Innovation and growth
Innovating and improving any business requires a multidisciplinary approach. The ideas are necessary initially, but the implementation brings in challenges and requires structured innovative thinking.
Innovative activities could be divided into gradual and radical process types. The gradual process type means working continuously on minor improvements, while radical innovation is challenging to plan implement.
The purpose
We aim to work with organizations or teams to come up with value-generating ideas or solutions, structure them, and find the best ways to implement the innovative improvements that would benefit both the business, teams and the stakeholders involved.
The outcome
- Identify the needs and define the requirements.
- Come up with a structured, agreed and accepted set of ideas that can be converted into tangible business improvements.
- Generate a low fidelity workflow/implementation plan of the innovation process that the stakeholders feel would benefit their business the most.
Structure of the process
Step 1.
Initiate and organize thoughts sharing on what the stakeholders think would be important to work on.
It may be an innovation that could be used to benefit the business or a project-requirements no one seems to fully understand.
If there are no ideas to start with, we will talk about the process and pain points within the organization and discuss how to improve on whatever comes up as the most prominent topic or issue. This would be a good time to educate all involved about why simple modifications most often don’t work well.
We will be answering questions like the following:
- Why should we care about this?
- What do we know about it?
- What are the cause and effect relations?
- What can be done and what is the best to do?
- How do we do it?
- How do we plan?
- What does success look like and how do we measure it?
Step 2.
Gathering the collected responses and finding the similarities between the lists of pain points and ideas to resolve them.
Opening a discussion and trying and come up with a set of ideas of how to move forward with converting ideas into actions.
There will be lots of interaction once the conversation opens up.
This part of the process will help stakeholders to focus on developing one idea at a time or solving one problem at a time and teach them that measures discussed are more effective when doing one thing very well rather than trying to solve all the problems at once.
Step 3.
With an improvement point to deal with decided, a set of ideas that would work out clearly defined, and the optimal innovative idea selected – we start the interactive work on getting the PLAN-FOR-ACTIONS agreed on.
The stakeholders begin scoping how their idea for innovation would work out best, considering the targets and consider and using the means and resources available most efficiently.
This leads directly to the implementation workflow/plan being drafted, including the outcome analysis and evaluation,
Delivery
The implementation workflow provides a specific, clear, and accepted a plan to convert the innovative idea into a measurable business value.
