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Dr Tammy WatchornHead of Innovation and Design
Innovation, Transformation, Change Management and Project Delivery
Tools, Methods and Case Studies
Index of contents
Innovation Process Steps
Before you startInnovation Environment Check list
Change types and associated leadership
Design thinking
Innovation Tools
Case studies
Creative problem solving
Created a shared vision
Creating ideas in collaboration
Rapid protoyping through co-creation
Developing leaders of the future
Core methods in detail
Video examples of methods to use
Innovation Steps:Methods, tools and training options within NSS
a) Define problem
statements
b) Develop aligned vision
of future
c) Co-creation of ideas
d) Identify / recruit skills &
resources
Methods: e.g. Creative Problem Solving, Serious Play, User Centred Design, Art of the Possible, Hackathons, QUBE RABBIT model
Training: Leadership, innovation, user centred design
e) Co-create development
prototypes
f) Identify partners/
methods to develop
g) Identify / recruit skills &
resources
h) Develop product in
collaboration
Methods: e.g. Open innovation, Civtec, QUBE, PI sprints
Training: Design, Agile, Change types, leadership, change management
i) Business case
j)Procurementk)
Engagementl) Scale up
Methods: e.g. Innovation cluster, HIAP, Agile, QUBE
Training: Agile, Change types, Leadership, change management
Step 1
Step 2
Step 3
Change Management – Identifying the right type of change
Before starting a new change project you should first determine the type of change it is. This will help you to understand the best methods to use when managing change as not all project management tools are suited to all types of change
You should want to think about the different types of leadership needed to manage this change and also ho the team might be feeling in relation to the change as we all have different preferences on our preferred change types. Someone who enjoys clarity on all aspects for example would not enjoy leading a foggy project
Movie project: We know how but don’t know what. We may have a standard process for doing something but the outcome may change or be unpredictable (imagine clinical situations) and we need to have good process and review mechanisms in place to monitor the what as it emerges
Fog: We don’t know what to do or how to do it but we know we can’t stay where we are. This might be a typical innovation project. We want to take small steps, quick actions and assess the next step Planning 2 years ahead for a foggy project is pointless. Aligning and collaborating around the short term actions will move us as a group much more effectively and quickly.
Quest: We know what to do (seek out the holy grail) but don’t know HOW to do it (so we might send our knights out on a 3 month expedition with a limited budget, bring them back, find out what they learned, re-plan and then send them out again). Agile methods can work well for these projects, working on one user story at a time
Paint by numbers: We know what to do and how to do it. PRINCE2 methodology works well for this, we can scope it out early and roughly know what to expect as the project progresses
Know What
Know How
Don’t Know How
Don’t Know What
Types of Change
Ref: Prof Eddie Obeng and Pentacle the VBS
Lego Serious Play for Design ThinkingWhat is Design Thinking?
Design Thinking (DT) is a discipline for creative problem
solving, encouraging organizations to create human-centered
products, services, and internal processes, therefore a key
process for digital transformation.
Adopting a full Design Thinking approach requires quite some
time and numerous iterations. The condensed version of the
DT process is the Design Thinking Sprint
What is a design sprint?
The sprint is a five-day process for answering critical business
questions through design, prototyping, and testing ideas with customers.
Developed at Google Ventures, it’s a “greatest hits” of business
strategy, innovation, behaviour science, design thinking, and more—
packaged into a battle-tested process that any team can use.
Many of the techniques used in DT sprints rely
heavily on making people move and use hands to
pretotype ideas into tangible objects, with an
underlying goal of keeping energy high. Yet,
unless the facilitator is highly skilled, energy will
be spent without being converted into a real
outcome.
LSP is also an energy optimizer because it
preserves energy during moments of individual
relaxing to invest it when it really matters, on the
listening and converging phase.
Converting energy into
resultsIn DT empathizing with
your user means capturing human
experiences and distilling many stories, emotions
and touch-points into the single most important
point of view.
