Dealing with yourselves

The process of innovation, in any industry, can be hard to quantify, tends not to adhere to traditional methods of risk mitigation and rarely offers short term metrics. Because of this, there are many charlatans and snake oil salesman in the world of innovation. These types tend to lend credence to the doubters and naysayers inside large, complex organisations when faced with strategies that contain phrases like ‘lean’, ‘agile’ and ‘fail fast’. That is why, the ability to communicate, to many different parties, an internal innovation programme should be of utmost importance.

The theme of the upcoming Rainmaking Summit is ‘Dealing with the practical how’. The first stream will look at how organisations can deal with internal innovation. The morning will offer attendees an interactive presentation and workshop looking at how you generate ideas — presented by Stef Lewandowsk, co-founder @ Makelight. The session is examine:

  • What is a good idea?
  • Where do they come from?
  • How do you create an environment where ideas — commercially viable ones — can flourish?’

This will be followed by a workshop and presentation by experts in communication, storytelling and behavioral pyscology. How buy-in be a high energy experience that will leave the audience with knowledge and practical skills to bring back to their organisations. This session, led by Shân M. Millie, Founder, Bright Blue Hare, Jennifer Rosen, Founder & CEO @ JnR Communications and Productions, Deborah Barleggs, Associate Director, Arup Consulting and Kevin McDougall, Business Partner at BBC is one not to be missed.

This first stream will conclude with a panel looking at the most important metric used in innovation — validation. How do you validate an idea or an assumption — to ensure your project or product is being developed in the right way? Experts in lean methodology, and industry innovation heads will lead this panel.

Building a startup can mean embarking on a process of validating your assumptions, fine tuning your product, getting buy in from your staff and pitching to investors. Developing an innovation programme inside a large corporate can mean getting buy-in from a wide and disparate group of people.

Now (and erring on the side of simplicity) We give you the ‘Five people you meet at a large, complex organisation’

The Non-Believer

They will ask:

  • What is this ‘Innovation’ nonsense?
  • Do you even understand the regulations involved or business at all?
  • This startup, can I install it — today? No, goodbye.
  • What is the ROI on that?

They are very risk adverse — they don’t want to learn — they want ‘projects that are guaranteed not to fail and come in on time and on budget’

Senior Business Sponsor (who wants to help, but doesn’t know how)

  • They see the benefits in working in a more innovative way — maybe engaging with startups
  • They don’t feel empowered to make it happen — they feel they have no senior level support
  • They feel powerless in the face of established procurement and legal frameworks

The Believer

  • They understand that innovation is about ‘learning’
  • They understand the technological, business model and customer behaviour changes that are coming
  • They know that dealing with established legal and procurement procedures are difficult
  • Use these people as ambassadors!

The ‘know-it-all’ Believer

  • They understand ‘innovation’ — they’ve read the book, attended the workshop, they’ve bought the t-shirt
  • They understand the technological, business model and customer behaviour changes that are coming
  • They know that dealing with established legal and procurement procedures are difficult
  • You can tell them nothing — because they no longer want to learn
  • They will leave to do their own startup — which has a high chance of failure

The Innovation Lab Crew

  • They ‘work with startups’ and ‘innovation culture’
  • They have yet to demonstrate traditional ROI
  • The ‘non-believers’ think they are the ‘cool kids’ who sit around on bean bags and play with Post-Its
  • The door to the lab needs to be open, and swing both ways, within the organisation

In order to deal with internal innovation — you will need to get buy-in from all of the above.

Find out how at the Rainmaking Summit!

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