A deck from Bromford Lab looking at how to introduce a disciplined approach to creativity, testing and piloting services and products within a social innovation setting. Originally presented at Google UK.
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
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How To Build An Innovation Lab
1. according to @bromfordlab
Paul Taylor
@paulbromford
Tom Hartland
@thomashartland
at London 9 12 15
How To Build An Innovation Lab
2.
3. Itâs often easier to make something 10 times better than it is to make it 10% better.
And we need 10x gains to solve some of the biggest problems facing humankind
ASTRO TELLER ON MOONSHOTS
4. has made a strategic commitment to re-establish the relationship it has with customers and communities
that means everything is up for grabs
nothing is sacred
5. not so stupid questions:
what is innovation?
what is a lab?
6. Bouncing ideas around is not innovation
One of the reasons innovation fails to take hold in many organisations is a focus on
internal reporting and certainty rather than finding, testing and exploring
itâs about deliberately thinking of - and applying - new ways to tackle
problems or resolve unmet need
7. Does the world really need another?
Nesta Global LabMap
âŠa unique kind of laboratory â one that creates a dialogue, listening carefully with an open mind
to all the voices, and then tries to translate them, mix them, and amplify them to prototype and
develop alternatives.
8. Do you need an Innovation Lab? Not necessarily
Does your organisation need an embedded approach to innovation
and testing that is measurable? What do you think?!
26. OUR HANDPRINTS ARE ALL OVER: BROMFORD DEAL.
BROMFORD DNA. SERVICE OFFER PILOTS. STARTING
WELL COACH. A+E YOUTH CONNECTOR. GOOGLE
GLASS TESTS. SQUAD WORKING. MULTI SKILLED
COACHES. WINTER BUDDIES. LAB SHOW. NEW EXTRA
CARE. HUBS. MINECRAFT FOR DEVELOPMENT.
COMPLAINTS PROCESS. COMMUNITY CONNECTOR.
WIFI FOR CUSTOMERS. LEAVING WELL. RENAL
FAILURE. LIGHTNING TALKS. COMMUNITY LETTINGS.
CAR PARK SWARM. WICKED PROBLEMS. FUEL
POVERTY LAB. BUT ALL PEOPLE REMEMBER US FOR
IS A BLOODY DRONE
Our directors, service leaders, scheme managers have ideas all the time in a bid to continually improve their areas.
We donât know how our customers would react to any service. Thereâs countless examples of poorly conceived plans being rolled out. Thatâs because...
Our problem is with implementation - or more to the point, understanding that itâs not just what we do, but the way we do it that can add value or simply add cost. A great idea can be made bad for a whole host of reasons.
...and the value of testing different ideas and concepts is stopping bad ideas bleeding into business as usual.
Product design is never as simple as A-to-B. It is progressive and iterative, working from early models to more advanced proofs of concepts.
Having tangible prototypes means you can start testing them for fitness for purpose or proof of concept. But, considering weâre talking about services rather than product, how do we build prototypes and test them?
OK for product design, but how do we make services more tangible? Weâve experimented with a number of options, but found the simplest way to be a service offer document.
As you can imagine - creating a complete service is quite resource intensive. So why would we jump straight to piloting if we donât know if the service (these stacked blocks) would hold? We wouldnât - unless we were bidding for tenders/partnerships (but make sure this mindset doesnât leak back into the business).
In fact - why would you ever jump to a pilot as a first stance??