1.
innovation in actionge#ng more people physically ac1ve through sport
#vsfwdthinking

2.
“The important and difficult job is never to find
the right answers, it is to find the right ques<ons.
For there are few things as useless -­‐ if not
dangerous -­‐ as the right answer to the wrong
ques<on.”
-­‐ Peter Drucker, The Prac<ce of Management

3.
welcome
join the conversa1on on twi7er with
@vicsportAU
@DoingSomeGood
#vsfwdthinking
DAVID HOOD
@DavidAHood
JULIAN WATERS-­‐LYNCH
@jwaterslynch
doingsomething
good

4.
#vsfwdthinking
Julian Waters-­‐Lynch
DOING SOMETHING GOOD
@jwaterslynch

5.
#vsfwdthinking
Ollie Dudfield
VICSPORT
@vicsportAU

6.
#vsfwdthinking
David Hood
DOING SOMETHING GOOD
@DavidAHood

7.
1. Be present.
Focus on what you’re doing right now and pay
aBenCon to every aspect of what you’re doing: to your
body, your senses, your thoughts.
2. Accept everything as an offer.
Receive thoughts, ideas, quesCons or comments of
others as a giJ.
3. There are no mistakes.
Only invitaCons into a new level of creaCvity: breaking
paBerns and allowing new ones to emerge.
4. Make everyone else look good.
You do not have to defend or jusCfy yourself or your
posiCon -­‐ others will do that for you and you do that
for others.
5. Be changed by what is said.
Accept your reacCon as an opportunity to take a new
or expanded perspecCve to inspire new ideas.
6. Keep the energy going.
No maBer what is given, or what happens, accept it
and keep moving.
7. Serve the good of the whole.
Always carry the quesCon, "How can I best serve this
situaCon?"
8. Yes and ...
Fully accept what is happening and what is being
offered, and add a NEW piece of informaCon -­‐ that is
what allows it to be adapCve, move forward and stay
generaCve.
Inspired by 7 Basic Improv Principles with thanks to Michelle James (crea<veemergence.com)
DOING SOMETHING GOOD creative jammin’ principles

8.
1. What brought you here today?
2. What does innova<on mean to you?

9.
1. What brought you here today?
2. What does innova<on mean to you?

10.
#vsfwdthinking
INNOVATION IN ACTION
@DavidAHood

11.
innovation at a glance
What is an innova1ve idea? What does it
look like? What are the characteris1cs of
an innova1ve idea?

12.
•The generaCon of something new and valuable
•Characterised by originality, expressiveness and
imaginaCon;
•The ability to transcend tradiConal ideas, rules,
paBerns, relaConships, or the like, and create
meaningful new ideas, forms, methods,
interpretaCon, etc.
•The applicaCon of new soluCons that meet new
requirements, inarCculate needs, or exisCng
market demands;
•TranslaCng something new, novel, and important
that into a new context or system through:
• the introducCon of something new or
different;
• an improvement to something already
exisCng
Creativity Innovation
Innova<on is crea<vity applied for a new or novel result…

13.
Everybody wants to be innova1ve.…and thus, we are
looking for the magic formula.
Well here you go:
Crea1vity + Itera1ve Development
= Innova1on
~ James Dyson, Founder Dyson

14.
how can we be more innovative?
“…roughly 25 percent to 40 percent of what we do innova1vely
stems from gene1cs. 8 That means that roughly two-­‐thirds of
our innova1on skills s1ll come through learning—from first
understanding the skill, then prac1cing it, and ul1mately gaining
confidence in our capacity to create.”
-­‐ Clayton Christensen

15.
generating innovative ideas
1. toolset
2. skillset
3. knowledgeset
4. mindset

16.
the innovator’s dna
1. Ques<oning
2. Observing
3. Networking
4. Experimen<ng
5. Associa<ng

17.
1. questioning
Asking ques1ons that challenge common wisdom.

18.
2. observing
Scru1nising customer, supplier, and compe1tor
behaviours to iden1fy new ways of doing things.

19.
3. networking
Mee1ng people with different ideas, backgrounds,
and perspec1ves.

20.
4. experimenting
Construc1ng interac1ve experiences that provoke
unorthodox responses to see what insights emerge

21.
5. associating
Connec1ng the unconnected across ques1ons,
problems, or ideas from unrelated fields.

22.
The innovator’s dna
“We found that innova1ve entrepreneurs
(who are also CEOs) spend 50% more 1me
on these discovery ac1vi1es than do CEOs
with no track record for innova1on.”

