Social Innovation in Public Sector @ SciencePo

www.wecreateworldwide.com

@nickjankel

SciencePo, Feb 2015

People-Powered Breakthroughs

http://www.wecreateworldwide.com


1993 Cambridge: Medical Science; History & Philosophy of Science

1997 Strategist at TBWA Chiat / Day: PlayStation, Nike

1999 Created brand innovation agency: Tesco, Orange, Vodafone, Xbox, Disney, MTV, No.10 Downing St

2005: Created WECREATE to bring strategic, breakthrough innovation for social and sustainable impact

2008- Breakthrough Coach on BBC, Radio 1, MTV, Sunday Times etc

2008 - Created wisdom, wellbeing & world-change media company, Ripe & Ready

2014 - Launched first mass-market book

A bit about me

A bit about WECREATE Worldwide

Our focus is conscious, creative and collaborative teams, leaders and cultures delivering prosocial and sustainable innovation and impact !

Established in 2005 to support organisations and leaders to have & sustain people-powered breakthroughs for a brilliant world

1 x CEO + 30+ world-class associates - guaranteeing constant creativity and appropriate expertise

We offer: Training, coaching, team building, process design, in-house program design, learning & curriculum design, social and sustainable innovation consulting !

All our work is underpinned by BREAKTHROUGH BIODYNAMICS™, a ground-breaking integration of science and wisdom using insights from 20 years at the forefront of individual, corporate and social change

BREAKTHROUGH BIODYNAMICS™ Curriculum

Values, Goal Achievement &

Purpose Mindfulness, Resilience & Performance

Emotional Intelligence &

Empathy !

!

Conscious teams & leaders

Creative teams & leaders

Collaborative teams & leaders

Problem-Solving, Insights & Innovation

Storytelling, Engagement &

Vision Coaching for Creativity &

Change !

!

Sustainability, Social Impact &

Systems Influence,

Motivation & Network Activation

Collaboration, Conflict & Consensus

!

!

FOUNDATION: CREATING & SUSTAINING BREAKTHROUGHS IN SELF & SYSTEMS

Some of our clients !

Selected case studies !

Leadership & empowerment training for doctors, nurses & management of various hospital groups in UK

Executive coaching & leadership development for top 100 for systemic innovation

Top 100 leadership & innovation training

Innovation process design & management to develop £100 million strategy for UK Plc

Innovation, influence & leadership training

“My prototype was big as a toaster, but the technical people loved it. But it was filmless photography, so management’s reaction was, ‘that’s cute — but don’t tell anyone about it.”

Steven Sasson

8

INSTAGRAM: INNOVATED ITS WAY TO 14 MILLION ACCOUNTS & A BILLION

DOLLARS IN 1 YEAR

KODAK INVENTED THE DIGITAL CAMERA BUT

COULDN’T UNDERSTAND WHERE VALUE LIES FOR

THE DIGITAL CONSUMER

FIT OR FAILlaw of

requisite variety

CHANGE IS RELENTLESS

wecreateworldwide.combreakthrough for a brilliant world© 2005-2015 WECREATE WORLDWIDE LTD

SPENT by kodak (& MUBARAK) to stay at the top

imagine the number of MBAs, consultants, processes aimed at growth

Why did they fail? why do so many under-perform?

why do entrepreneurs - social & conventional - make existing orgs redundant?

$$$





GUIDING QUESTION:How do we create & sustain transformative breakthroughs that ensure we stay fitted to our environment so THAT ALL STAKEHOLDERS THRIVE…

… in the face of vested interests, increasing Complexity, ESTABLISHED PROCESSES & habits, entrenched cultures & beliefs, and human foibles?





BREAKTHROUGH BIODYNAMICS™





A Definition of Breakthrough: !

A transformational change that could not have been predicted solely by past behaviour / thinking / feeling !

which leads to higher ‘fittedness’ between the org & its environment





‘management’ designed for efficiency & control

(not creativity & collaboration)

works in times of stability & stasis to

squeeze efficient productivity out of the…





MACHINE (METAPHOR)

PRODUCTIVITY PERFORMANCE

EFFICIENCY MARGINS





(even ruling metaphor for brain is computational / algorithmic)

yet ‘coding’ & ‘management’ cannot generate breakthroughs

to lead us to a thriving future

through times of great uncertainty & rapid change





myth of linear breakthrough

breakthrough

A

BWE ARE ORGANISMS

!

