Of Trust, Respect, Assumptions, Co-creation TO Innovation

I see 1: Build a culture of trust and respect between people; people feel safe about challenging assumptions

Danes and Swedes are bold in conceiving ideas and trying them out.

Nacka Community: children encouraged to question actively and respect diversity and individuality. Teachers are facilitators of learning and comfortable learning from children.

Lars Kolind, CEO of Oticon, removed the hierarchical middle management. Officers were allowed to choose or bid for projects to work on, people whom they like on their team, and mentors to seek guidance from.



I see 2: Co-creation

Design is core Danish strength
Key design principle: include perspectives of customer/ end-user.

IT-University: Inputs from alumni, students, employers and faculty members gathered to inform curriculum development. This spawned the idea of virtual collaboration with Peking Uni.

MindLab: Policy formulation includes conducting ethnographic studies before concept development. Users are also engaged to validate relevance, value and interest of ideas before full implementation.

Bosch & Fjord: Consultants have a process to understand user-needs when designing spaces and a process to help users to learn to use spaces differently.



I see 3: Collaboration and network as multiplier, not burden. Permeability of boundaries breeds innovation

Collaboration helps to overcome size constraints, tap into expertise of others, and provoke alternative ideas.

Hyper Island and Kaospilot: Collaborative behaviours and competencies emphasised. Hyper Island: 4 weeks of team-building); Kaospilot (close ties among graduates across the globe to collaborate on projects)

INDEX: Overcame budget constraints to host delegates in Danish homes instead of conventional ballroom.

LEGO: allowed fans to modify Mindstorm products; fans helped in product development in lean times.

Galvanising a vision that allows people to Act Through with a Bifocal Lens and Optimising Use of Space

Example of an orgnaisational culture that is open and boast of freedom to test ideas. Current team in US study trip. Photo by Dee Chia.
Tagline "Ask Forgiveness, not Approval" - The spirit of the Silicon Valley.... almost everyone we spoke to....those in IDEO, Plug and Play and even the NUS undergrads at Stanford said the hallmark of the Silicon Valley experience is rewarding failure. Fail early to succeed sooner!




I See 4– Innovate from the core; define an organizational vision that galvanizes and identify areas for innovation

Draw on strengths, rally staff around meaningful vision and channel resources to work on key strategies aligned to vision.

LEGO: Core competency is designing toys for independent learning and vision is simple and powerful: Learn through play.

Kaospilot: To be the best organization for the world. Focus on developing skills and mindsets to enable positive contributions to society.

Carlsberg: 7 areas for innovation (beer packaging, beer experience, social and environmental responsibility, consumer health and well-being, easy access, connecting people and brand image.


I see 5 – Act through, not just think through; no need to be perfect
Leave sufficient uncertainties in plans to allow things to evolve and change in execution. [ Contrast with our approach of having a detailed and perfect plan prior to execution.]

Trust in the people doing execution, but also have good monitoring mechanism in place
ITU, SKUB and INDEX are experimental projects set up to explore feasibility of such schools; all had no detailed blueprints provided by government.

Specially identified CEOs brought in to co-create the plan with stakeholders.


I see 6 – Dilemma for big organizations: creativity vs systems, seed vs scale
Operation model (efficiency and accuracy) vs innovation model (experimentation and risk-taking)

LEGO: Dichotomy is between creativity and systems lens
- Systems: take care of current business and run things efficiently
- Creativity: Spot future trends that could bring organization to new heights and invest in experimentation
Bifocal leadership development program to help managers use both lenses depending on context.



I see 7 – Optimal and creative use of space to influence behaviour

Bosch & Fjord: Humans are creatures of habit and we must change environment to trigger desired behavioural changes.

Hellerup Skole: Spaces designed to encourage students to explore new learning and discourage teachers from frontal teaching.

Breaking barriers to create more interactions:

Such a fabulous Blop!

Check it out: More photos in earlier post on Tuesday, March 11, 2008

I found this on the web: SImply AWESOME! http://www.designverb.com/2006/08/22/red-bull-hq-london-whoohoooo

http://positivesharing.com/2006/10/10-seeeeeriously-cool-workplaces/

http://positivesharing.com/2007/03/12-ways-to-pimp-your-office/

Tinker 1: Innovations based on PASSION (Lets rock on together!)

Management to identify intractable/challenging problems and invite staff across different divisions/ branches to work on “passionate projects”.

Assumptions:
a. We are not talking about Corporate Planning Teams!
b. We are talking about officers like YOU to volunteer and choose to contribution/ lead a project of your own passion!
c. And yes, your boss will consider it as part of your work scope!

Still don't get it????
If Mr Glorious from History unit is passionate about teaching Creativity across all levels and Ms 'Cooped-in-cubicle' from Astrology unit has ideas on testing how to assess creativity. Senior Head of Zoology thinks it’s a brilliant idea! Director of Research knows good ‘lobang’ and has expert knowledge about curriculum design.

Now, what say you on this project idea?

Tinker 2: Engaging Hearts, Enriching Minds: Co-creating for the Future

Gathering inputs from users from beginning of design process to look at issue with fresh lenses, by combine expert knowledge with fresh insights for policy/ programme development.

Assumptions:
a. FGDs and pilot testing are great BUT we do care about co-creation FROM THE START.
b. We CARE about how end users (students / teachers) love to own their learning.
c. And yes, we STILL CARE about rigour and standards of learning.
d. Curriculum unit rethinking how we need to evolve to better support and partner stakeholders.

e. Designing as a tool to enhance a brand new experience of engagement.

Still don't get it????
Students from Ha Chong JC and Kaya Lebar Sec school are avid gamers. As avant garde in the online gaming world, they have interesting ideas on how games can help students to learn better in specific subject. Their teachers think it’s a nice idea but unsure of how to help the students realise their ideas. Folks in Curriculum and Technology units know there is potential in media literacy and role of games in learning. They think they can rope the students as experts to conceptualise and develop an educational game.

Now, what say you on this idea?

Tinker 3: Creativity vs Systems

Develop a ‘bifocal’ mindset that balances between
- Operational dimension: emphasizes on efficiency, safety and accuracy
- Innovation dimension: requires experimentation, risk taking and challenging of the status quo.

Assumptions:
a. Innovation is everybody’s business
b. We read your mind… “no time, I scared if fail how, where got $$, can challenge policy meh*#!@%!!”

Still don't get it????
I once heard a very wise leader comment that innovations of organisations can be broadly classified into innovations for today (ie. improving on products/services provided currently) and innovations for tomorrow (ie. new ideas that have potential to address future needs). She opined that most officers are probably focussed on “bread-and-butter” innovations and even making time for these can be a challenge as it is. We may have to look at carving out time for innovations for tomorrow and integrating it as a part of our job-scope and not just a “good-to-have”.

Now, what are your thoughts on how we can innovate for today and tomorrow?