5. The top 20% in the survey turn their ideas into
action viaâŠ
1. Well defined idea management processes
2. Create a climate which encourages ideas to flow
freely through the organization
3. An effective balance between leaders and
followers to sustain an innovative working
environment
ââŠthree critical underlying capabilitiesâ
6. Achallenges: initiatives
The project you want to
solve, create, develop or manage.
Bchallenges:
managing the process
How you manage
people to solve the âAâ
challenge.
7. Where is innovative
thinking needed?
Problem A: Tangible Innovation
What new products and services do you need?
What improvements can be made to the
delivery of these services?
Problem B: Intangible Innovation
What new processes / structures do you need
to help people work together effectively and
efficiently?
8. Problem A: Tangible Innovation
Think like an archeologist
New products and service designs
Invest in future processes and service offerings
Problem B: Intangible Innovation
Think like an anthropologist
New processes to help people work together effectively
and efficiently
9. 9
Think like an anthropologist
ïź Rule of law
ïź Welfare system
ïź Zero per cent unemployment rate
ïź Life long learning
ïź Individual spirituality
ïź Learner driven education
ïź Context specific leadership
ïź Gender equality
ïź Medicinal effects of herbs
ïź Barter trade â national trade routes
ïź Consensus decision making
ïź Model for a sustainable world
10. knowledge: the product of the anthropologist
10
Insights: the currency of the anthropologist
ïź Notice how people work and
play
ïź Notice âwhat is thereâ and
âwhat is missingâ
ïź Notice relationships: how
people interact
ïź Notice thinking: how people
think and solve problems
ïź Notice knowledge: how it is
communicated and used
11. Victoria Department of Sustainability
and Environment
Strategy and Innovation Unit
â Help internal divisions develop new strategies
by acting as internal strategy consultants
offering facilitation support
â Improve the corporate planning and
performance monitoring framework
â Develop a âcultureâ of innovation in terms ofâŠ
1. creating opportunities to promote innovation;
2. growing organizational and individual
capacity to innovate; and
3. launching new initiatives to improve the
departmentâs ability to generate and
implement new ideas.
Innovation strategy:
innovation tactics
12. NZ Ministry of Labour
Email for a copy of
this innovation
overview
Innovation strategy:
innovation tactics
14. Canadian Food Inspection Agency:
HR Process Lab
Objective: identify day-to-day process
improvements and longer term challenges.
Innovation Experiments:
Managers can try new HR processes.
Advisors advise on risks, pros and cons
Invention Sessions:
Opportunity for people to brainstorm new ideas
for HR management.
Ideas are shared - best practices can be used by
others and to further an innovative culture.
Focused on âBâ Challenges
Innovation strategy:
innovation tactics
15. Bank of Canada Ideas Expo
1. Build a culture to innovate
2. Build awareness of skills to innovate
3. Improve âidea managementâ skills
Innovation strategy:
innovation tactics
16. Singapore Prime Ministers Office
âTo build our innovation capacity we must focus on creating
a culture that supports new thinking.
For individual public officers, we can provide essential
training to enhance their capacity to innovate.â
Skills framework:
1. Generating ideas
2. Developing ideas
3. Judging ideas
4. Communicating ideas
5. Turning ideas into actions
Innovation strategy:
innovation tactics
17. Innovation Communities of Practice
1. Gather people who are keen.
2. Prompt discussions, training and
events to prompt new thinking
3. Manage knowledge and ideas to
share â not as a source of power
Innovation strategy:
innovation tactics
18. Be an⊠innovationalist!
Communication is crucial
Be a role model
Everyone is part of the solution
What needs to be said in your organisation?
www.Unlimited.co.nz - search on bernacki for innovationalist series