AS ARE THE ORGANISATIONS & (ECO)SYSTEMS THAT WE LIVE IN

WHAT IS THE PROCESS OF BREAKTHROUGH IN NATURE?




Charles Darwin

“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise [innovate] most effectively have prevailed.”


A Definition of Innovation !

THE leverage of ideas TO CREATE positive CHANGE





of innovation

!

TYPESnot all innovation is equal!




wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD

Innovation

modern computing





Breakthrough

portable computing





Breakthrough

Clinical care





Innovation

modern warfare

“The German triumph was essentially a triumph of intellect.”Marc Bloch





A Definition of Strategic Breakthrough Innovation !

THE SYSTEMatIC leverage of ideas TO INTENTIONALLY CREATE & Sustain transformative CHANGE (towards increased thrivability)





GROWTHis good...

for 2 billion people

as long as we don’t count depression, obesity, heart disease, species extinctions, language extinctions, extreme climate change etc etc





TRICKLING...?Nigeria: 56% to 61% with 6% growth in last 10 years

india: 1/5 to 1/3 in extreme poverty with 9% growth

US: 156% rise in extreme poverty in kids in us from 96-11

Source: BBC, Guardian, Harvard University





Breakthrough

the 3 sectors coming togetherEnterprise is the greatest source of inventiveness, flexibility and agility ever known. It can conceive of, and then implement, breakthrough ideas in weeks.Yet, without a purpose beyond profit, enterprise tends towards greed and irresponsibility.

The voluntary sector drives forward justice and empowers citizens. Yet, without embracing enterprise and creativity, it can quickly become judgemental, stuck in its ways and economically unviable.

Government can transform society with a powerful vision of the future that works for all. Yet, without participation and agility, it can rapidly become oppressive and ineffective, parochial and political.

At their worst, each sector focuses on short-term gains (share price, votes, donations) rather than long-term breakthroughs that help everyone to thrive.

However, bringing together the best of each are the Switched On Enterprises that are putting the freedom back into free enterprise; working to liberate humanity from constraint, crisis and despair.

( C O M ) P AS

SI O

N

I N D E P E N

DE

NC

E

C I T I ZE N

SH

I P

3RDSECTOR

PUBLICSECTOR

PRIVATESECTOR

SC

AL EJ

US

TI C E

VI S

I ON

I NG E NUI T Y

S P E E D

A DA P TA B I L I T Y

SWITCHEDON

ENTERPRISE

Righteous Ineffectual

Vested interests

Oppression Inertia

Wastefulness

Short-term Greed

Irresponsibility

The Potential of Breakthrough10

The Switched On Enterprise: Delivering breakthroughs that liberate

The Little Book of Breakthrough

OPPRESSION INERTIA

WASTEFULNESS

SHORT-TERMISM GREED

IRRESPONSIBILITY

IRRESPONSIBILITY

RIGHTEOUS INEFFECTUAL

VESTED INTERESTS





A Definition of Thrivabilty !

the capacity to grow vigorously whilst opening up possibilities for other people and other communities, both now and in the future





GROWTHAT EXPENSE OF

!

or

!

that contributes to




So how do we embrace change to have and sustain breakthroughs innovation leading to increased thrivability… !

… without losing others...

or getting lost ourselves?


Breakthrough

Breakthrough innovation process

Inspire: Stories, engagement, experiences that compel people to change and act

Interplay: Collaboration, participation, crowds for better, faster, cheaper breakthrough

Insight: Deep intelligenceinto systems, users, precedents that open up possibilities

Breakthrough: Leveraging insights, switching assumptions and exploding myths to create transformative ideas

Imagine: Vision, concepts, propositions which tap into deep, systemic insight and move the world forward towards brilliance

Invent: Ecosystems, prototypes, blueprints, models that maximize positive impacts across profit, people, planet and purpose

Implement: Strategy, performance, culture that overcome resistance and deliver brilliantly

Ignite: Passion, purpose, intentions that align the team around a problem to breakthrough

breakthrough

Order

Chaos





wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.com

Project Date

breakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD

Breakthrough

brand strategy

brand strategy

Breakthrough

POSITIONING & USP

culture & values educational philosophy & memes

conferences / events

consulting programmes MEMBERSHIP PUBLICATIONS PLATFORM?

