A summary of the Growth Program that Simon and his team have created that will be delivered to selected SME businesses. The program will assist in developing the MINDSET for rapidly addressing challenges.

1. HOW To
Innovate©
Professor Simon Bolton PhD
Growth Program
Creative Entrepreneurship
1

2. TOP 3 INNOVATION
OPPORTUNTIES LINK WITH
BUSINESS
58
4.1.2
SOUND
TOUCH
SMELL
Ocean wave sound
displayed when
people passing by
or getting close to
the shelf
Minty/ chlorophyll
toothpaste
alike smells
Smooth feeling
similar as tongue
swiping teeth
surface
On Shelf
Communication
GESTURE
BASED
ENGAGEMENT
4 benefits sensorial
pictures pop up
when following icon
shape
complete
Professor Simon Bolton
Associate Dean
Birmingham Institute of Art and Design
Birmingham City University
Sample of Successful
P&G Projects
Professor Simon Bolton, internationally acclaimed
designer and innovation consultant, is Associate
Dean for Research and Enterprise. Professor
Bolton graduated from the Royal College of Art.
His work has been exhibited in the Design
Museum in London, the Axis Gallery in Tokyo
and the Pompidou Centre in Paris among others.
His work has been published in major design
journals internationally in Europe, Asia and North
America. One of his co-products - the Pinch Pull
Bag Dispensing Unit – is used in Tesco and
Sainsbury’s by over 10 million people a week.
P&G Experience
Professor Bolton has worked as as Global Thought Leader for
P&G for the last 7 years, operating across laundry, oral care,
beauty, devices and production categories. He has worked
with P&G technical centre’s in the USA, UK, Europe and Asia.
He recently received one of P&G's Top Connect + Develop
Open Innovation Partner Award in 2012.
2

3. 3

4. Developing the
MINDSET
for Rapidly
Addressing
Challenges
Simon Bolton © March 2014
Growth Program
Creative Entrepreneurship
4

5. SME
CAPABILITIES
NEED
HEALTH &
SUSTAINABILITY
CHALLENGES
PUBLIC SECTOR
TENDER
OPPORTUNITIES
5

6. Aim
Aim is to help
SMEs better
address tender
challenges
6

7. Uncertainty
7

8. Capabilities
8

9. Network Partners
9

10. Alignment
10

11. Growth
Steps©
Considered Growth
11

12. Developing and expanding
your capabilities and
opportunities through a
step-by-step facilitated
decision making process is
central to achieving
accelerate growth
Growth Steps
Simon Bolton © March 2014
12

13. 1.Clarifying your mindset
2.Defining your need
3.Establishing the
feasibility
4.Determining your
Readiness
Growth Steps
Simon Bolton © March 2014
13

14. Approaches and Tools
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15. Approaches
15

16. Approaches
16

17. Approaches
Semi-passive process of absorbing and taking visual
information around us. Involves scanning the environment and
building an initial big-picture sense of things, while
simultaneously asking-rapid fire questions to make a first
pass assessment of what is in front of us.
Looking = Collecting and Screening
17

18. Approaches
Training your eyes to be more active in terms of scanning the
whole scene to establish a holistic picture, identify patterns
and connection between issues and opportunities.
Seeing = Selecting and Clustering
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19. Approaches
Involves creative reflection involving two acts of imagining: (1)
using the want we see to stimulate and imagine new things or
(2) using want we see to understand what is not there .
Imagining = Seeing what isn’t there
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20. Approaches
Once we have established emergent patterns, figured out
their meaning and developed new directions, we need to show
these to other people. We need summarise what we seen,
represent our ideas, point out what we have imagined and
then answers our audiences questions.
Showing = Making it all clear
20

21. Tools
The 4Cs helps you to identify patterns in information. When
used in conjunction with the innovation templates it helps you
make sense of the information collected and or generated. It
is success is help you to define and describe distinguishing
characteristics and attributes within your information/ideas.
4Cs
21