LSP is designed to make abstract concepts
tangible. It is the perfect remedy for exploring
human needs. It is like a magnifying glass to help
zoom more clearly on what customers mean when using words like "being comfortable" or
"feeling important" or "being afraid of", all
topics that surface in human-centered
approach.
Capturing the intangible
Sprint participants are called to switch between
convergent and divergent modes of thinking
multiple times during the same sprint, which can
lead to a feeling of cognitive fatigue, a
feeling that there are too many post-its, words,
noise.
LSP is a noise cancelingdevice, as it helps
participants to listen to each other. It is effective
during customer interviews, in storytelling
and elevator pitches.
Cognitive Fatigue
During a condensed sprint, there is a strong
bias for action, and there is little time to dwell on
discussion. Time pressure helps keep the
ball rolling, but it is also a good excuse to jump
ahead without too much depth
.LSP blends speed and depth; it allows quality
conversation about multiple elements of the same complex scenario
without compromising between the details and
the bigger picture.
Lack of DepthWhy use LEGO Serious
Play?
The traditional Design
Thinking Sprint uses brain-
storming and consensus-
building techniques relying on
words and Post-It notes. But
this technique often produces
inconsistent results and has
been criticized as an
oversimplified version of a
complex process. Through
incorporating The LEGO
SERIOUS PLAY methodology
(LSP) in Sprint design
overcomes four major
challenges facing traditional
Design Thinking Sprint
workshops:
www.rasmusssenconsulting.dk.
Innovation Steps - Video Examples of Methods and When to Use
a) Define problem
statements
b) Develop aligned vision
of future
c) Co-creation of ideas
d) Identify / recruit skills &
resources
e) Co-create development
prototypes
f) Identify partners/
methods to develop
g) Identify / recruit skills &
resources
h) Develop product in
collaboration i) Business case j)Procurement k) Engagement l) Scale up
QUBE Virtual Working (a-i, k, l)
Human Centred Design (c,e,f,h)
Leadership & training (a-l)
Creative Problem Solving (a,c)
Lego Serious Play (b,c,e) Hackathons (c)
Case study 1
Defining problem statements
How might we ensure we’re trying to solve the right problems?
How often do we say “if only we could…” or “if only they would”?
How many of us think we have the answers to those big issues like the NHS, council budgets etc?
But if the answers were so easy they would have been fixed by now
So either the solution is much more complicated than we think (and we need a different solution)ORWe’re tackling the wrong problems.
Creative problem solving (CPS) exercises focus us on working out what all of the problems and challenges might be to help us work out which problem statements might be the ones to work on
Initial ChallengeWe have a wealth of health related data in Scotland that could help
with research, improved health care, innovation and more but information governance mostly stops us accessing or utilising it at the
scale that is needed
Wouldn’t It Be Nice IfWe had appropriate and safe information governance that supported
our needs and use of data?
Known complexitiesPolicy, Law, Public Consent, Trust, Multiple Data Systems,
Multiorganisational
CPS workshop
• 30 participants from all aspects of health information (clinical, analysts, IT, SG, social care)
• Issue endless stickies and endless whiteboards.• Run through a series of double diamond divergent and convergent
exercises (data, fake news, how might we? In what way could we?• Define new problem statements needing innovative ideas
Output
7 New problem statements focusing on “ How might we? “ questions that supported the need for innovative thinking, collaborative ideation and moved us away from the big barriers and complexities that have previously stopped us moving forward with this challenge
Example
How might we use technology to create “fake data” that mimics “real data”
And why do we want to do this?