Brand vision & Narrative

Breakthrough


Innovation problem definition

Problem title

what is the problem

Why does it matter

who is affected?

strategic drivers

source of problem

Provide a short, accurate and memorable title (you may find it easier to do this last)

analogous industries

Horizon

In human terms, explain the problem, need, lack or issue, as clearly and concisely as possible. Try “This group of people (will) want / can’t / need... but...” or “How to....”

Why is the problem is worth solving? What is the size and scope of it?

List geographies, sectors, roles affected within industry / org List organizations, user groups / types, customers, consumers affected externally

List any relevant sustainability or business goals it relates to

What trends, conditions or assumptions is this problem driven by?

Where else have similar problems been faced? How have they had breakthroughs?

SIGNALS How will we know this problem is growing in importance?

1. short

2. medium

3. long

WHY NOT SOLvED YET Why has the industry not solved this problem yet?

ResearcH What do we need to know more about?

WHY Why is it becoming a problem?


Breakthrough

networked innovation

INNOVATION EMERGES FROM A HEALTHY NETWORK OF HUMAN BEINGS WHO DISCUSS IT, CREATE SPACE FOR IT, CONNECT ON IT, CULTIVATE IT, ITERATE IT, EXPRESS IT !

PHASE TRANSITIONS NOT STAGE GATES

NP New Products

F Franchise

N Novartis

If you feel supports / nurtures / incentivises

Neutral

If you feel blocked, discouraged or stifled

Influencer Leadership Star: Character Traits

COLLABORATIVE

Inclusive, diplomatic & co-operative; seek win wins

RESPONSIVE

Respond approriately and generously to others;

reciprocate freely and return favours

TRUSTWORTHY

Dependable, consistent; honour relationships

and agreements

KNOWLEDGEABLE

Reasoned, articulate & considered;

actively seek new knowledge

CURIOUS

Open to new things; seek learning and learn quickly

POSSIBILITY-ORIENTED

Always seek out greatest opportunities;

grounded optimism about new ideas

INTENTIONAL

Results-oriented, persistent, directional; take initiative

CONFIDENT

Believe in yourself & your value; can stand alone when

neccessary

COACHABLE

Welcome advice & feedback for growth and mastery

RESILIENT

Can bounce back with determination in

changing environments;

EMPATHIC

Intuitive and compassionate;

sympathetic to the experiences of others

AUTHENTIC

Aligned with purpose, values & principles

Basic

Advanced

Excellent

NP F N

EVALUATE THE ORGANISATIONEVALUATE YOURSELF

Evaluate yourself or your colleague with a score between 1-10

where 1 is basic proficiency and 10 is world-class excellence

RES

ILIEN

T

EMPA

THIC

AUTHENTIC COLLABORATIVE RESPONSIVE TRUSTYWO

RTHY

COACHABLE CONFIDENT INTENTIONAL INNOVATION

CURIOUS

K

NOW

LEDG

EABL

E

ORIENTED

© WECREATE WORLDWIDE LTD

wecreateworldwide.com

Project Date


Breakthrough

Breakthrough innovation roadmap

breakthrough insights

VISION

INCREASING VALUE / IMPACT

YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

breakthrough capabilities and culture

VISION

breakthrough propositions

VISION

breakthrough technologies and resources

VISION

Breakthrough

some of our tools for breakthrough

Inspire

Interplay

InsightBreakthrough

Imagine

Invent

Implement

Ignite

breakthrough


Project Date


Breakthrough

EASY

Implementation

Breakthrough / Impact

HARD

LOW HIGH

Breakthrough Prioritization Matrix

IMPLEMENTATION

BREAKTHROUGH


Project Date


Breakthrough

Breakthrough innovation ROADMAP

Breakthrough insights / needs

Breakthrough propositions

Breakthrough elements

Breakthrough technologies & capabilities

TIMEPURPOSE What is your/org purpose? Why do you exist?

VISION

What is the collective vision of the combined impact?

