Making it stick!

Definition of Innovation
Identify ± creatively working out what the challenge is and spending time on this to make sure you don¶t waste time further down the line. Use the 4 definition tools to help you Insight ± challenging yourself to understand your customer (whether internal or consumer). Spend time with them and push yourself to go to new places to get more clues around your challenge. Ideas ± using your time productively to have ideas. Use all the tools in your belt! Impact ± Making the ideas real and getting people excited about them, then getting them out into the world Think of innovation as an engine; creativity is the oil that makes it work smoothly.

Definition of Creativity
‡ Creativity is too often thought of as being the preserve of µcreative people¶. We are all responsible for looking at how we can do things differently to make a positive difference ± this is creativity. ‡ Innovation and creativity should not be restricted to the big things ± we need to get into the habit of doing things in new ways to make a positive impact in everything we do ± whether it¶s in the way we run meetings or launch a new service. ‡ Every element of innovation is fuelled by creativity. If we want to have better ideas then we must be prepared to look in different places/ways for areas of opportunity ± and you need to be creative in the way you make them happen.

Key Behaviours
Greenhousing ± is about building and nurturing new ideas
until they¶re well enough developed to be evaluated. When an idea is first born you don¶t know whether it¶s going to be good or bad. You need to let them grow then you can judge them.

Top tip:
‡ 3 steps to help you greenhouse

Suspend Understand Nurture
Signalling ± is about letting others know how you want
them to be at any given moment . This is important because greenhousing won¶t happen if someone in the group is judging and being analytical. To get the most from others you need to let them know how you want them to be. ‡ You can use physical signals to indicate how you want people to behave in a meeting (Coors Brewers use Red and Yellow cards, One of our inventors uses a Gorilla mask!) Use verbal signals to get the most out of your interactions with others. Asking someone to help you µbuild¶ an idea than asking them what they µthink¶ of an idea makes a big difference.

Top tips:


This is the journey you went on«







This is a simple questioning tool to make sure you have asked all the questions upfront ‡In covering the four areas (Context, Constraints, Politics and Vision of Success) you¶ll get a greater understanding of the brief and the problem owner. ‡You can also use this on yourself to make sure you¶ve given the project team all the info they need to do the best job they can.

‡ ‡ You are walking away PRINCIPLES of what is IN and OUT of SCOPE. Step 1: come up with some ideas so that the problem owner has something tangible to react against (make sure there are a range of ideas from those you think will be in-scope to those that you think are completely out-of-scope) Step 2: Signal to the problem owner that you are still exploring the brief and it¶s boundaries and that the ideas are to generate a reaction to you can gather principles Step 3: Present the ideas (one at a time) and ask if it is in or out of scope Step 4: Ask WHY? The tool is no use to you if all you know if whether the ideas are in/out ± you need to find out WHY


‡ ‡

TOP TIPS: ‡ ‡ ‡ Don¶t get attached to your ideas ± they are simply tools to explore the boundary! Really push yourself on the ideas to present The aim is not to try and get everything in-scope. Out-of-scope ideas often give you the best principles

This tool helps you explore the brief to make sure it¶s at the right level The funnel examines a number of definitions at varying levels and offers a menu of alternative project briefs ‡ Place your brief on the funnel then play around with it ± broaden the brief and narrow it. ‡To broaden the brief ask WHY? ‡ To narrow the brief ask HOW?

‡ Do this with the problem owner.
‡ Ideally you should have enough breadth for creative exploration, but not so much that it is difficult to gain focus.

British Airways first class seats example

‡ After you have explored the brief use this tool to get the team aligned and excited about working on the project.



What have I seen, heard, read? Absolute fact. Include context / source. A5 (small) paper

Why might they be doing that? Interpretations or possible reasons why this might be going on. A4 (medium) paper

Clusters of hunches that emerge as themes. A3 (large) paper

Opportunity Areas
How can we use this for our business? Look at the theme and ask, so what does it mean for our business?

Insightful Behaviours
Spotting insights is a very human skill. Insightfulness is about getting under the skin of the issue and finding the µsweet spot¶. Our natural human behaviours of curiosity, intuition and playfulness are essential to compliment your existing DATA capture.

The Insight Process: Clue Hunting
The µClue wheel¶ is a tool that helps us to plan where we could look and how we can approach people. By collecting a breadth and depth of clues, go where your competitors cannot or will not go!

Outside of circle ± relationship with consumer Be them ± get into their world. Find out what they say and do in their real life. Go where they go, do the things they do, read what they read, watch what they watch. With them ± talk directly with the target market. Focus groups, face-to-face. What do they do/believe? Do things with them - what they say they do can be very different from what they actually do. About them ± talk to people who know or have a relationship with the consumer group. This gives you a different perspective or an expert opinion. Inside circle ± consumers¶ relationship with the issue/product Normal ± people who have a normal relationship with your issue / product etc. Deeper ± stronger than normal relationship, heightened connection with the issue. Deeper emotional connection, bigger part of their lives. Weird ± Completely different angle or view on the issue. Strange/unusual relationship. Not representative of typical consumer group.


Ideas: Productive Idea capture
We often find that the µtraditional¶ way of capturing ideas - lots of people around a big table shouting out words to a person who captures them on a flip chart ± is not very productive. The result is a list of thoughts ± undeveloped ideas that you can¶t µdo¶. There is a much more productive way of capturing ideas that helps to encourage the right creative behaviours and produces a stack of ideas that are formed well enough for you to later judge and implement«

More Behaviours
± your brain works most effectively when you relax and allow your self to access the stimulus in your subconscious. Our brain function is 12% conscious and 88% subconscious and how we access the information in our subconscious depends on the brain-state we¶re in. Playfulness helps us get into the right brain-state to access the subconscious Top Tip: It doesn¶t have to be high energy ± everyone has their own version of playfulness.

