Creating Compelling Innovation

Uncontrolled and sporadic innovation approaches lead to activities not fully aligned with the company strategy. Impacting success and motivation for innovation.

New ideas and concepts only generated from the Senior Leadership Team, missing other creativity sources within the business.

No formal approach to the selection of ideas leads to the wrong concepts being progressed. Impacting investment and ROI.

Investment (to benefit) is not fully considered and controlled, leading to overspend and disappointment in results.

Slow delivery of selected concepts through traditional production processes or limited knowledge of existing commercial solutions resulting in competitors disrupting first.

Winning ideas at a prototype level are not embraced into the normal running of the business, stifling scaling and wider success.

Creativity happens across the business and via external experts to maximise ideation.

Fast-paced analysis selects the ideas most likely to win and aligned to company strategy ensuring investment and effort is controlled.

Prototypes or COTS solutions are quickly taken to market within a controlled investment so that real customers can feedback on the experience and costs are controlled.

Unsuccessful concepts are quickly identified and sunset, limiting cost exposure.

Behaviours are developed across the organisation to ideate, select, collaborate and deliver. Embedding innovation into the organisation.

This proven approach can be flexibly designed to suit your exact needs and budget.

An end-to-end project plan is developed.

Activities, timelines, RACI. To control the fast-paced approach.

Progress reporting is conducted against this.

Produced as an output in the first week.

Insight is gathered concerning the organisation’s core strategic and tactical needs.

Progressed rapidly from existing written sources (i.e. strategy documents) and from interviews with core staff.

This allows the evaluation matrix, used in step 5, to be created.

This activity usually takes 10 days.

Existing ideas generated by teams are gathered as potential concepts to evaluate in Step 5.

Utilises a planned and structured 1-2 day innovation workshop approach. Attended by a combination of core internal and external experts.

Outputs are 20-30 core ideas. These are defined in enough depth to understand what they are and expected benefits.

The most likely ideas are selected, and mini business cases are created for each concept. These are scored against an ‘evaluation matrix tool’ constructed from the insight in Step 2. This provides an objective indication of the concepts ‘fit’ to the strategic aims of the business and its likely initial cost.

Allowing a comparison of the concepts against each other, the top 4 or 5 can be selected to move to pilot depending on budget.

Concept details from the mini business cases are taken and translated into a ‘persona-led’ customer experience scope to define the concept in more depth – the basis for deciding whether it needs to be developed or served by a COTS solution.

Allowing a comparison of the concepts against each other, the top 4 or 5 can be selected to move to pilot depending on budget.

If COTS is possible, commercial terms are negotiated.

IF an MVP pilot is required, the development is broken down into several sprints.

Market testable versions are placed ‘in market’ as soon as possible to gain feedback and guidance on viability and additional priority elements.

Key success criteria from the mini business cases are used to identify success, iteration, or sunset the concept.

Successful pilots are taken to the next stage.

Work is conducted to ensure successful pilots are integrated in the normal operations of the company. Into BAU.

Formal ownership at a senior level happens to provide ongoing responsibility for success.

Marketing and sales teams are briefed to ensure scale. Operations to provide support. Other functions are aligned.