VALUE


Project Date


BreakthroughThe storytelling engine

What is the problem or need? How many people have it? What are the most shocking facts and figures? Can you tell us about one person who is suffering? How does that feel to you? Why might others resonate with this? Why should we listen to you? Why are you involved? How does it impact you? What are your intentions around it? What is at stake for you? What are your past successes that relate to this issue? What is the headline keeping us listening?

What has already been thought of that has failed? What already exists but is not available, usable or enjoyable enough for a mass solution? Where have all your ‘competitors’ got to? What models of change have been applied (and where have they gone wrong)?

What are the underlying assumptions that originate the problem? What are the things everyone thinks that are actually the root drivers of the problem? What are the key reason’s that other people’s models do not work? What part of the current story is no longer working?

STAGE FOCUS KEY QUESTIONS THE STORY

1. connection

2. Context

3. Conventions

THE PROBLEM, THE NEED OR DESIRE AND WHY IT IS IMPORTANT IN HUMAN TERMSFOR YOU, THE ORG & SOCIETY

WHY CURRENT OR PREVIOUS SOLUTIONS HAVE FAILED TOSOLVE THE PROBLEM

THE ASSUMPTIONS, BELIEFS AND MYTHS THAT PERPETUATETHE PROBLEM

What do you want from the listener? What is the call to action? What is your ask? Do you have an invite for them? What would you like them to provide for you exactly? What are you going to do with it?

8. Call to Action

THE INSIGHTS, CREATIVE LEAPS & BREAKTHROUGH THINKING OF THE TEAM

How does it, or could it, have an impact? What analogies or parallels can you draw on to demonstrate it? How will you measure this impact? What new behaviors and patterns do you hope to create? How does this bring about the preferred state of the system in your vision? What other impacts do you expect? What is the size of pie and the slice of pie? How can you bring it to life in words or images? What do you want from the listener? What is the call to action?

7. Concrete Impact THE DESIRED STATE ALONG WITH QUADRUPLE BOTTOM-LINE IMPACT MEASURESINCLUDING NEW BEHAVIOURSCREATED

What is the purpose of the project or enterprise? Who is the team that has conviction to execute this purpose? What is the preferred state of the system / market according to your vision? What are you resolved to do as specific brand and growth strategies to get there?

6. Conviction THE PURPOSE, VISION& STRATEGY FOR EXECUTION

What is the essence of your idea or project (or the question you want to investigate / answer)? What, for who, when, where? How is it designed to work for real-people? How will they use it? How can it be sustainable? Scaleable? What is a prototype and MVP for the concept? Longer term, what is the roadmap for seizing the opportunity? How can you offer people more membership, mastery or meaning?

5. Concept THE SOLUTION DESIGN, BUSINESS & DELIVERY MODELS & ROAD MAP

How do you see things differently? What is your insight into human nature or the world that opens up a new possibility? What is your epiphany?

4. Consciousness Shift

WHAT YOU WANTTHEM TO DO


Project Date


BreakthroughThe impact canvas

partners & collaborators infrastructure value

propositionchannels & touchpoints

users & customers

footprint cost structure

revenue streams impact

culture & values

assumptions & risks

scale strategy brand strategy





What is the problem or need? How many people have it? What are the most shocking facts and figures? Can you tell us about one person who is suffering? How does that feel to you?


What is the problem or need? How many people have it? What are the most shocking facts and figures?







What is the problem or need? How many people have it? What are the most shocking facts and figures?

purpose

Breakthrough

wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.com

Project Date


Breakthrough

stakeholder EMPATHY MAP

footprint impact

brand strategy

PAIN GAIN

Breakthrough

STAKEHOLDER

FEEL

Think

Say & DO

SEE & HEAR

Breakthrough

What friends & influencers saying & doing? Boss & colleagues saying & doing? What market offers? What environment looks like?

Anxieties & worries Inspirations & aspirations What touches her? Scares

her?

Beliefs & assumptions Attitudes & mindsets

Actions Appearances Statements

What are her biggest fears & frustrations? What obstacles stand between her and what she wants or needs to achieve? Which risks might she fear taking?