Freshness - is all about seeking new experiences and
perspectives. New perspectives help us make new creative connections. This can be done in two ways. Ongoing Freshness is a personal behaviour that you can model in everything you do; listening to different radio channels, reading random magazines, seeking new physical experiences, etc. In so doing you will top up your subconscious brain with lots of stimulus which one day may help you approach problems from a different perspective. Deliberate Freshness is what¶s needed in ideas sessions to help you get out of your river of thinking and help to have new ideas. [see four Rs].

The Four Rs: Revolution
It¶s about breaking the rules and turning things on their head. This is a great technique for exploring an entire issue or process at once.

1. List the rules. These have to be absolute fact and not generalisations or assumptions. E.g. In a bar you have to pay, you need to go there« 2. Break the rules - e.g. What if you didn¶t have to pay? What if you have to pay ¼10,000 for a drink? What if you didn¶t have to go there? You can break the rule by thinking of the opposite, an exaggeration, or just make it strange 3. Ask under what circumstances could we make this happen. As soon as you have the nub of an idea greenhouse! 4. Capture one idea at a time!

Related Worlds
Steal solutions from other places and apply the principles back to your issue.
Where else has a similar issue been solved? 1. 2. 3. Establish what the issue is you are trying to solve, e.g. getting attention Think of other places in the world where that issue has been solved. Dive into that world and talk about how they solved the problem. If you don¶t know do some research or speak to a person from that world (we call these people µnaïve experts¶) Apply the principles back to your issue ± use this as stimulus to have ideas.


Top tip: a Naïve Expert is a great way to get rich information about a new world. They are an expert in their world but naïve to your problem ± so keep them that way. You want them to stay in their own river!

Use alternative words/metaphors, senses, perspectives to describe your issue.


Words/Metaphors: Use different language to stimulate different thinking ± You¶ve already done this with your Re-expression ± using motivating language helps you get to new ideas Senses: We live in a world of words! Experience the problem using different senses smell, taste, touch. Draw it«Act it out! Perspectives: View the issue from a different perspective ± an alien, a child, an inanimate object.



Random Links
Take completely random stimulus and force a connection to your issue. The two stages of this technique are: 1. Find a random piece of stimulus ± a picture card, an object, a word, a piece of music ± using a system to ensure that it is truly random: blindfold people and pick up the first object, turn to page 17 and choose the first word on the 4th row, 5 words in.

2. Force a connection - allow your mind licence to freely explore new possibilities. Play around, dig deeper and go beyond the obvious.

More top tips for ideas sessions
Know what you¶re going to do with it and know how its going to work Use all 4 Rs in the session, if time permits (this is what we call STIMULUS!) Appeal to all sensory styles ± Verbal, Visual and Kinaesthetic Never run out - prepare 25% more stimulus than you actually need Don¶t invest too much time in it ± 1 hour session«20 mins on stimulus, 40 mins on ideas«don¶t forget to come back to having ideas Use one piece of stimulus at a time If the stimulus is not working, throw it away and start with something new Clearly define the 2 stages. People should know what they are doing when. Use clear signalling between each stage: Engaging in stimulus, Having ideas

Top Tips
‡ Keep the team consistent: Try to have a consistency of team owning the ideas - this will ensure the DNA does not get lost ‡ Plan for barriers: there¶s bound to be some stuff that gets in the way of your end goal. But if you identify likely barriers upfront and plan how to get around them, you¶re less likely to be derailed when they occur.

‡ ‡ ‡ Create a gallery of ideas and view them as a group If any of the ideas are not clear ask people to add the missing detail Ask the group to cast their vote based on their passion NB - a heart tool, not scientific, so base it on what you know and feel about your issue, customers, business etc. Be open to other ideas, not just your own.

Idea DNA
‡ Once you have harvested your ideas to the required number, get the team to think about what is crucial to the idea, i.e what is at the heart of it, that if it is lost will mean that the idea will fail, and what you could compromise on in order to ensure the idea is launched. ‡ Do in pairs or small teams as part of a pro forma and share back with the rest of the group

‡ You can do this on every idea, or just with those that have passion votes ± take a call with the team and the time you have. This is all about rating ideas against criteria from the identify phase. These will be the key factors you need to consider ± might come from WOW or ROS. Top 4 or 5 criteria only. Each criteria is the arm of a star. Give each idea a score along the arm, so you get a shape that shows you how well rounded that idea is. Once you¶ve got your scores, select the ideas you want to take forward, remembering that if an idea with lots of passion is weak on some criteria then you need to go back to it and give a creative push. Greenhouse the challenges and recapture the idea.




Realness - when you have an idea, don¶t sit around talking about it ± make it real! Ideas communicated through words in a power-point often don¶t communicate the excitement or power of the idea. Bring ideas to life by appealing to all 3 learning styles ± Verbal, Visual and Kinaesthetic. People naturally build on ideas when they can see what they look like ± prototypes encourage people to help you make your ideas better.

Top tips: ‡Make an idea real quickly, learn from the exercise and now improve on it ± stay in the realness loop! ‡Be µBlue Peter¶ when you make your ideas real, it¶s not about making them look polished ‡You can bring make any idea real ± whether it¶s a product, service or process.

Bravery - The very nature of creativity and
innovation means that you are trying out new things which generally requires bravery.

Top Tips: Always stretch your comfort zone, what is brave for one person, might be everyday for another ± the key is keep pushing yourself Have conviction and visualise positive outcomes Find friends who will support you, and engineer the positive experiences that build confidence before taking on the world.

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