22. Tools
IDAD IDAD is a method for helping you go beyond describing
issues. Its success is in helping you to breakdown
issues in order pinpointing and interpreting of emerging
issues and insights.
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23. Tools
The broken windows tool is focussed on creating an action plan that
you use when Monday morning after your session. It focuses on
establishing the key issues that need to be addressed before you can
move forward; establishing the steps needed to achieve the goal(s);
identify who will undertake what and putting in place the measures to
ensure the tasks/actions have been completed successfully.
Broken Windows
broken
windows
steps
people
and skills
measures
23

24. Facilitated
Decision
Making Steps
How to Use
24

25. Principles
The How to Innovate program
typically uses four common
facilitated decision making
steps within each activity and
a re-visit step within selected
activities. These steps are
either applied individually or
are creatively combined.
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26. Simon Bolton © March 2014
Facilitated Decision Making Steps
1
Audit
helping you to
confirm your
current position
2
Understand
helping you to
figure out
4
Prioritise
helping you to
focus
Facilitated
Decision
Making
Steps3
Clarify
helping you to
make clear
Re-visit
helping you to
reconfirm
issues
Re-visit
helping you to
reconfirm
issues
Re-visit
helping you to
reconfirm
issues
Re-visit
helping you to
reconfirm
issues
26

27. Putting theory
into practice
Business Development
Growth Program Workshops
27

28. Business Development
Growth Program Workshops
28

29. Defining the
NEED
Activity 1
Establishing
the
FEASIBILITY
Activity 1
Determining
the
READINESS
Activity 1
Growth Program
Creative Entrepreneurship
How To Innovate Team
Defined Challenges
Tender
Opportunities
September
2014
Program
29

30. Step 2
Defining the
NEED
HOW To Innovate - Professor Simon Bolton PhD ©
Create Program
Creative Entrepreneurship
30

31. 1. DEFINING THE FOCUS - Stimulus Tool & Priority Map
MOTIVATIONS
GOALS
ISSUES
FOCUS
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
Simon Bolton © March 2014
How To Use
31

32. WHO
WHAT
WHY
WHEN
WHERE
THE
NEED
2. DEFINING THE NEED - Stimulus Tool & Priority Mapping
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
Simon Bolton © March 2014
How To Use
HOW
32

33. 1. COMPETITORS
2. MARKET
& DEMAND
4.SIZE OF
PRIMARY
MARKET
5. CUSTOMER/
CONSUMER
PROFILE
6. DESIRED
CUSTOMER
EXPERIENCE
8. PRICE POINT
COMPETITIVE
LANDSCAPE
4. DEFINING THE COMPETITIVE LANDSCAPE - Stimulus Tool & Priority Mapping
3. INDUSTRY
OUTLOOK
7.
TECHNICAL
BENEFITS
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus cards;
(2) re-locate on the
positioning template in
appropriate section;
(3) analyse and synthesise
the key emerging issues
and remove all others;
and (4) review the level to
which issue/theme is
currently determined
Simon Bolton © March 2014
How To Use
33

34. 7. Defining YOUR TO-DO STRATEGY - Stimulus Tool & Priority Mapping
STEPS
PEOPLE/
SKILLS
BROKEN
WINDOWS
TO-DO
STRATEGY
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
MEASURES
Simon Bolton © March 2014
How To Use
34

35. STOP! GO!
Activity 8
Simon Bolton © March 2014
35

36. Step 3
Establishing the
FEASIBILITY
HOW To Innovate - Professor Simon Bolton PhD ©
Create Program
Creative Entrepreneurship
36

37. How To Use
CUSTOMER
PROFILES
BUSINESS
SUPPORT
INDUSTRY
MARKET DATA
SOURCES
OF
INFORMATION
FUNDING
SOURCES
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
2. DEFINING & PRIORITISING SOURCES OF INFORMATION - Stimulus tool & Priority Mapping
37