To provide open source for data mining, initial research and testing new products with minimal governance and risk
What next Exploration of synthetic data, suitability, safety and affordabilityDesign Council Double Diamond
a) Define problem
statements
Case Study 2
Creating a shared vision for our challenge statement with end users
Method: Invite a range of users to a half day workshop to design and develop their ideas for what a new supportive digital network needs to look like using the Lego Serious Play Methodology
Challenge Statement: How might we develop and deliver a co-ordinated service that supports your innovation and digital developments needs as our third sector partners
Attendees:
Third sector organisations who support health and wellbeing
3 hours later: One aligned story that everyone can repeat. The story captures the best of everyone’s ideas, built into a collaborative vision of the future, and describes what is needed to run this service to meet the needs of the third sector organisations needed.
Additional: • Video and images to be used for wider
communication and engagement reducing the need to document
• Ability to remember the story beyond the event d
b) Develop aligned vision
of future
Case study 3 & 4
Creating ideas for our problem statements
If I asked you “what super powers you would like to have” I would guess that you might pick:• Flying• Speaking different languages• Breathing underwater • Eating and not putting on weight• X-ray vision etc
I can guess because these are the obvious ones we think of, the things that we all would say initially…
Challenge: Using data to improve public health
Attendees: analysts, coders, designers, students, start-ups, public, NHS
Outcome: 14 innovative prototypes tackling different areas of public health
B) Face to face Hackathon: typically run over 2-4 days creating new teams to work on problem statements and develop working prototypes
Thinking outside the box
When creating new ideas to our problems we need to find ways to push past these obvious things to discover new and innovative ideas that might fix our problem statements. And this is always best done in collaboration, combining and aligning our thinking to create really innovative thinking and ideas for solutions.
And if we invited in our customers, users, and stakeholders into this process we will get even better ideas emerging that meets everyone’s needs.
Problem statement: How might we increase productivity in clinical decision making that supports the clinician and the patient?
Attendees: Clinicians, managers, IT, SMEs and start ups
Outcome• Learning new tools• 16 ideas developed & prioritised for
the Health Board• No travel and delivered at speed
with any number of attendees.• No need to document, images
output• Ability to invite others into the
space to show them and get their insights
A) Virtual Haqathon: Invite a range of people to a 2 hour virtual workshop where we use a range of Performance Enhancement Tools (PETs) to work through different stages of ideation for the problem statements you defined Multiple workshops can be run if needed
c) Co-creation of ideas
Case study 5
Identifying the problem statement to prototype development with users using QUBE for virtual working
Across NHS Scotland Point of Care (PoC) testing kits are either developed locally or resourced from a range of both large and small diagnostic companies. & there is no available information at a national level to help determine:• What tests are most effective?• Which companies the NHS procure
from and how much is spent on kits?• What gaps there are in the market
that would benefit from new diagnostics kits?
This impacts on • The NHS: Spend (economies of scale)
and provision of the most effective tests
• The patient: Range of tests available, speed and accuracy of results
• Industry: Identifying areas where better or new diagnostics could be developed
How might we…… develop a solution that pulls together all the relevant information and visualise it to enable analytics and assessment of point of care testing to support efficient and effective patient services
Stakeholder representatives (including NHS boards, Government, industry, data analysts and data designers)met virtually from all over Scotland and aligned around ideas
Five weekly virtual project drumbeats (meetings) followed to develop the prototype solution and associated communication for wider engagement. A range of Performance Enhancement Tools were used to identify ideas, scope, stakeholders, risks, develop the business case and a plan of action
Between drumbeats the prototype solution was tested by the industry members and end users and insight was captured on the QUBE whiteboard
Final changes to database and communication were made collaboratively following the pilot in a 30 minute drumbeat before issuing to industry colleagues for data submission.
An Action Replay was carried out in week 8 to review the process and lessons learned
Working on QUBE we achieved in just 8 half hour sessions what we have been trying to do for 2
years.
