Half day open training event de

1. Becoming more innovative &
creative
by Toronto Training and HR
June 2012

2. 3-4 Introduction to Toronto Training and HR
5-10 Feelings of participation
Contents 8-10
11-12
Customer-focused innovation
Key elements of innovation
13-15 Boosting creativity in the workplace
16-17 Critical innovation skills
18-19 An agent of innovation
20-22 Creativity in unexpected places
23-24 Optimal balance for innovation
25-26 Bad habits that reduce creativity
27-28 Barriers to public sector innovation
29-32 The innovation process
33-34 Three generations of innovation labs
35-36 Reverse innovation
37-38 Frugal engineering
39-40 The golden ratio of innovation investment
41-42 Change and innovation
43-44 Fostering innovation
45-47 Levels of ambition
48-49 Drill
50-55 Case studies
56-57 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Feelings of participation
Page 5

6. Feelings of participation 1 of 5
QUESTIONS TO ASK
Do you listen to your people?
Do you hold regular meetings with your people to
update them on developments, give them an
opportunity to express their opinions and discuss
the issues?
Do you make it easy for them to visit you?
When feasible, do you consult with your own
people before making decisions affecting them?
Page 6

7. Feelings of participation 2 of 5
QUESTIONS TO ASK
Do you give them opportunities to do their jobs-or
at least parts of them-in their own way, as long as
results are satisfactory?
Do you know each person’s strengths and areas of
expertise then take maximum advantage of them?
Do you help them reason through a solution to a
problem or a course of action on their own, rather
than dictate it yourself?
Page 7

8. Feelings of participation 3 of 5
QUESTIONS TO ASK
Do your people view you as a resource, someone
they can turn to for guidance?
Have you made it clear you trust your people to do
their work in a superior manner?
Do your ever ask them what obstacles are
interfering with increased effectiveness and
efficiency (e.g. the need for additional training,
different equipment, more assistance)? And do you
do something about it?
Page 8

9. Feelings of participation 4 of 5
GENERATING IDEAS
Keep pads of paper and pencils within easy reach
Be observant
Develop a strong curiosity about things, places and
people
Increase the number of idea sources at your
disposal by widening your friendships, expanding
your reading and studying subjects outside your
field
Page 9

10. Feelings of participation 5 of 5
CONSIDER EACH PERSON INDIVIDUALLY
How can I translate departmental goals into
individual goals?
How much does each employee value these
rewards?
How available do the rewards appear to be?
What can each employee do to help achieve the
goals of the team, department or office?
Page 10

11. Key elements of
innovation
Page 11

12. Key elements of innovation
Identify
Clarify
Question
Page 12

13. Boosting creativity in the
workplace
Page 13

14. Boosting creativity in the
workplace 1 of 2
Financial reward/incentive
Recognition/status for my achievements
Better designed work environment
Having systems & processes in place to suggest
changes and develop new working practices
More teamwork/collaboration with others
Fewer distractions at work
Ability to manage own time
Page 14

15. Boosting creativity in the
workplace 2 of 2
Improvements in the technology available at work
Having specific time allocated to think of ways to
improve the current employer
Ability to set own goals and objectives
Ability to work remotely or from a location of own
choosing
Scope to use some of the techniques that are used
outside of work or in social life e.g. social media
Page 15

16. Critical innovation skills
Page 16

17. Critical innovation skills
Discovery skills
Execution skills
Leadership skills
Page 17

18. An agent of innovation
Page 18

19. An agent of innovation
Becoming an agent of innovation
Being an agent of innovation
Remaining an agent of innovation
Page 19

20. Creativity in unexpected
places
Page 20

21. Creativity in unexpected places
1 of 2
RULES
Think in reverse
Position coaches in sport…and in business
Oxymoron? Using structure to enhance creativity
When a skunk crosses the stage
Whole-part-whole learning
When an inmate escape is a good thing
Making creativity routine
Finding the secret ingredient to success
Page 21

22. Creativity in unexpected places
2 of 2
FORMING AND FACILITATING
No competing organizations
High output, low egos only
Relentless learners
Have a facilitator
Page 22

23. Optimal balance for
creativity
Page 23

24. Optimal balance for creativity
A combination
Creatives
Conformists
Detail-oriented people
Page 24

25. Bad habits that reduce
creativity
Page 25

26. Bad habits that reduce creativity
Procrastination
Lack of planning
Indecision
Knee jerk reflexes
Page 26

27. Barriers to public sector
innovation
Page 27

28. Barriers to public sector
innovation
Paying a price for politics
Anti-innovation DNA
Fear of divergence
Where’s the citizen?
An orchestra without a conductor
Leading into a vacuum and the 80/20 rule
The scaling problem
Page 28

29. The innovation process
Page 29

30. The innovation process 1 of 3
FOUR STAGES
Generating
Conceptualizing
Optimizing
Implementing
Page 30

31. The innovation process 2 of 3
EIGHT STEPS
Problem finding
Fact finding
Problem definition
Idea finding
Evaluation and selection
Planning
Gaining acceptance
Action
Page 31

32. The innovation process 3 of 3
SUCCESS FACTORS
Involvement
Working on the right problems
Removing roadblocks to implementation
Quantitative measurement
Independent implementation facilitation
Simplification
Page 32

33. Three generations of
innovation labs
Page 33

34. Three generations of innovation
labs
What is an innovation lab?
Creative platform
Innovation unit
Change partner
Page 34

35. Reverse innovation
Page 35

36. Reverse innovation
Definition
NEEDS GAPS
Performance gap
Infrastructure gap
Sustainability gap
Regulatory gap
Preferences gap
Page 36

37. Frugal engineering
Page 37

38. Frugal engineering
KEY PRINCIPLES
Robustness
Portability
Defeaturing
Leapfrog technology
Mega scale production
Service ecosystems
Page 38

39. The golden ratio of
innovation investment
Page 39

40. The golden ratio of innovation
investment
70-20-10
Industry
Competitive position
Stage of development
Page 40

41. Change and innovation
Page 41

42. Areas of Focus Business Product/ Sales/ Process
Model Service Marketing Innovation
Levels of Innovation Innovation Innovation
Change
1. Doing things
right
2. Doing the
right things
3. Improve
doing the
right things
4. Doing away
with things
5. Doing things
other people
are doing
6. Doing new
things (never
done)
7. Doing what
can’t be done
Page 42

43. Fostering innovation
Page 43

44. Fostering innovation
Challenge what is possible
Do not rest on your laurels
The importance of good leadership
Execution is key
The small stuff is innovation too
Page 44

45. Levels of ambition
Page 45

46. Levels of ambition 1 of 2
Enhancements to core offerings
Pursuit of adjacent opportunities
Ventures into transformational territory
Page 46

47. Levels of ambition 2 of 2
MANAGING TRANSFORMATIONAL INITIATIVES
Talent
Integration
Funding
Pipeline management
Metrics
Page 47

48. Drill
Page 48

49. Drill
Page 49

50. Case study A
Page 50

51. Case study A
Page 51

52. Case study B
Page 52

53. Case study B
Page 53

54. Case study C
Page 54

55. Case study C
Page 55

56. Conclusion and questions
Page 56

57. Conclusion
Summary
Videos
Questions
Page 57