5. ThinkPlace is a strategic design consultancy that specialises in
transforming complex systems that deliver public value, to be more
efficient and work better for people and society.
We do this by integrating design thinking, systems thinking, human
insight mining and innovation practice.
CoCreative helps diverse groups of people solve tough problems
together. By positively leveraging deep values tensions, our corporate,
public sector and non-profit clients realize innovation and sustainable
solutions to complex societal challenges in the areas of food, health,
education, and economy.
Who we are!
Sustainable value
6. THE THINKPLACE FOUNDATION APPLIES DESIGN THINKING TO MAKE A POSITIVE IMPACT TO COMMUNITIES AND THE PLANET
We provide strategic design, service
design and design capability building to
philanthropic projects that are:
Systemic
in scope
Innovative
In concept
High-impact
For beneficiary
communities
High-integrity
in vision and
execution
Mostly, we do this by providing services to
partner organisations. Sometimes, we do
this by running our own projects.
Our work
We source our expertise from ThinkPlace
and carefully chosen associates.
Everyone on a Foundation project:
Our people
Through Foundation work, we enrich our
people and give them opportunities to
make an impact on communities and the
planet.
Brings to
Foundation
projects…
• Top notch skills
• High integrity
• Confident execution
• A passion for
contribution
Can expect
to be…
• Safe
• Supported
• Empowered
• Informed
We work with partners to extend and
intensify impact – both ours and theirs.
Our partners:
Our partners
Our partnership model allows for both
long-term/strategic and short-term/project-
based partnerships.
Will
be…
• Mission-driven
• Strongly led
• High integrity
• Well-networked
• Pragmatic
• Strong execution
Can
expect…
• Stunning execution
• Strong integrity
• Powerful outputs
• A great relationship
7. 1. KIA ORA from New Zealand and session focus
2. INTENT | the imperative of a focal point
3. HOLISTIC CAPABILITY DEVELOPMENT | our experience
4. CENTRALISED AND DECENTRALIZED | Design-led
innovation; a window on our experience
5. DESIGN AND INNOVATION | for policy development
6. Open discussion with those who can stay
Today!
10. In your experience, what is an example of an
innovation that delivered impactful value?
• What was it? What kept it on track? - Reflect
• What is one innovation imperative for UNDP?
Reflection!
14. Operational Innovation Transformational Innovation
Focused on the improvement and evolution to
improve the current operations
Focused on inventing new ways of operating,
even transforming the dynamics of operation
Builds on existing services, products,
business processes and business models
Creates services, products, business
processes and business models that do not
exist and might not even be imagined yet
The challenge can be stated in terms of a
problem to address
The challenge is defined in terms of areas of
opportunity for change
Output of the design process is a
specification for improvement
Output of the design process is an articulation
of the new future state and the interventions
to create it
Fuelled by certainty and clarity; exploration
within a tightly bounded area of ambiguity
Grounded experimentation within a wide
area of ambiguity
Leadership to drive improvement Leadership to nurture fledgling ideas and
drive the creation of new meaning
16. !InnovationEnabling…
Leadership &
Governance
• Governance for innovation is valued & intentionally developed
Skills &
Expertise
• Dedicated and defined innovation roles across the organisation
Environment &
Infrastructure
• Intentionally designed space that fuels innovation dynamic
Processes &
Practices
• Defined and integrated toolkit of processes, practices and techniques
Culture &
Mindset
• Value set is in sync and appropriate with innovation practice
Mature Organisational Conditions for Innovation
Examples from our capability development model, where we diagnose maturity against a range of attributes. This is based on
experience across multiple innovation capability developments mainly in the public value space.
20. Personas created by ThinkPlace for NZ Government Result 10, to bring deep empathy into policy and service development.
The work was drawn from ethnographic research. The resulting personas, individual stories, mental models and pain points
are still reasonating and being used across government agencies 14 months after development.
Used with permission of Result 10, Department of Internal Affairs, New Zealand.
21. Part of a set of customer journeys created by ThinkPlace for Australian Government, Department of Human Services. This was
initially used to help realign multiple project streams in a large transformation programme to the orginal intent which focused on a
positive shift in citizen experience. It has been used in numerous other ways to ‘make real’ the human experience.
Used with permission of the Department of Human Services, Australia.
23. After a design “outside-in” exercise with the executive, what the new segment model looked like. Paradigm shift occurred, as
from a citizen’s perspective, they can be in multiple segments….inside-out, outside-in!
24. Do we (UNDP) have a model for building a
holistic and integrative innovation capability?
How might we intentionally mature this
capability across the globe?
Reflection!
26. Get Oxygen
Too Much
Carbon Dioxide
Release
Carbon Dioxide
Not Enough
Oxygen
Live
Die
Anticipate
and/or
Experience
Anticipate
and/or
ExperienceInhale Exhaleand
Thrive
27. Innovation Angst Innovation Traction
I have to do my work AND I have to
innovate!
I can use an innovative approach to do
my work better
We don’t have time to think about the
big picture
We cannot not think about the big
picture
We need to prove human insight totally
and absolutely
We recognise the power of acting on a
rich insight
There are pockets of isolated innovation There is integrated innovation activity
We apply individual interventions We cohesively design new future states
We experience paralysis by analysis We think big, start small, learn fast
We debate ambitious goals Embracing ambitious goals
32. There are many cases where government’s
and development organisation’s intended
policy did not achieve what was intended or
the policy had unintended damaging
consequences
33. Policy plays out in complex systems
spanning society, the economy and the
physical environment.
When governments develop policy they are
intending to change that complex system in
some way.
34. Policy prototype examples to talk through!
• Personas and pain points for Nzers
• No individual tax return required
• Co-design with vulnerable families
• Corporate tax walkthrough
• Review of an existing system
• Chronic and Mental illness
• Plus others