23.
generating innovative ideas
• Condi&ons
Environment, rela1onships, resources, inten1ons
• Principles (not rules)
Make sure they are genera1ve, support the development of trust and maximise
learning (it needs to be OK to fail)
• Approach
With a view of the whole system and it’s interdependent parts, start by
understanding the problem, who you’re solving it for and what they need
• Prac&ces and Processes
That are divergent and exploratory “How Might We …?”, Gamestorming, Rapid
Prototyping

24.
http://hci.stanford.edu/dschool/resources/design-process/readable.html

25.
“You don’t invent the answers, you reveal the
answers by finding the right ques<ons.”
-­‐ Jonas Salk

26.
Why do we need more innova<ve membership
models?

27.
What features are people looking for in their
ideal membership offering?

28.
How might we provide a membership model that
meets the needs of emerging markets?

29.
#vsfwdthinking
how might we…?
@vicsportAU

30.
#vsfwdthinking
start with why
@vicsportAU

31.
People don’t buy what you do they
buy why you do it. ~ Simon Sinek

32.
‣ why: belief, moCvaCon or
purpose (about situaCon &
what’s possible)
‣ how: your unique approach to
changing the current situaCon
and/or offering something
new/beBer
‣ what: the details of what you
are going to be doing/offering
(products, services etc.)

33.
#vsfwdthinking
the perfect fit
@jwaterslynch

34.
human-centred
design

35.
http://www.nitibhan.com/2013/01/reflections-on-design-thinking-for.html
Human Centred Design

36.
https://dschool.stanford.edu/
Human Centred Design

37.
Removing Barriers
• Can I do it when I want to?
• How much will it cost?
• Where do I have to go?
• What do I need to start?
• Will it be too hard?
• Will it be fun?
• What do I have to fill out?
FLEXIBILITY
PRICE
GEOGRAPHY
EQUIPMENT
SKILL
PROCESS

38.
Design for Delight

39.
Remember the Customer Segment Research
Adults Children Volunteer

40.
Example from the Edge
LARP

41.
“The real voyage of discovery consists not in
seeking new landscapes but in having new eyes.”
-­‐ Marcel Proust

42.
LARPING
A LARP is:
…a cross between a game and a form of theatre. It's designing a character or persona
to fit into an imaginary world. This, depending on the game, can involve something
almost like a sport where you fight out the fights, or it can be just a lot of talk…but the
gist of it is that someone creates this imaginary segng with its own rules and its own
themes and some1mes its own ideology. [You] make a character who fits into that and
play the character in that environment. It's a kind of total immersion, and it involves a
whole lot of people accep1ng an alternate reality at once.
In other words, a LARP is an extended interac1on between three things -­‐ a world, its
rules and the people in it.

43.
#vsfwdthinking
needs & considerations
@DavidAHood

44.
Empathyis not just about walking
in another's shoes.
First you must
remove your own.

45.
STAKEHOLDER GROUPS
1. Members (exisCng LARPers)
2. Members (potenCal LARPers)
3. Partners (VicHealth or Sport & Rec Vic)
4. Partners (LARPing Vic or LARPing Australia)
5. Board/Management
6. Volunteers/CommiBees

46.
scenario
Narre Warren LARPing Club is one of the most successful LARPing Clubs in
Australia -­‐ in what’s become on of the hoVest community spor&ng ac&vi&es in
the world.
You’ve grown beyond the standard offerings or services of other LARPing clubs
around Australia, and you’re known for your innova&ve membership op&ons.
You each have a unique perspec1ve, and par1cular needs and considera1ons as
representa1ves of your stakeholder group.
1. In your role, in relaConship to the club, what’s most important for you?
2. What are you responsible for -­‐ what do you need to make sure is happening?
3. What does success look like for you in your role? What sort of impact would
you like to have?

47.
EMPATHY MAP
What am I seeing?
What am I saying?
What am I doing?
What am I hearing?
How am I feeling?
What am I thinking?
Pain Gain
Fears | Frustrations | Obstacles Wants/Needs | Measures of Success
Stakeholder Group:

48.
scenario
Now imagine you’re at the club.
1. What’s the atmosphere like? What are you seeing and hearing? What are you
feeling and thinking, saying and doing?

49.
scenario
Now imagine you’re at the club.
1. What’s the atmosphere like? What are you seeing and hearing? What are you
feeling and thinking, saying and doing?
2. What do you love about the club, what it has to offer and the memberships
available?
3. Think about the structure, the cost, what acCviCes are covered, what faciliCes
and equipment they have access to and other features and benefits. How is
membership promoted, how do people sign up and how might you enable
them to recruit others?