What are her aspirations & visions? What does she want or need to achieve? What strategies might she take?

wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.com

Project Date

breakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2014 WECREATE WORLDWIDE LTD

ECIS COMPETITOR MAP

CIS: Setting the standards for international education

CREATIVITY

GLOBAL & NETWORKED

CREDIBILITY

REGIONAL / SPECIFIC

Breakthrough

IBO: Quality education for a better

world

PTC: Quality training institutes for international educators

NAIS: Participate Learn Analyze

AAIE: Advancement of international education

COBIS: Serving British international schools of global quality.

CASIE: Professional development from a global viewpoint

EARCOS

wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.com

Project Date


Breakthrough

(Target user) wants / needs .Unlike (conventional competition) who offer (conventional proposition) because they think (conventional assumptions) , we have realised that (breakthrough insight) . So we have created (project name) which

delivers (breakthrough proposition) . Uniquely it offers (breakthrough elements) and

therefore will (breakthrough vision).

© 2007-2012 wecreate worldwide ltd.

breakthrough concept


the three horizons

1. Improvements 3. Game-changers

TIME

2. Revisions Enhancements

Innovation

We need to change this now

What are we waiting for? Let’s try something!

It would be brilliant if we worked out how to…

Pockets of future in presnt

Pockets of future in presnt


Project Date


BreakthroughSERVICE BLUEPRINT

People

Stages >

Steps >

Information

Physicalcontent

Questions/ barriers

Touc

hpo

ints

User Scenarios >Who are the different patient

types and what is there journey

through the service?

www.wecreateworldwide.com

Google

A Bvs

Pharmacy

THE BREAKTHROUGH CONCEPT & VISION

1

2

34

5

6

breakthrough

Project Date


Breakthrough

Use the space to write your answers

1. problem What is the problem, in human terms?

2. PropositionWhat is the currentproposition that resultsin this problem?

3. AssumptionsWhat do we have to believe to generate and validate this proposition?

4. Breakthrough InsightWhat is a more insightful,future-positive belief?

5. Breakthrough propositionWhat is a more insightful,future-positive belief?

6. Breakthrough visionWhat vision do you have of the impact of this proposition?

THE BREAKTHROUGH ENGINE

PURPOSE What is your/org purpose? Why do you exist?

Storytelling & engaging

Service, ecosystem & business model design

Innovation strategy

Breakthrough innovation

Systems, scenarios, open innovation,

empathy

Problem diagnostics;

collaboration IQ; open innovation





✗‘ideation’ is one

small part of strategic

breakthrough innovation




social theory

philosophy

strategy

futurology

creativity

neuroscience

anthropology

psychology

evolutionary biology

complexity science

history

narrative

innovation

co-operation

business model innovation

conflict mediation

cybernetics

literature

improvisation

coaching

motivation science

game theory

biomimicry

network theory

peer-to-peer models

user experience

design thinking

empowerment

jurisprudence

measurement

theory of sciencestorytelling

org behaviour


Breakthrough

IGNITE

breakthrough





“If I had an hour to solve a problem and my life depended on the solution, I would spend the first fifty-five minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.” !

Albert Einstein


Breakthrough

Breakthrough innovation process




Breakthrough: Leveraging insights, switching assumptions and exploding myths to create transformative ideas





breakthrough

Order

Chaos

Constraint





Breakthrough

IGNITE

breakthrough

Breakthrough Questions:

What users do we want to innovate for? Why?

What is in it for us?

What is at stake for the enterprise and the world?

How does it all link to our core purpose?

Is innovation the right path to take?

Do we really want breakthrough innovation?

How will we measure success?

What kind of impacts do we want to deliver?





Breakthrough

INTERPLAY

breakthrough






Breakthrough

INTERPLAY

breakthrough


Who might be excited about collaborating with us?

Who has a vested interest in solving this problem?

How do we have to think and act to attract great collaborators?

What is in it for them?

What is in it for us?

What has to happen to ensure collaborators stay engaged?

What do we need to know about their needs and concerns to minimise the risks of collaboration?

How do we ensure that frustrations and concerns are raised and released in powerful ways?





Breakthrough

INSIGHT

breakthrough






Breakthrough

INSIGHT

breakthrough


What has everyone always believed about this space?

What are the myths and assumptions that govern the system?

Who and what maintain the status quo?

Who wins and who loses?