Mike Gray, Service Manager Laboratory Medicine, NHS Lothian
• Prototype PoC Atlas and visualisation tool to support efficient and effective patient services
• Total meeting (drumbeat) effort 8 hours• Collaborative solution developed with all
stakeholders: • Team learning new ways or working and new
tools to deliver at speed• Zero travel and zero admin
a) Define problem
statements
b) Develop aligned vision of
future
c) Co-creation of ideas
d) Identify / recruit skills &
resources
e) Co-create development
prototypes
Produced by NSS nurses following their experiences
• A virtual leadership programme that prepares change agents to deliver and drive innovative and transformational change programme run over a 10 week period.
• Understanding different types of change and the supporting methodology needed to deliver these changes is a core element of this course.
• Participants are given real life projects to directly apply their learning to, understanding more about user design, stakeholder alignment, ideation and rapid prototyping. These projects are Quest type projects where the end point is defined (imagine King Arthur seeking the Holy Grail) but how to deliver it is unclear (ie innovative solutions are needed to meet the goal)
• The course completes with a “show and tell”, participants using story telling techniques to showcase their learning and to present their project prototypes.
2. QUBE Virtual Leadership - What is it?
• New collaborative teams formed quickly to action assigned projects • Range of new tools (PETs) to support leadership and leading change • Understanding of why we need to work in new ways and tools to enable us
to deliver quickly • Understanding why and how to collaborate effectively on change • Developing prototypes at speed• Immediate application of learning to day to day business• Ability to work easily across boundaries to co-create ideas for change
3. Why is it different?
Creating Leaders for innovation & transformation:
We talk about leadership a lot…. We often send people on leadership training programmesWe also talk about culture a lot and the need for different leaders to change the cultureBUT … it can be really hard to train new leaders AND make sure we also support the application of learning after the training AND support the empowerment we talk about for a group of staff who have started to work in new ways, to lead change without permission and to drive a change of culture from within
1. Creating Leaders for Innovation & Transformation
“Short sharp bursts of learning have been fantastic and lots of tools I can apply”
“Great opportunity to work with others”
“Really excited about using QUBE and learning new ways of working”
5. What they said….
• 15 nurses• 10 Geographical Locations• 3 Business Challenges• 9 week programme of learning,
application and prototype development
4. Case Study
Graduation
Gather in Circle
Case Study 6: Leadership
The LEGO® SERIOUS PLAY® methodology is an innovative process designed to enhance innovation and performance enabling creation of an aligned vision, co-creation of solutions and development of a clear action plan including stories for continuing the dialogue after the event
This process is immersive and collaborative ensuring all voices are heard, new knowledge is co-created enabling new ideas to emerge.
2. Lego Serious Play
QUBE is a 4D immersive virtual transformative environment enabling teams, organisations and stakeholders to truly collaborate, align themselves, develop new ideas while developing their own leadership skills. Using Prof Eddie Obeng’s New World Tools for projects, innovation and transformation, QUBE provides the environment that will create the culture you talk about needing, transforming how you work, creating trust, removing hierarchy, delivering at speed, and ensuring you can implement scaleable & sustainable solutions
3. QUBE – Virtual working
Creative problem solving is a proven method for approaching a problem or a challenge in an imaginative and innovative way. The Design Council Double Diamond model is used to help us diverge and converge our thinking The approach uses a range of different tools that you can take away and apply to other work challenges
1. Creative Problem Solving
• To gain insight in to the real problem(s)• To define the areas to focus on• To develop the problem definition(s)
When to use
Group Spin following teaching
Ladder of Abstraction
• Half day crash course• Full day facilitation to define the
problem statements• Two day facilitation to define the
problem statements and develop ideas/solutions
How to use
Methods and Available Support
• Developing ideas and shared visions• Co-creating solutions with end users /
key stakeholders• Following 1 day CPS
When to use
• 1 Hour awareness session• Half day team building/ Visioning • Full day developing ideas to key
challenges (combined with one day CPS)
How to use
Co-created vision
• Workshops• Haqathons• Training• Prototyping• Projects /agile
How to use
• Developing leadership and innovation skills
• Collaborating on ideas, shared visions and co-creation of solutions
• Delivering at speed with limited resource
When to use
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