achieving sustainable innovation

A C H I E V I N G S U S T A I N A B L E I N N O V A T I O N

Driving Factors

Changing Workforce

Artificial Intelligence

Information Age

New Priorities

Freelancers

Millennials

Millennials in the WorkplaceBy 2020 nearly 50% of the workforce will be millennials

By 2025 nearly 75% of the workforce will be millennials

89% of Millennials prefer to choose when they work rather than a 9-to-5 position.

56% of Millennials won’t accept jobs from companies that ban social media.

45% of Millennials will choose workplace flexibility over pay.

Average tenure for Millennials is 2 years

Transparency

Participation

Collaboration

Pew Research Center

Pew Research Center

Expectations

Resources

TECHNOLOGY

Now What?

W H A T D O E S S U S T A I N A B L E I N N O V A T I O N L O O K L I K E ?

Sustainable Innovation

Environment Framework

PersistenceAdvocacy

CultureTechnology

Organic InnovationSystematic Innovation

Resources

E N V I R O N M E N T

R A I N F O R E S T

D E S E R T

I N N O V A T I O N P A C T

P E R S I S T E N C E

“Nothing in this world can take the place of persistence. Talent will not; nothing is

more common than unsuccessful men with talent. Genius will not; unrewarded

genius is almost a proverb. Education will not; the

world is full of educated derelicts. Persistence and determination alone are

omnipotent.”

-Calvin Coolidge

A D V O C A C Y

Innovation Pulse

INNOVATION ADVOCATES

Training is Often the Missing Puzzle Piece Between a Problem and a Solution

Training

Connect and Communicate

Remove RoadblocksPolicies

Procedures

Personnel

Resources

Execute and Manage

C U L T U R E

People Innovate

People Innovate

Strong Relationships and Trust

Pursuing Strengths and Passions

Asking Questions and Dialog

Training and Development

People Innovate

Strong Relationships and Trust

Pursuing Strengths and Passions

Asking Questions and Dialog

Training and Development

Trust is a Two-Way Street

Leadership: Common Trust Killers• Hiding or Not Owning Mistakes

• Talking Behind a Person’s Back or Gossiping

• Withholding Information or Lack of Transparency

• Micro-Managing or Not Delegating Appropriately

• Constantly Changing Your Mind or Sending Mixed Messages

• Shutting Down Ideas or Taking Credit for Others’ Work

• Shooting the Messenger

• Throwing Others Under the Bus

Want to Build Trust??? Do the Opposite!

Leadership: Common Trust Builders• Own Mistakes and Forgive Other’s Mistakes

• Don’t Talk Behind a Person’s Back or Gossip

• Be Open with Information and Transparent

• Delegate Appropriately and Don’t Micro-Manage

• Be Decisive and Communicate Clearly

• Be Open to Ideas and Give Credit Lavishly

• Thank the Messenger and Be Appreciative

• Be the Scapegoat and Take Accountability

“We judge ourselves by our intentions and others by their behavior.”

“As long as there are human beings

brought together for a common

cause, leaders can choose to set any

kind of culture they want.”

The Speed of Trust Leaders Eat Last

Break Out of the Silo Mentality

Come Together for a Common Cause

People Innovate

Strong Relationships and Trust

Pursuing Strengths and Passions

Asking Questions and Dialog

Training and Development

Passion Motivation Fulfillment Results

Focus on Passion and Strengths

People Innovate

Strong Relationships and Trust

Pursuing Strengths and Passions

Asking Questions and Dialog

Training and Development

Encourage Dialog

Curiosity Cultivates Creativity

People Innovate

Strong Relationships and Trust

Pursuing Strengths and Passions

Asking Questions and Dialog

Training and Development

Provide Training

Online

Learning

OrganizationalStructure

Problems with aTraditional Organizational Structure

Lack of Focus on Creative Work

Too Much Time Spenton Managing

Politics and Bureaucracy

Inability to Adapt toChanging Circumstances

Unbalanced Workload

Is there another way?

Intelligent Designvs.

Evolutionary Design

New Organizational Structure for Government?

Roles vs. Job Descriptions

Circles vs. Departments

Governance vs. Bureaucracy

T E C H N O L O G Y

Embrace Technology

Growth in Civic Tech

Mobile Technology

Internet of Things

Cloud

CROWD-FUNDED TECHNOLOGY

Environment

F R A M E W O R K

ORGANIC INNOVATION

SYSTEMATIC INNOVATION

RESOURCES

Define Goals

Challenge Question Ideate Implement Learn

Systematic Innovation

Strategic Goals

OPEN / CROWD DISCOVERY

IDENTIFY INNOVATION GOALS

Create a Challenge Question

Align With Goals

Address Pain-Point

Don’t Use Numbers

Maintain Vagueness

Focus on Root

Causes

Request Required

InformationPersonalize

AUDIENCE

InternalExternal

Employee MoralFinancialsTechnologyBusiness ProcessesPolicies and ProceduresOperational Improvements

Sense of CommunityBusiness Success

Quality of LifePublic Policy

Citizen EngagementTrust in Government

Who are you targeting?

Ideation System Overview

I N N O V A T I O N P R O G R A M S

Challenge Question

Innovation Program ProcessOrganizational

Goal

OPEN INNOVATION

PROCESS

OPEN INNOVATION

PROCESS

CROWD VALIDATION

OPEN INNOVATION

PROCESS

OPEN INNOVATION

PROCESS

OPEN INNOVATION

PROCESS

OPEN INNOVATION

PROCESS

ORGANIC INNOVATION

Hypothesize Test Discover/Learn Repeat

Inception Ideate Improve Investigate Iterate Infiltrate

Adobe Kickbox

Innovation Time

Create a Connected Workplace

Resources• Innovation Time• Tools & Equipment• Innovation Budget

FUNDING INNOVATION

Operations

Discretionary Fund

Other Funding Sources

S U S T A I N A B L EI N N O V A T I O N S T R A T E G Y

Connecting the Dots

Goals Pain-Points Advocacy

Ideation System Budget Maintenance

INNOVATION STRATEGY CORE COMPONENTS

Innovation Programs Process Evaluations

Policy Reviews

INNOVATION STRATEGY WORKING DOCUMENTS

S T A R TW H E R E T O

Flickr: Sweetie187

T A K E T H E I N N O V A T I O N P A C TW H E R E T O S T A R T

Commit to Innovation!

B U I L D A N I N N O V A T I O N S T R A T E G YW H E R E T O S T A R T

innovationpact.com/resources

Innovation Strategy Resources

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