Which sweet spots in the system could create disproportionately high impact from small interventions?

What are the possible likely futures, given the past and present?

What kind of users might give us fresh insights into where this space is headed?

Are there any lead users or ‘positive deviants’ that we can find and learn from?

How can we observe and feel their experiences?

What has the latest science revealed about human behaviour and psychology that can inspire us?





emerge over time when we engage fully with a problem

INSIGHTSfrom unknowns unknowns not knowns

MUST BE CULTIVATED & NURTURED





Project Date


Breakthrough


the breakthrough value pyramid

INSIGHT

INFORMATION

DATA

IDEA

CONCEPT

STORY

Increasing Value

PROBLEM

Reality observed to understand problem

Information interpreted within context of problem

Data selected because of what it might reveal about problem

Insight flexed creatively to solve problem (and reinterpret problem)

Business proposition developed to exploit problem with solution

Concept pitched to engage stakeholders in problem and its visionary solution





SOURCE OF INSIGHTPAST: precedents, historic successes & failures, quant

PRESENT: ethnographic, qual, SYSTEMS thinking, appreciative inquiry

FUTURE: lead-user ethnography, Scenario PLANNING, EDGE RIDING, Positive deviants





Breakthrough

insight METHODS & MEANINGSBreakthrough

INTENTION KNOWLEDGE TERMS LENSES

KNOW ‘TRUTH’ EXPLANATION OF WHAT IS

MATERIALISM REALISM

REDUCTIONISM

EMPIRICAL ANALYSIS INDUCTION / DEDUCTION

PREDICT / CONTROL / IMPROVE

EXPLANATION OF WHAT IS / CONFIRMATION OF

WHAT BELIEVE

SCIENTISM POSITIVISM

GAME THEORY MOTIVATION THEORY?

EVIDENCE BASE RCTS

INNOVATION / DESIGN / MMM?

LEARN / APPRECIATE / EMPATHISE

UNDERSTANDING OF HOW THINGS ARE

HERMENEUTICS ETHNOGRAPHY

APPRECIATIVE INQUIRT

SEMIOTICS QUAL / QUANT

PARTICIPANT OBS DISCOURSE ANALYSIS

CRITIQUECRITICISM OF WHY

THINGS SUCK

STRUCTURALISM POST MODERNISM

PARADIGMS GENEALOGY

DECONSTRUCT EXCAVATE SURFACE

ASSUMPTIONSCRITICAL THEORY

LIBERATEINSIGHT INTO HOW TO

CHANGE THINGS

CYBERNETICS THRIVABILITY PHRONESIS

SYSTEMS THINKING BREAKTHROUGH

COMPLEXITY / CHAOS NETWORKS




PHRONESISWHERE ARE WE GOING? IS IT BUILDING THRIVABILITY FOR ALL? WHO GAINS AND WHO LOSES AND BY WHICH MECHANISMS OF POWER? WHAT PREJUDICES AND DELUSIONS DO WE HAVE? WHAT, IF ANYTHING, DO WE WANT TO DO ABOUT IT? !


Breakthrough

BREAKTHROUGH

breakthrough Breakthrough: Leveraging insights, switching assumptions and

exploding myths to create transformative ideas





Breakthrough

IMAGINE

breakthrough






Breakthrough

IMAGINE

breakthrough


What is the idea in its purest form?

What are the essential elements of each concept that have to be in place to make the impact we want?

How can each concept be simplified?

Why might this concept work more than others? Why now?

Is the window of opportunity open? How long for? Why us?

Why might this concept be a waste of time?

What might be the expected and unexpected impact of this idea on the future of the system?

Who and what might react and how?





Breakthrough

INVENT

breakthrough






Breakthrough

INVENT

breakthrough


What is the delivery model and business model for this idea?

What elements from existing models can we borrow and improve for our benefit?

What is the breakthrough profile for this innovation?

What elements of value can we sacrifice in order to serve new, previously marginalised, users... or existing users in new and brilliant ways?

How could we prototype the essential breakthrough without massive cost?

How could we get it to market with the least effort and resistance?

What is the minimal viable product that can start breakthrough happening?

How can we alter the model to reduce complexity and improve scale?

How can we leverage end users to deliver some or all of the value?

What positive impacts are we looking for?

