office of system innovation (peel region) - crafting a culture of creativity and innovation

Crafting a culture of public sector

creativity & Innovation

Prepared for the Office of System Innovation Region of Peel

August 2014 Warren SEURADGE

`

BMW HQ, MUNICH, GERMANY

O b j e c t i v e s

(1) DEFINE INNOVATION IN ACCORDANCE WITH ORGANIZATIONAL THEORY

(2) LAYOUT A CULTURE AND STRATEGY FRAMEWORK FOR INNOVATION

(3) DISCUSS HOW TO implement INNOVATION

`

Société des Arts Technologiques, Montréal

W h a t c a m e f i r s t ?

`



Culture

`



Culture OR

`



Culture

STRATEGY �

OR

`


S o m e t i m e s , w e h e a r

Culture

STRATEGY �

F o r B r e a k f a s t

“

” -Peter Drucker

`

Culture STRATEGY

+ GOOGLE, TEL AVIV

`

The complex se t o f ideologies, symbols, and core values that are shared throughout the firm and that influence how the firm conducts business.

INTEGRATED & COORDINATED SET OF COMMITMENTS & AC T IONS DE S IGNED TO EXPLOIT CORE COMPETENCES & G A I N C O M P E T I T I V E A D V A N T A G E S .

+ GOOGLE, TEL AVIV

`

Values Practices

Behaviours GOALS�

OBJECTIVES�ACTIVITIES

+ GOOGLE, TEL AVIV

`

Values Practices

Behaviours GOALS�

OBJECTIVES�ACTIVITIES

ORGANIZATIONAL

ALIGNMENT

GOOGLE, TEL AVIV

`

Culture STRATEGY

+ =

Innovation

`

(1) Towards a definition of Innovation

`

Innovation

`

INCREMENTAL�

Innovation

`

INCREMENTAL�

Innovation

EVOLUTIONARY AND LINEAR AS WE BUILD ON EXISTING KNOWLEDGE BASES AND PROVIDE SMALL IMPROVEMENTS TO PRODUCTS AND SERVICES.

`

Innovation

RADICAL

`

Innovation

RADICAL

REVOLUTIONARY AND NONLINEAR AS EXISTING PRODUCTS AND SERVICES ARE REPLACED WITH NEW ONES (OFTEN WITH THE HELP OF TECHNOLOGY).

RADICAL

`

Innovation REVOLUTIONARY AND NONLINEAR AS EXISTING PRODUCTS AND SERVICES ARE REPLACED WITH NEW ONES (OFTEN WITH THE HELP OF TECHNOLOGY).

INCREMENTAL�EVOLUTIONARY AND LINEAR AS WE BUILD ON EXISTING KNOWLEDGE BASES AND PROVIDE SMALL IMPROVEMENTS TO PRODUCTS AND SERVICES.

RADICAL

`

Innovation REVOLUTIONARY AND NONLINEAR AS EXISTING PRODUCTS AND SERVICES ARE REPLACED WITH NEW ONES (OFTEN WITH THE HELP OF TECHNOLOGY).

INCREMENTAL�EVOLUTIONARY AND LINEAR AS WE BUILD ON EXISTING KNOWLEDGE BASES AND PROVIDE SMALL IMPROVEMENTS TO PRODUCTS AND SERVICES.

co

rp

or

at

e in

te

rn

al

Ve

nt

ur

in

g

R.A. Bulrgelman, 1983: Model of Interactions of Strategic Behaviour, Corporate Context, Academy of Management Review, 8:65

CORPORATE STRATEGY

STRATEGIC CONTEXT STRUCTURAL CONTEXT

AUTONOMOUS STRATEGIC BEHAVIOUR INDUCED STRATEGIC BEHAVIOUR

A Model of corporate internal

Venturing & Innovation

Bottom-Up: product champions pursue new ideas by means of which they develop and coordinate the commercialization of

a new product or service.

R.A. Bulrgelman, 1983: Model of Interactions of Strategic Behaviour, Corporate Context, Academy of Management Review, 8:65

CORPORATE STRATEGY





Autonomous strategic behaviour R.A. Bulrgelman, 1983: Model of Interactions of Strategic Behaviour, Corporate Context, Academy of Management Review, 8:65

REGION OF PEEL CORPORATE STRATEGY

TERM OF COUNCIL PRIORITY 19: BUILD COMMUNITY CAPACITY STRUCTURAL CONTEXT

SOCIAL INNOVATION LABS INDUCED STRATEGIC BEHAVIOUR

A p p l i e d c o r p o r a t e i n t e r n a l


Top-Down: firm’s current strategy and structure foster

innovations that are closely associated with that strategy and structure

CORPORATE STRATEGY





Induced Strategic Behaviour

REGION OF PEEL CORPORATE STRATEGY

STRATEGIC CONTEXT HUMAN SERVICES DEPARTMENT

AUTONOMOUS STRATEGIC BEHAVIOUR OFFICE OF SYSTEM INNOVATION

A p p l i e d c o r p o r a t e i n t e r n a l


`

Culture STRATEGY

+

(2) Sparking innovation with

`

Culture (2) Sparking innovation with

SID LEE HQ Montréal

`



T a l e n t – V i s i o n – C o m m u n i c a t i o n – D e c i s i o n - m a k i n g s y m b o l s – l a n g u a g e – a s s u m p t i o n s – b e l i e f s habits – norms – systems – thinking – feeling – interactivity

