Managing innovation results in improved products and services, and organisational profitability and longevity. This presentation shows a process for collecting and acting on innovation

1. An Integrated Content Management and
Workflow Solution
Copyright© 2003, 2014
Simon Rawson
PowerMark Solutions

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Managed Innovation turns ideas into reality
Managed Innovation is both a system and a business process. It takes suggestions,
comments, ideas and criticisms of your company and its products and services and puts
them through an impartial, managed review process resulting in action
Managed Innovation draws on ideas from management, staff, clients, suppliers and
business partners
Managed Innovation is backed by a set of resources including an information
management system. It can however can be implemented in any existing content
management and workflow system already in place
Managed Innovation works best and most simply the larger and more diverse the
organisation
The bottom line is the bottom line – Managed Innovation improves the bottom line and
organisational longevity

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Ideas, suggestions, problems, comments are received (preferably online)
An initial review screens out frivolous entries. Patently valuable entries (or notice of a
critical problem) can be escalated
A panel reviews entries monthly. The review process uses de Bono’s Six Thinking Hats
principles
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The review outcome can be approved, parked or referred for research / opinion
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Budget appropriation, timelines and action agendas are determined for approved entries
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Approved entries are sanctioned as projects
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Scorecard reports are kept against projects – monitoring progress, outcomes and
benefits and providing management reporting
Rewards are assigned. Feedback about progress is provided to the initiator

4. Suppliers
Customers
Staff
Business Partners
ACTION

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Suggestions are collected at every point of contact of service delivery – Face-to-face, IVR,
payment, online. It’s at this point process participants think to themselves, “If only xyz –
that would have worked much better.”
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The evaluation process is impartial and anonymous. Source is not known until the
evaluation is complete. A suggestion can have come from the MD or the mailboy
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It automatically provides feedback – nothing kills new initiatives like lack of communication
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All suggestions must have a decision – even if it’s, “Thanks, but no thanks.”
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“If not now, then maybe later.” No suggestions deemed potentially valuable are deleted –
they are merely parked
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Recognition is important to drive ongoing commitment and enthusiasm
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Automation is used to ensure the process is rigorous without requiring significant
administration – it’s easy to implement
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“We listen.” Improve your public image as a dynamic, service driven organisation
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Big Bang versus Little Bang. It can be implemented as a big or small (ie low cost) initiative. It
can be keyed to customer satisfaction surveys. You can attach, “How Can We Improve?”
buttons to online forms

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Senior management support and an innovation policy
It implements a new management process – good change management is needed. It
must be advertised and marketed constantly until behavioural change has occurred
Budgets and staff are required to turn ideas into action
Review panel members must have authority and disciplines for evaluation and critical
thinking – they must be capable of seeing the essence of value and the many ways it can
effect the organisation. Coaching and mentoring in these roles is provided
A communications and cultural development strategy must be put into place to promote
uptake, cultural change, publicise wins and make the program an ongoing success
Recognition and feedback completes the loop – and powers an upward spiral
The technology is the lesser part of the programme, however systems support is vital in
making the programme responsive and efficient – leave people to generate ideas and
make decisions. Let systems take care of the grind

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Ford – A production line worker devised the concept for a rotating dolly which moved
down the production line – several $100 mill value in accumulated efficiency savings
Channel 7 – “Listening posts” – Many small innovations have took them from perennial
bridesmaid to then leader in ratings
Honeywell – Devised an innovation strategy for their Australian operations which was
then rolled out to their 50,000 employees worldwide. A requirement for innovation is
now built into every job description
United Energy – A staff-run recognition / reward system – staff were encouraged to take
ownership of problems and resolve them as early as possible – customer satisfaction
went up and costs of rectification plummeted (based on FedEx model)
Edward de Bono – Short stay parking problems are usually solved by parking meters and
parking inspectors – expensive and complicated – suggested instead making it
compulsory to leave headlights on while away – suggestion adopted by a Council

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New products and services
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Improved delivery of products and services
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Increased revenue
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Reduced costs
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Improved staff morale
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Increased customer satisfaction
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Increased organisational responsiveness