asking the right questions: the role of boards in innovation
TRANSCRIPT
Building a Stronger Innovation Culture
Paul Taylor Innovation Coach
The challenge we face
Globally we are all working on the same
problems
Technology has speeded up but productivity has slowed
Lots of money for reports but little for practical action
No coordination to scale existing innovations
Organisations have little time to experiment due to cuts
What Bromford set out to fix
Replacing
Poor problem definitionFear of failureInertia Zombie Projects
With
Evidence based fast failexperimentation
Moving from a culture of reporting to a culture of exploration
Let’s recognise that business plans are business guesses
Built in obsolescence: The role of the Board in pulling the plug
Fewer pilots
More tests
tEsTPilOt
outCOMes
“Right, that’s sort of OK”
“Needs more work”
Usually Crap
iDEA
Kill It,sHelVE It,Release It.
‘Cursory Design’
Actual Design
Evidencing
Completing
Innovation as Good Governance
The launch of our new localities approach will see Neighbourhood Coaches with patches of around 175 households replacing traditional Housing Managers who each look after 500
households. Last year we invested £1.1m in testing it, and following successful pilots we’re rolling it out at a cost of £3.5m.
Moving from the reactive to the pre-emptive:
A move from telling to listening
A move from managing to coaching
A move from filling the gaps with services to closing the gaps through connections
Tenant Designed Process: Is it possible to eliminate minor repairs?
Boards ought to be at the forefront of transformations not the rearguard
Board needs to reflect on whether innovation projects (inflight and upcoming) receive sufficient attention and scrutiny
Boards must balance risk and potential benefits
However they should also consider the very
high organisational risk of not undertaking
innovation, even if risks are incurred in that
process.
