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Igniting change fair work ombudsman dec 2015

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Workshop slides

Publicada em: Governo e ONGs
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Igniting change fair work ombudsman dec 2015

  1. 1. Igniting Change Anne-Marie Elias
  2. 2. Change
  3. 3. Igniting change  Building a culture to Ignite Change rather than react to change.  Change is not a crisis, it presents opportunities.  Barriers to innovation.  Empowering individuals with tools to solve problems.  Creating the space for innovation.
  4. 4. INNOVATION MINDSET Resourceful Reflective Creative Responsive Adaptive Collaborative User designed Disruptive
  5. 5. Barriers to Innovation  Process  Bureaucracy  Reactive  Insular and silo’d
  6. 6. Embracing change  Focus on outcomes not outputs  Engender opportunities to collaborate (across teams)  Create tolerance for failure and creative process of iterate wildly and fail fast  Create the space for innovation
  7. 7. Workshop Goals Key Outcomes Tools to help you  Reframe a ‘reactive’ culture  Inspire a culture of high performers ready to seize opportunities.  Ignite change rather than manage change.  Enhance opportunities for collaboration, creativity and innovation.
  8. 8. Tools  Rapid Prototyping  Design thinking - Framing and Swarm  Business Model (Lean Canvas)
  9. 9. Rapid Prototyping – Tom Chi  Time limited process – minimise the time to try  Fastest path to a direct experience to the outcome you want  Rapid learning – just do it  Disruptive – start with vision, create new  Resourceful – minimal scaffold required  Collaborative – feedback loops  What problems are worth solving ?
  10. 10. Design Swarm Innovation – Surya Vanka
  11. 11. Design Thinking – Kees Dorst  Frame Creation is basically made up of this somewhat linear 9-step process.  Archaeology – of the problem, why is this a problem? why has it not been solved? how did it become a problem? who is the problem owner?  Paradox – what makes this hard to solve? why is this a hard one? Designers spend a lot of time developing an understanding of this.  Stakeholders – create a new context, designers start speaking to a wide gamut of stakeholders and create a very large problem arena. They investigate what are the stakeholders values, motives, desires. What could be potentially useful?  Problem Arena – continue developing a very broad problem space, with all the different parties, places, products services, externalities etc that could be interested and interdependent.  Themes – designers then start to let themes emerge, which are the back ground to the creation of new frames.  Frames – if I look at problem in this way, then…  Futures – the development of potential solutions and future scenarios.  Transformations – what needs to change for the solution to be implemented?  Connections – how can it be connected to rest of the world.
  12. 12. Lean Team Canvas
  13. 13. Exercises  Marshmallow Challenge  Rapid Prototype  Pitch
  14. 14. Ignite Change Survey Insights Blockers Impact Reactive work Less efficiencies, innovation and capacity building Communication and delegation Inefficient servicing, duplication of effort, time delay Lack of time for planning Limiting leadership, missed opportunities Operational systems Data analytics cumbersome and disjointed, not leveraging data
  15. 15. Strategic Outcomes FWO Strategic Outcomes Key activities Priorities & Strategies 1. Collaborate – improve performance 2. Deliver – Corporate services and advice 3. Prioritise and achieve objectives FWO 4. Continuous improvement – build capability Key resources
  16. 16. Lean Canvas (adapted from Ash Maurya Business Model Lean Canvas) Problem Solution Value Proposition B2B Deliverables Customer Segments Key Metrics Early Adopters / Champions Channels
  17. 17. Igniting Change Blockers Possible Solutions / Tools Outcome Reactive work Innovation Swarm Prioritise and achieve objectives Communication and delegation Innovation Day Deliver services and advice Lack of time for planning Rapid prototyping Continuous Improvement Operational systems Collaborative swarms Collaboration FWO Strategic Outcomes Key activities Priorities & Strategies 1. Collaborate – improve performance 2. Deliver – Corporate services and advice 3. Prioritise and achieve objectives FWO 4. Continuous improvement – build capability Key resources
  18. 18. References  DisruptorsHandbook.com  Phil Preston.co  Kees Dorst – Frame Creation  Tom Chi – Rapid Prototyping  Surya Vanka – Design Swarm  Anne-Marie Elias  0418236546  chiefdisrupter@anne-marieelias.com  www.,chiefdisrupter.com

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