3. Igniting change
Building a culture to Ignite Change rather than react to change.
Change is not a crisis, it presents opportunities.
Barriers to innovation.
Empowering individuals with tools to solve problems.
Creating the space for innovation.
6. Embracing change
Focus on outcomes not outputs
Engender opportunities to collaborate (across teams)
Create tolerance for failure and creative process of iterate
wildly and fail fast
Create the space for innovation
7. Workshop Goals
Key Outcomes
Tools to help you
Reframe a ‘reactive’ culture
Inspire a culture of high performers ready to seize opportunities.
Ignite change rather than manage change.
Enhance opportunities for collaboration, creativity and innovation.
9. Rapid Prototyping – Tom Chi
Time limited process – minimise the time to try
Fastest path to a direct experience to the outcome you want
Rapid learning – just do it
Disruptive – start with vision, create new
Resourceful – minimal scaffold required
Collaborative – feedback loops
What problems are worth solving ?
11. Design Thinking – Kees Dorst
Frame Creation is basically made up of this somewhat linear 9-step process.
Archaeology – of the problem, why is this a problem? why has it not been solved? how did it become a problem?
who is the problem owner?
Paradox – what makes this hard to solve? why is this a hard one? Designers spend a lot of time developing an
understanding of this.
Stakeholders – create a new context, designers start speaking to a wide gamut of stakeholders and create a very
large problem arena. They investigate what are the stakeholders values, motives, desires. What could be potentially
useful?
Problem Arena – continue developing a very broad problem space, with all the different parties, places, products
services, externalities etc that could be interested and interdependent.
Themes – designers then start to let themes emerge, which are the back ground to the creation of new frames.
Frames – if I look at problem in this way, then…
Futures – the development of potential solutions and future scenarios.
Transformations – what needs to change for the solution to be implemented?
Connections – how can it be connected to rest of the world.
14. Ignite Change Survey Insights
Blockers Impact
Reactive work Less efficiencies, innovation and capacity building
Communication and delegation Inefficient servicing, duplication of effort, time delay
Lack of time for planning Limiting leadership, missed opportunities
Operational systems Data analytics cumbersome and disjointed, not
leveraging data
16. Lean Canvas (adapted from Ash Maurya Business Model Lean Canvas)
Problem Solution Value Proposition B2B Deliverables Customer
Segments
Key Metrics Early Adopters /
Champions
Channels
17. Igniting Change
Blockers Possible Solutions
/ Tools
Outcome
Reactive work Innovation Swarm Prioritise and
achieve
objectives
Communication
and delegation
Innovation Day Deliver services
and advice
Lack of time for
planning
Rapid prototyping Continuous
Improvement
Operational
systems
Collaborative
swarms
Collaboration
FWO
Strategic
Outcomes
Key activities
Priorities &
Strategies
1.
Collaborate –
improve
performance
2. Deliver –
Corporate
services and
advice
3. Prioritise
and achieve
objectives
FWO
4. Continuous
improvement
– build
capability
Key
resources
18. References
DisruptorsHandbook.com
Phil Preston.co
Kees Dorst – Frame Creation
Tom Chi – Rapid Prototyping
Surya Vanka – Design Swarm
Anne-Marie Elias
0418236546
chiefdisrupter@anne-marieelias.com
www.,chiefdisrupter.com