50.
#vsfwdthinking
idea generation
@jwaterslynch

51.
developing prototypes
A prototype is:
• a simple simulaCon of the experience of a new product or service that a user
can interact with
• a mockup that makes an idea tangible and real
Prototyping:
• serves to provide specificaCons for a real, working system rather than a
theoreCcal one
• provides a way to help surface quesCons about the desirability, usability, and
feasibility of your idea
• helps to spot problems
• allows designers to fail early (rather than a product or service to fail later)
• saves money and Cme

52.
why rapid prototyping?
• design and test concepts (MVP) quickly and effecCvely
• taps into knowledge, skills and insights of whole team and
larger groups
• builds capability to work openly and collaboraCvely
• forces creaCvity with constraints
• straighlorward
• dynamic
• fun

53.
rapid
PROTOTYPing
1ST
DESIGN
Start with
the basics
1ST
TEST
Test your
concept
with others
2ND
DESIGN
Refine your
concept
2ND
TEST
Final
feedback
15
min
10
min
10
min
10
min
5
min
Final design
itera=on
Workshop design inspired by the good work of Pete Williams (@rexster)
and team, DeloiBe Centre for The Edge (@c4Edge), Melbourne
3rd
DESIGN

54.
1. KEEP IT SIMPLE. You don’t have to cover
everything at this stage.
2. Think about:
1. ExisCng and potenCal members and their unique needs and preferences.
What are they looking for? What are they going to love about your
membership offering? What problem are you solving for them?
3. Be able to explain your idea quickly and simply.
4. Assign roles. Who’s the scribe? The designer? The user?
5. Test internally as you go…
round one: design
5 min

55.
30
SECONDS
LEFT

56.
1. You have 10 minutes to explain your idea to
members of other teams.
2. Your team mates will split up and go to other tables
and hear about the ideas other groups have come up with.
Things to consider:
1. Is the model easy to understand? Do you think that members will like it and
find it easy to understand? What’s not clear?
2. What has been missed that you think will be of value?
3. What do you like about this model? Is there anything you think that is
parCcularly clever?
round one: test & feedback
10
min

57.
30
SECONDS
LEFT

58.
1. Incorporate feedback and ideas from people
who came to your table. Share it with your team
mates.
2. Incorporate what your team mates have learned from other teams.
3. Start to refine and develop different elements of your membership offering.
4. Think about the needs of your stakeholder group -­‐ what are their interests,
prioriCes and responsibiliCes (if any). What problems or challenges do they
face in their role and how are you solving them with your model?
round two: design itera=on
10
min

59.
30
SECONDS
LEFT

60.
1. You have another 10 minutes to explain your
idea to members of other teams.
2. Your team mates will split up again and go to other tables
and see how the other team’s ideas have developed.
Things to consider:
1. What other models is it like?
2. How is this model beBer than other models?
3. What would it need for you to use this model?
round two: test & feedback
10
min

61.
30
SECONDS
LEFT

62.
1. Incorporate feedback and ideas from people
who came to your table. Share it with your team
mates.
2. Incorporate what your team mates have learned from
other teams.
3. Final opportunity to fine tune your concept.
round three: design itera=on
5 min

63.
the
pitch

64.
1. Your pitch is allowed to be up to 2 minutes long.
2. Decide on a name for your product/service/
campaign.
3. IdenCfy the problem you’re solving.
4. IdenCfy your target audience and the value you’re creaCng for
them (why they’re going to love it).
5. Explain how it works -­‐ your target audience and other key
stakeholders need to understand.
6. Decide on the format. A standard sales pitch, a demonstraCon
or a story board of your user journey?
pitch design
10
min

65.
what makes a great pitch?
1. Start with why.
1. What’s the problem you’re solving.?
2. Why is it important?
3. What’s the impact? Use memorable facts, figures, anecdotes and
metaphors.
2. What’s your soluCon?
3. Who’s your audience?
4. What do they value?
5. How is your idea different from others out there?

66.
what makes a great pitch?
6. Who are you partnering with?
7. What are you building on that already exists?
8. Where are you in the stage of implemenCng your idea?
9. What do you need to take the next step?
10. How can we help you get there? What would you like us to do?
11. Share your passion.
12. Finish with your tagline.

67.
the 30 second pitch
http://techcrunch.com/2010/11/03/madlibs-pitch-adeo-ressi-founder-institute/
[We/my organisation/project] is
developing a [defined offering] to
help [target audience] to
[solve a problem] with
[secret sauce].

68.
the innovator’s dna
1. Ques<oning
2. Observing
3. Networking
4. Experimen<ng
5. Associa<ng

69.
I have no
special talents.
I am only
passionately
curious.
~ Albert Einstein

70.
stay curious
stay curious…

71.
thank you
join the conversa1on on twi7er with
@vicsportAU
@DoingSomeGood
#vsfwdthinking
DAVID HOOD
@DavidAHood
JULIAN WATERS-­‐LYNCH
@jwaterslynch
doingsomething
good