Process Innovation

So now comes the fun part. We have identified five or enabling operational capabilities. How do we start? We already have full-time jobs executing last year’s strategic goals!

This really defines to service innovation.

INNOVATION LEADERS ACADEMY

In the case of our client engagements, we start with a two-day planning workshop.

The morning session of the first day starts with a visionary keynote presentation, firing up 30 to 70 executives and managers spanning the entire firm.

That afternoon, we conduct a demonstration of a small peer-workgroup session, using a Force Field Model and worksheets.

Led by a trained facilitator, a small peer-workgroup of eight or 10 executives examine one enabling operational capability such as Voice of the Customer.
They quickly mind-map or brainstorm the likely elements of the systems, processes, and accountabilities of one enabling operational capability. The then take a digital photo of these white board or Post-in Poster notes, or a scribe transcribes them for later review and follow-up.

In some cases, we will have assembled and distributed a syllabus or reader for each enabling operational capability, enabling participants to read about the capability before the workgroup session.

Next, the facilitator asks everyone to brainstorm all the major forces that might hinder realization of the particular enabling operational capability within their firm: external conditions and regulations, leadership and strategy, business unit structure and policies, workflows and processes, people and culture, and IT infrastructure.

Then, each workgroup classifies each hindering force, collectively deciding on the top three by class:

• External conditions and regulations
• Leadership and strategy
• Business unit structure and policies
• Workflows and processes
• People and culture
• IT infrastructure

Using a worksheet, the facilitator asks the group of rate each of these 18 to 21 factors, using a scale of 1 to 6 to quantify the firm’s overall level of understanding of the hindering force as well as strategic importance, current satisfaction, available funding, willingness to engage, and so on.

With all of these hindering forces in their faces, generally I’ve found that it activates a strong, burning desire to do something. However, the desire to do something integrates the tactical, operational realities of their current state.

Again, led by the facilitator, each of the small peer-workgroups generates three to nine 45-day single-person or two-person projects that, when accomplished, will move the firm closer if not to the realization of the enabling operational capability. Then someone with good handwriting writes the name for each project on a large 6-inch Post-It.

By the way, that’s how Google innovates: 45-day single-person or small-workgroup projects. If someone scopes in longer than that, management says, “Nope. Go back and scope something useful within a 45-day window. If you’re going to fail, the do it fast. Learn why. And get started on something new that uses what you just learned.”

So at the end of the first day, all the peer-workgroups reconvene in a large plenary group session. Each workgroup presents their projects to the large group, explaining each one in 30-seconds. Sometimes, this produces a good Q&A session, or follow-up meetings for members of two or more groups.