`



T a l e n t – V i s i o n – C o m m u n i c a t i o n – D e c i s i o n - m a k i n g s y m b o l s – l a n g u a g e – a s s u m p t i o n s – b e l i e f s habits – norms – systems – thinking – feeling – interactivity

PEOPLE

`



PEOPLE

C r e a t i v e unleashed, immeasurable, subjective, & conducive to ideation

`



C r e a t i v e unleashed, immeasurable, subjective, & conducive to ideation

PEOPLE

i n n o v a t i o n measurable changes to stable systems by putting an idea to work

`


“PEOPLE AREN’T BORN CREATIVE. RATHER, CREATIVITY CAN BE DEVELOPED”

-ROBERT STERNBERG & TODD LUBART (“DEFYING THE CROWD: CULTIVATING CREATIVITY IN A CULTURE OF CONFORMITY,” 1995)


`


“All children are artists. The problem is how to remain an artist once he grows up”

-Pablo Picasso


`

Culture (2) Sparking innovation with Investment theory of

creativity

`


creativity C r e a t i v e P e o p l e

s e a s o n e d i n v e s t o r s

~

`




~

BUY L

OW

UNDE

RVAL

UED I

DEA

or

stoc

k

`




~

BUY L

OW

UNDE

RVAL

UED I

DEA

or

stoc

k

SELL

HIG

H pr

ofita

ble I

DEA

or st

ock

`




~

BUY L

OW

UNDE

RVAL

UED I

DEA

or

stoc

k

SELL

HIG

H pr

ofita

ble I

DEA

or st

ock

(“DEFYING THE CROWD: CULTIVATING CREATIVITY IN A CULTURE OF CONFORMITY,” 1995)

Culture (2) Sparking innovation with (1)

Choo

se cr

eativ

ity

(2) E

MBOD

Y AN

EXPL

ORER

MIND

SET

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k


(2) E

MBOD

Y AN

EXPL

ORER

MIND

SET

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

-ROBERT STERNBERG (Kelley et al., 75))

“Deciding for creativity does not guarantee that creativity will

emerge, but without the decision, it certainly will not,”

(1) C

hoos

e cre

ativ

ity


(2) E

MBOD

Y AN

EXPL

ORER

MIND

SET

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

For daily inspiration, consult:

(1) C

hoos

e cre

ativ

ity


Choo

se cr

eativ

ity

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

min

dset

SOAK EVERYTHING IN. REDISCOVER THE FAMILIAR.

APPLY A “BEGINNER’S MINDSET.” SEE EVERYTHING AS A TREASURE HUNT.


Choo

se cr

eativ

ity

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

min

dset

SOAK EVERYTHING IN. REDISCOVER THE FAMILIAR.

APPLY A “BEGINNER’S MINDSET.” SEE EVERYTHING AS A TREASURE HUNT.

FIND THE GOLD.


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntio

n

“All truly great thoughts are conceived by walking,”

-Friedrich Nietzsche Philosopher-poet

(Kelley et al., 84)


Choo

se cr

eativ

ity

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ord

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(4) E

mpat

hize

with

your

end u

ser

YOU client

F E E L


(5) C

ondu

ct et

hnog

raph

y/fie

ldwo

rd

(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(6) A

lway

s ask

“Why

?”

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

YOU client

O B S E R V E


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

” U n c o v e r l a t e n t n e e d s


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

” U n c o v e r l a t e n t n e e d s

“SHOW ME SOMETHING”

“draw ME SOMETHING”

“Take a picture”

“Describe your thought Process.”


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(7) R

efra

me th

e cha

llen

ge S h i f t f o c u s

t o o t h e r S t a k e h o l d e r s


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(8) B

uild a

crea

tive S

uppo

rt Ne

twor

k

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(7) R

efra

me th

e cha

llen

ge S h i f t f o c u s

t o o t h e r S t a k e h o l d e r s

F l i p q u e s t i o n s .

No obvious solutions.


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild

a cr

eativ

e sup

port

net

work


Reimagining the employment resource centre client experience with a community chalkboard

(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k



(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k

The spark: I felt removed from the clients in the strategic planning process



(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k


The fieldwork : I decided to observe and interact with clients & social assistance recipients in the employment resource centre



(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k



The latent needs: anxious clients need a warm, welcoming, and inspiring waitroom experience where they can feel empowered in an autodidactic way



(1) Ch

oose

crea

tivity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k



The latent needs: anxious clients need a warm, welcoming, and inspiring waitroom experience where they can feel empowered in an autodidactic way

how: remove underutilized or MISALIGNED materials (rent magazines for properties that are $1000+/month) and replace with community chalkboards. Reveal what clients are truly feeling beyond focus groups.


