Fast Track Innovation
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The document discusses the need for fast-tracking innovation to address global challenges, highlighting issues like slowed productivity and poor coordination in scaling solutions. Bromford Lab aims to replace ineffective problem definitions and inertia with evidence-based experimentation, encouraging leaders to take initiative in testing and refining ideas. The emphasis is on strategic redesign and structured experiments to foster engagement and innovation.
Fast Track Innovation
- 1. Fast Tracking Innovation according to Bromford Lab
- 2. The innovation problems we all need to fix 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
- 3. What Bromford Lab set out to fix Replacing Poor problem definition Fear of failure Inertia Zombie Projects with Evidence based fast fail experimentation
- 4. Leaders are uniquely placed to bring ideas alive.. ..or kill them stone dead
- 5. tEsT PilOt 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
- 6. No one cares about your process
- 8. Do it in anti unproperly (process is the enemy of creativity)
- 9. Embrace our throwaway culture
- 10. Thinking Bigger
- 11. Maybe reports aren’t the best way to engage people
- 13. Our future pipeline.. Strategic service redesign Structured test and learn experiments and pilots Quick hitter concepts
- 14. Getting to yes by talking too much building it
- 15. Return on investment Versus Cost of not innovating
- 16. Thanks - any questions? @BromfordLab Lab@bromford.co.uk
Editor's Notes
- #6: Our Process
- #7: It’s your process - not theirs. You’re the one who needs to run/own innovation and show achievable outcomes. Getting somewhere quickly is about working with and around people - not trying to change the culture.
- #8: Our ‘customer’ experience
- #9: Tests are built to be safe to fail. Put things out you know are still a way off. Plan, do, act, check.
- #11: Measuring success Larger scale monitoring. Past the stage of proof of concepts and now looking at impact. Social return on investment Robust argument Journey to localities - The idea (the deal - something for something), the proof of concept (service offer pilots) to business decision (localities)
- #12: Bad communication Lengthy reports Over complication and teaching people the ins and outs of project management Colleagues doesn’t need to know what is required for us to do our jobs otherwise they’d do it themselves. They just need to understand why Open and transparent - basecamp, whatsapp Telling the story - blogging
- #13: There is science to what we do but that's not the whole story We need to take people with us. Embedding innovation; Quick hitter concepts taking on the smaller things Involving those that do the job not just the ones that make the decision Take the hard work out of it