Canada.
4. I think too often, Innovation gets painted as
being something sexier, more magic than it
really is.
in·no·va·tion
Source: Merriam Webster
5. And people frequently make the mistake of
lumping all innovation in one bucket
together
Innovation
6. When in reality, as a co-worker cleanly
broke it down for me, there’s actually
three main types of innovation…
7. New to the world
New To The World: Something brand
spanking new and never seen before
8. New to the market New to the world
New To The Market: Maybe it’s been done
before, but not in the space your business
operates in…
9. New to us New to the market New to the world
New To Us: It’s been done before but inside
the organization…
10. New to us New to the market New to
the world
And in corporate innovation, the reality is
probably more like this… New to the world
is a rare beast.
11. Innovation is something that emerges from
a healthy, productive environment that
encourages ideas and exploration…
12. The same way you can’t just point at
someone and say “Be Funny” – it takes
practice and the right environment to make
it happen.
13. Anyone can have ideas… it’s the people
who execute and deliver that can capitalize
on them.
14. And above all, it’s important to remember
that innovation = change. And most people
hate change, and fight it.
18. THIS PAGE INTENTIONALLY MADE BLANK
You need to get people to drop their
baggage and start with a clean slate. You
have to make time to help this happen.
19. THIS PAGE INTENTIONALLY MADE BLANK
I’ve spent half of a full day workshop just
working to clean the slate and have
everyone start from an open-minded
perspective
20. Updates /
Check-ins
Zone of
Getting @#!% Done
Suck
Meetings should be brief check-ins or long
workshops. Getting @#!% done takes time &
momentum.
21. Updates /
Check-ins
Zone of
Getting @#!% Done
Suck
If a checkpoint/update meeting takes more
than 30 minutes people zone out...
22. Updates /
Check-ins
Zone of
Getting @#!% Done
Suck
In a 2 hour meeting everyone hits their
stride right at the end & it’s not something
you can just ‘pick up’ next week.
24. Too often we come at things from the
perspective of permission. We ask IF, not
HOW and get shut down…
25. By posing a question as “How?” you
eliminate the no and invite them to start a
dialogue around a solution.
26. At worst, “You Can’t” lets you ask “Why?”
and helps you figure out how to either fix
the challenge or work around it.
28. Like in Jurassic Park, how they talked about
the Raptors testing the fences looking for
weaknesses…
29. … you need to make sure you keep prodding
until you find (or force) an open door.
30. I had one project that took a year of
asking, but one day I caught the door open
and within 8 weeks we had a new solution.
31. Rome wasn’t built in a day. In an
organization change is a big, complicated
thing. People get paralyzed just thinking
about all the things you need to think...
32. … about all the things you need to think
about to make change happen . Break your
idea into smaller chunks, figure out what
smaller tasks you can accomplish now to set
the groundwork for your bigger idea.
33. Figure out your elevator pitch, share it with
whoever will listen. Place your idea in the
consciousness of the organization…
34. … You never know who might recall your
conversation at a key moment. Make your
points brief & memorable.
36. You are
here. Innovation is an uphill battle and no one
will hold the ball on the hill for you if you
step away.
38. Consensus doesn’t mean everyone agrees
100% and skips off down the yellow brick
road to Oz together…
39. Practical consensus is getting people to a
point where they agree ENOUGH to move
forward…
40. Acknowledge and address concerns but
don’t let them hold you back. “What-ifs”
are an Innovation killer…
41. Find a way to capture, assure the resistor
that it will get addressed when appropriate
and ask to move on.
48. Find this deck at:
http://bit.ly/eatstrat12-rc
---
Blog:
http://ryancoleman.ca
Editor's Notes
I’m talking about this through the lens of innovation but many of these rules are applicable to getting anything done in any organization.
It’s like a double rainbow... “It’s sooooo beautiful, what does it mean???”
It’s like a double rainbow... “It’s sooooo beautiful, what does it mean???”
Show New to world first... Then fill in others
Show New to world first... Then fill in others
Show New to world first... Then fill in others
Show New to world first... Then fill in others
Show New to world first... Then fill in others
The reality is more like this though… You need to temper expectations of “Innovation” – new to the world is a rare and wonderful gift that only comes to those who work for it. In a big company you’re going to find yourself spending a lot of time looking at “New To Us” & occasionally “New To Market”... You want a five year vision – look at the outside world.