Choo

se cr

eativ

ity

(4) E

mpat

hize w

ith yo

ur en

d use

r

(5) C

ondu

ct et

hnog

raph

y/fie

ldw

ork

(7) R

efra

me th

e cha

llen

ge

(2) E

mbod

y an

expl

orer

mind

set

(3) E

ngag

e rel

axed

atte

ntion

(6) A

lway

s ask

“Why

”

(8) B

uild a

crea

tive s

uppo

rt ne

twor

k



STRATEGY

(2) Sparking innovation with STRATEGY


B-School Strategy is a continual process. It bridges today & tomorrow

.

Harvard Business school cambridge,


D-School

Desig

n thin

king

help

s us

reso

lve

tens

ions i

n st

rate

gy.

Ontario college of art & Design University, toronto


D-School

B-School

Portfolio – practice – purpose – system – agility – fast learning – rebellion

Planning – theory – power – objects – structures – formal education – conformity


D-School

B-School Applied Design thinking


D-School

B-School Design thinking is the Tension between:

business & ART Structure & CHAOS

LOGIC & INTUITION Concept & EXECUTION

Formality & PLAYFULNESS Control & EMPOWERMENT -Idris Mootee

(“”Design thinking for strategic innovation,” 33)

Design thinking for strategic planning

(2) Sparking innovation with STRATEGY (1)

exam

ine

(2) U

nder

stan

d

(3) id

eate

(4) e

xper

imen

t

(5) D

istil



(2) U

nder

stan

d

(3) id

eate

(4) e

xper

imen

t

(5) D

istil

(1) e

xami

ne

OBJECtIVE: dig into the details and context mindset: ask a lot of q’s, listening > speaking Pitfalls: wrong kind of q’s; failure to prototype research open: empathize and observe problems Artifacts: research, journey maps (client’s pathway through a system), inventories of experiences, benchmarks, & client stories close: identify gaps between research & lived experiences “Lean design thinking workbook” by

the design gym



exam

ine

(3) id

eate

(4) e

xper

imen

t

(5) D

istil

(2) U

nder

stan

d

OBJECtIVE: connect the dots mindset: organize info around themes Pitfalls: timebox efforts and use visuals open: identify tensions or patterns; visualize different dimensions of the business problem Artifacts: “clusters” (emotion/relationship mapping), refined person boards, insight statements close: determine a provocative insight to fuel ideation. Do it fast. “Lean design thinking workbook” by

the design gym



exam

ine

(4) e

xper

imen

t

(5) D

istil

(2) U

nder

stan

d

(3) I

deat

e

OBJECtIVE: fuel ideas mindset: wild, agile, and no limits Pitfalls: low team energy open: set norms, appoint a facilitator, have lots of stimulus in the room. Artifacts: rules of ideation, sticky notes, idea boards, “franken-ideas” – random assortment of stickies close: sort ideas along frameworks: Short versus long run; cost versus benefit; impact versus enthusiasm

“Lean design thinking workbook” by the design gym



exam

ine

(5) D

istil

(2) U

nder

stan

d

(3) id

eate

(4) E

xper

imen

t

OBJECtIVE: make the idea real Mindset: prototypes aren’t static. It’s all about the feedback, not getting it 100% right Pitfalls: too high level in ideation phase open: storyboards or prototyping Artifacts: documented user feedback, videos, images, storyboarding close: share prototypes with users, experts, and stakeholders. Identify key learnings.




exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil

OBJECtIVE: get the story right. Mindset: tell the story of your audience; not the story you want to tell Pitfalls: deviate from the original brief open: assess the entire process Artifacts: revisit storyboards, physical reminders (flyers, pieces of art, etc.) close: distil the story. Share with the world. Make it an input into the strategic planning process




exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil



exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil

Case: “Democracia activa Peru” (IDEO) for the Academy for educational development



exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil


challenge: voting is mandatory, but corruption is pervasive. How do we promote civic engagement and restore accountability



exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil


challenge: voting is mandatory, but corruption is pervasive. How do we promote civic engagement and restore accountability

response: having prototyped 28 designs, “Arregla esto!” (Fix this) stickers were distributed to citizens and applied to things that needed to be addressed by government



exam

ine

(4) e

xper

imen

t

(2) U

nder

stan

d

(3) id

eate

(5) D

istil


`

(3) how to implement Innovation

`

Innovation

LEADERSHIP TEAMS

= INNOVATION EVANGELISTS embody the vision.

Commit the resources. Lead by example.

Sir Richard Branson virgin

HR =

PEOPLE OPERATIONS

culture “fit.”* Different backgrounds.

Disrupters, not acceptors.

`

Innovation Google HQ, mountain view

`

Innovation

MEASURE

inputs: background diversity,

empowerment process:

# of Creativity workshops, # of external collabs

output: knowledge stock, ideas to

market, staff turnover outcomes:

social impact per innovation

`

Culture STRATEGY

+ =

Innovation

Thank you for your participation.

Q u e s t i o n s ? Warren seuradge

[email protected]

Spotify new york city

office of system innovation (peel region) - crafting a culture of creativity and innovation

Government & Nonprofit

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