38. 3.1. ESTABLISHING THE COMPETITOR AND MARKET LANDSCAPE - STIMULUS CARDS & AUDIT MAPPING
1. COMPETITORS
2. MARKET
& DEMAND
4.SIZE OF
PRIMARY
MARKET
5. CUSTOMER/
CONSUMER
PROFILE
6. DESIRED
CUSTOMER
EXPERIENCE
8. PRICE POINT
COMPETITIVE
LANDSCAPE
3. INDUSTRY
OUTLOOK
7.
TECHNICAL
BENEFITS
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus cards;
(2) re-locate on the
positioning template in
appropriate section;
(3) analyse and synthesise
the key emerging issues
and remove all others;
and (4) review the level to
which issue/theme is
currently determined
How To Use
38

39. Action:
Analyse and
synthesise the key
emerging issues
from the positioning
analysis and locate
them within the
SWOT analysis
appropriately
3.3 SWOT OF COMPETITOR & MARKET LANDSCAPE - ANALYSIS & SYNTHESIS
How To Use
39

40. WHO
identity of
WHAT
identity of
something
specific
WHY
cause or reason
WHEN
what/which time
WHERE
place or source
THE
NEED
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
6.1. RE-ESTABLISHING THE NEED - STIMULUS CARDS & AUDIT MAPPING
How To Use
HOW
by what means
40

41. 6.3 ESTABLISHING THE KEY ISSUES OF THE NEED ANALYSIS - ISSUE POSITIONING
Action:
Analyse and
synthesis the
emerging themes in
order to identify the
key issues and
explain why.
How To Use
41

42. STOP! GO!
Activity 8
42

43. Step 4
Determining the
READINESS
HOW To Innovate - Professor Simon Bolton PhD ©
Create Program
Creative Entrepreneurship
43

44. 3. DETERMINING the Business Building Blocks - Stimulus Tool
Actions:
(1) Explore and generate
ideas around the
highlighted stimulus
cards; (2) re-locate on
the positioning template
in appropriate section;
(3) analyse and
synthesise the key
emerging issues and
remove all others; and
(4) review the level to
which issue/theme is
currently determined
How To Use
44

45. Action:
Analyse and
synthesis the
emerging themes in
order to identify the
key issues and
explain why.
3.10. DETERMINING AND MAPPING THE KEY BUSINESS BUILDING BLOCK ISSUES
- SELECTION, ANALYSIS & SYNTHESIS OF KEY THEMES/ISSUES
How To Use
45

46. 3.11 DETERMINING THE KEY ISSUES OF THE BUSINESS BUILDING BLOCKS
- ISSUE POSITIONING
Action:
Analyse and
synthesis the
emerging themes in
order to identify the
key issues and
explain why.
How To Use
46

47. 4.4 DETERMINING THE NUMBERS DRIVING THE FINANCIAL PLAN
- STIMULUS TOOL
How To Use
47

48. STOP! GO!
STOP/GO DECISION
48

49. Case
Studies
Simon Bolton © March 2014
Growth Program
Creative Entrepreneurship
49

50. raising expectations
introduction
50

51. kettlebells
and racks
51

52. rubber oly
disks and
racks
52

53. Creativity
Innovation
Collaboration/
=
32%
growth
£1.92 million increase
in turnover in 18
months
Nelson Packaging
Case Study/
53

54. Creativity
Innovation
Collaboration/
OBM
ODM
OEM
enhanced
message;
increased
competences;
additional
services
brand;
message;
core
competences;
services
retailers consumersbrands
traders/
agents
Nelson Packaging
Case Study/
54

55. Creativity
Innovation
Collaboration/
OEM
core capabilities
Brand expectation: no ordinary packaging1
Brand experience: reliability and performance2
Driving relevance and difference through core
technical capabilities: production and printing3
Developing new messages: environmental
products - primefree4
5
Consistent communication: on-line and
printed material
6
Product range expansion: instore7
nelson
packaging
Developing:
Brand Strategy
Phase 1: OEM
how to achieve success: OEM to OBM
Developing associated product range names:
uniguage, variguage and primefree,5
Nelson Packaging
Case Study/
55

56. Thank You
Professor Simon Bolton PhD
Growth Program
Creative Entrepreneurship
56