Innovation is something that spins off from a healthy, productive environment that encourages ideas & exploration. Bad brainstorming phone call example < innovation will never happen there
Expecting spontaneous innovation is like telling someone “Be Funny” and expecting them to deliver a great comedy show. (Tell Jon Stewart anecdote)
It’s not enough to simply “have” the ideas... You need to be ready to capture and act on them too.
People hate change. Sure some of us like it and proactively try to create it but the general population doesn’t like it. Not only do they not like it… they’ll actively work against it. Status Quo is your biggest enemy once you’ve got your idea and often, the benefit is often hard to quanitfy
Get to a clean slate. You need to work to get people to shed their baggage, their “What if’s?” and other obstacles. THIS TAKES TIME! (Branch 3.0 example)
Get to a clean slate. You need to work to get people to shed their baggage, their “What if’s?” and other obstacles. THIS TAKES TIME! (Branch 3.0 example)
We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
We routinely give meetings either too much time, or more often, not enough time… 1 or 2 hour meetings are the worst. For updates they just end up being repetitive, monotonous events where everyone sits, listens and thinks of all the productive things they could be done. If you’re trying to brainstorm or solve a problem 2 hours is just when the good stuff get going. Ideation takes momentum, it takes time to spin the machine up and get people in the right headspace. I’ve had countless meetings where just as the great ideas and discussion starts flowing the two hours is up and we have to defer discussion until the next meeting (where the same thing happens again).
People’s default mode is to ask “If” they can do something… Can anyone guess what the answer usually is when you ask if you can do this new, slightly risky but very exciting thing?
No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
No isn’t an acceptable answer for a How question. “How do I get to the CN Tower?” “No.” “How do I … “ “No.” – It doesn’t work. By posing your question as a How – you’re starting a dialogue. You’re also inviting them to participate in creating a solution rather than having something forced onto them. Turn obstacles into enablers
You can generally assume the door to something new is closed most of the time. You really have two options for getting through it…
AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
AKA The brute force method… Jurassic Park Raptor example. Keep asking until you catch the door open or it simply gives way and lets you through (web conferencing example)
Conversely you can play the game… Change is almost always a multi-step process. Viewed as a whole it freaks people out and looks like an insurmountable task. It’s like a chess game – you can’t win in one move and if you try to explain all the moves you need to make people will get confused/lose track. Figure out an incremental plan that keeps you continually moving forward and moving around obstacles. You may need to sacrifice some of your ideas “pawns” along the way. Work backwards from the goal and ask yourself “What needs to happen for this to become a reality” and continue working back. Check your idealism at the door.
Conversely you can play the game… Change is almost always a multi-step process. Viewed as a whole it freaks people out and looks like an insurmountable task. It’s like a chess game – you can’t win in one move and if you try to explain all the moves you need to make people will get confused/lose track. Figure out an incremental plan that keeps you continually moving forward and moving around obstacles. You may need to sacrifice some of your ideas “pawns” along the way. Work backwards from the goal and ask yourself “What needs to happen for this to become a reality” and continue working back. Check your idealism at the door.
Regardless of which approach you choose (if you choose) Figure out an elevator pitch for your idea. Share it with everyone you can, stay on message and watch for opportunities to throw it in the mix.
Regardless of which approach you choose (if you choose) Figure out an elevator pitch for your idea. Share it with everyone you can, stay on message and watch for opportunities to throw it in the mix.
Change is an uphill battle
In the real world, stakeholders don’t all grab hands and skip off down the yellow brick road towards Oz. People often make the mistake of treating consensus like it’s something where everyone agrees 100%. It’s never going to happen... What you should instead be asking is.
Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.
Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.
Innovative work is ambiguous at times – there will always be questions/concerns & doubts. But you don’t have to solve them all, you just need to get to a place where you can get people to agree enough that you don’t lose momentum. “That’s a great point – let’s add that to our considerations” – “Until we can analyze that more let’s make the assumption that it’s X”, People often jam up the process because they want to be heard. Acknowledge them and figure out how to get them happy ENOUGH to move on.