How will we measure them?

How can we alter the mix of profit, people, planet and purpose to create a greater win win win?





Breakthrough

IMPLEMENT

breakthrough






Breakthrough

IMPLEMENT

breakthrough


Looking back at the system map, what might be some of the unexpected returns of our innovation?

How can we encourage the positive ones and minimise the negative ones?

How will the project scale?

What elements could be redesigned to allow for billions to access the rewards, not millions?

What happens if it is a runaway success?

How will the project sustain itself past initial investment?

Do we need to get investment or funding from the traditional players?

Can we use the wisdom of the crowd to fund it?

In what order should we structure the activities to maximise the potential for real-world breakthrough?

How will all the people involved be engaged, inspired and supported?

Who might want to fight the breakthrough?

How do we get them, and then keep them, on side?

What are we learning as we execute that might help us refocus or pivot the idea in real time?

Who else can we get involved to help deliver the vision?

Who has the right resources, credibility, appetite? Will they want or need to collaborate?





Breakthrough

INSPIRE

breakthrough






Breakthrough

INSPIRE

breakthrough


Who needs to hear this story?

What emotions do we want to elicit?

What thoughts and beliefs?

What behaviour changes?

How do we have to alter the story to reach different audiences in different contexts?

What do people need to hear, in what order, to help them shift?

What are people fearful of?

How can we speak to them, honouring their fears and concerns, in a way that helps them see what might be in it for them or for the things they care about?

How can we bring the story to life using animation, illustration, design, digital tools, old-fashioned tools, events etc?




Q&A

Innovation is in our DNA and

makes us human

10 tools to 1010 in 5000 years

Vegetable Peel Soup Recipe Ingredients: !

1. 1/2 cup carrot Peels 2. 1/2 cup cucumber peels 3. 1/2 cup ridged gourd peels 4. 1/4 cup potato peels 5. 1 tsp corn flour 6. Pinch of sugar 7. Salt to taste 8. Pepper powder as per taste 9. Water as per requirement

Source: http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html

http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html


people do not change ways of being / beliefs / behaviours easily!

!

!

we are fundamentally

illogical

!

!

!

!

emotions & reason

intertwined

!

!

!

!




SYSTEM WIRED FOR predictability (even if painful) over creativity

habits!

!

!

Sources: Antonio D’Amasio, Baba Shiv, Andrew Newberg, Jonathan Haidt

SURVIVAL

PROBLEM

1985 38% new cars bought by 21-34 yr olds

2010 27%...

!

REACTIONFORD introduces fiesta. jumps on social media

GM works with youth branding consultancy


TRIGGEREDby crisis into a pattern

predictable response = no longer creating

create story around patterns to justify





ASSUMPTIONSmother of all $%^# Ups

source of all business models & leadership acts

underpin every breakthrough / breakdown

episteme (foucault) / Paradigm (KUHN) !





FINISHTHESE SENTENCES (in your head)...





© Ipsos MORI / King’s College London

Out of every 100 people in Britain, about how many do you think are:

We have a very odd view of our population...

Base: 1,015 British adults aged 16-75 Source: RSS/Ipsos MORI 2013; Census 2011, NOMIS; 2011 Census, Population and Household Estimates for England and Wales (July 2012) ONS; Families and Households, 2012 (November 2012) ONS..

34 36

30

22 24 28

Mean 59

16 11

8 5 3

Actual

Christian Aged 65+ Black/Asian Unemployed Muslim Single parents

Breakthrough

Source: Ipsos Mori

Breakthrough




Sydney Finkelstein, Why Smart Executives Fail

“Failures [are] caused by four patterns of behavior: flawed executive mindsets that throw off a company’s perception of reality; delusional attitudes that keep this inaccurate reality in place; breakdowns in communications systems developed to handle potentially urgent information; and leadership qualities that keep a company’s executives from correcting their course.”

“People must pay late fees on rentals (on movies we have done deals with studios over).”

“People are happy to have a corporate phone with constant emails.”

!

is non-linear, ambiguous, challenging, not fully controllable & deals with real emotional human beings !

!

BREAKTHROUGH

Bmusic

Cubism


RIGHT(EOUS)attempt to protect us from change

ambiguity and uncertainty are a threat

plato’s ‘noble lies’




• STRESS RESPONSE ACTIVATED

less neural plasticity as age

confirmation bias

RIGIDSource: U of Illinois; Scientific American

we TEND TOWARDS CONFORMITY & AGREEMENT

more efficiency over creativity

GROUP THINK

Source: Harvard Business Review; Intro to Social Psychology

facts & rational argument can

actually reinforce old

beliefs

“BACKFIRE” EFFECT

... to minimize cognitive dissonance

Source: U of Michigan

“A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.”

Max Planck

“19 future Nobel Laureates encountered resistance [from the] scientific community; !

24 future Nobel Laureates encountered resistance [from] journal editors to manuscripts that dealt with discoveries that later would earn them the Nobel Prize.” !

!

!

!

Scientometrics, Nov 2009, Volume 81 ”

CREATIONWHAT ELSE IS POSSIBLE WHEN YOU CHALLENGE ASSUMPTIONS AND BREAK THROUGH?

people do not change ways of being / beliefs / behaviours easily!

!

!


BREAKTHROUGH BIODYNAMICS™ORDER /

THRIVING

DISORDER/ SURVIVING

edge of chaos !

ZONE OF MAX. Creativity

& MAX. confusion

the world / MARKET / ecosystem CHANGES OVER TIME

∂T = thrivability DIFFERENTIAL

Breakdown

Stuck in comfort zone whilst world

moves on

Switched off:Repeat patterns

and repress problem

Decline into irrelevance

Switch on: Conscious release

of old patterns

Org or leader rewired as new models,

processes and ideas are embodied &

embedded

Breakthrough impact &

results

Problems arise: Mismatch

between org /leader & their environment

breakthrough

Purpose-driven creativity unleashed

CREATING & SUSTAINING TRANSFORMATIVE CHANGE

Stasis deepens crisis

INTRODUCTION TO




“People want to choose a phone as a personality statement and, above all, want to choose when work can reach them in their private life.

“People want unlimited access whilst sharing their views and opinions / reading those of others.”

“People must pay late fees on rentals (on movies we have done deals with studios over).”

“People are happy to have a corporate phone with constant emails.”

We can't solve problems by using the same kind of thinking [and feeling] we used when we created them.

Albert Einstein



breakthrough

A

B






breakthrough

A

B




REJECTIONhurts in the same place we feel physical pain

tunnel vision / memory

Sources: Science 2003; Journal of Experimental Psychology 2013

“To do disruptive innovation, you have to be willing to be misunderstood for a very long time.”Jeff Bezos, Amazon

“Timing, perseverance, and ten years of trying will eventually make you look like an overnight success.” ”

Biz Stone, Twitter


Breakthrough


strategic innovation vs. policy

Strategic breakthrough

innovation

conventional policy / strategy

development

What Fits / Works What’s ‘Right’ Ideas Ideology Customer Pain Political Problems Empathy Observations Creative Rigour Technical Skill Insights Opinion / Knowledge Hanging Out Studying However Long It Takes Short Term (Votes) Breakthrough Incremental Rewarded By Impact Rewarded By Career Advancement Motivated By Big Win Motivated To Avoid Mistakes Emergent Definitive Transformation Reform Empowerment Welfare Collaboration Consensus Prototypes / Mvps Reports / Programmes Non Linear Linear




!

it is futile to expect our life / business / org / society to change… !

whilst we hold on to old emotional / cultural, mental / strategic, behavioural / process habits

BOTTOM LINE


Leadership

the goal of breakthrough leadership

Collaborative: Ways of working that are transparent & inclusive working together towards a common purpose for thrivability

Conscious: Ways of being that enlighten, empower and

enable oneself and others through radical reponse-

ability

Creative: Ways of thinking - business models, ideas,

strategies, frameworks - that fit the future as it emerges




The important thing is this: To be ready in every moment to sacrifice who we are for who we could become. !

Charles Du Bos, Approximations, 1922

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Unleash Your Creativity & Thrive With The New Science & Spirit Of Breakthrough

Question us. Challenge us. Have breakthroughs with us.

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.’ !

R. Buckminster Fuller

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Q&A

Government & Nonprofit

Social Innovation in Public Sector @ SciencePo