Innovation Via Employee Engagement

Helping Leaders drive change and innovation!

McLaughlin Consulting Services [email protected]

609-577-30721

Johnnie Cochran

“If the gloves don’t fit…

…you must acquit!”



609-577-30722

“When in doubt…

If you remember one thing…

…try it out”



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Innovation Through Employee Engagement

“As leaders, we need to fall in love with cultivation of activities in the margins, because this is where we see the future before it happens.” ~ Tom Petzinger, The New Pioneers

10% 80% 10%



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• Prototyping

• Promoting Serendipity

• Engaging employees to innovate and explore



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and the



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A Perfectly Good Prototype



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Invert the thinking…

instead of

Carefully articulateall design specs

and build to specs

Prototype your way to your final

design specs

Prototyping at IDEO



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Why so much prototyping?

E

PJ

FT

IntuitiveSensing

I

75% 25%“What I can feel, see, hear, taste, smell in front of me right now”

“I get an overall sense I cansee playing out in the future”



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Prototype-Driven Specs

• 2 > 1

• Rough, early and iterative

• Watch how users interact with the prototype

• Avg is 4-5 prototypes to final



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• Prototyping





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“I think organizations would send a lot more teams out into the field if they understood just how many business opportunities or cost savings simple observations can bring.”

~ Tom Kelly, IDEO




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Who are you networking with?“The old ways are dead. And you need people around you who concur. That means hanging out more with the creative people, the freaks, the real visionaries, than you’re already doing. Thinking more about what their needs are, and responding accordingly. It doesn’t matter what industry we’re talking about – architecture, advertising, petrochemicals – they’re around they’re easy enough to find if you make the effort, if you’ve got something worthwhile to offer in return. Avoid the dullards; avoid the folk who play it safe. They can’t help you anymore. Their stability model no longer offers that much stability. They are extinct; they are extinction.”

Hugh MacLeod



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An Interesting StudyFrom Why Innovations Fail, By Carl Franklin

197 Product “Introductions”(111 successes; 86 failures)

• Need Spotting (known problem)

• Mental Inventions• Solution Spotting (new uses)

• Trend following (Me too)

• Market Research• Random Events



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From Why Innovations Fail, By Carl Franklin

An Interesting Study

197 Product “Introductions”(111 successes; 86 failures)

• Need Spotting (known problem)

• Mental Inventions• Solution Spotting (new uses)

• Trend following (Me too)

• Market Research• Random Events

-3 out of 4

-3 out of 4

+2 out of 3

+7 out of 8

+4 out of 5 +13 out of 14



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“How do we continue to meet our current commitments, optimize our current ways of doing things ANDexplore new lines of business and technologies?”

Worthy Questions



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“Do you guys know of anybody playing

with in-process labeling?”

Tech Center Story



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• Prototyping





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Tech Center Story

1994 Off-site“THE provider of engineering

services for all of Baxter!”

1995-2000

Dave – SupplierJohn - Customer

Terry, “I need all 80 sets of eyeballsout there!”

20012003

ManagementTeam Only

Entire Department

• Future Search process• “Open Space” process



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Results

Turnover > 8% from 2000-2012

2 new labs brought in coming out of Future Search session

“I still get feedback to this day from people who have worked for me in the past telling me how much they enjoyed what they did, had a sense of accomplishment, and learned a lot that has prepared them for other assignments.” Terry, VP Tech Center, 2016



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Engaging Employees to Drive Innovation

Change toolsexperienced

and explored

AppreciativeInquiry

Croudsourcingin :30

WorthyQuestions

QuadCoaching

EmergentConversations

Force Field Analysis

Open SpaceProcess

StakeholderEngagement

EcocyclePlanning

Plus/delta

ConversationCafe

User ObservationsPlanning

ImprovPrototyping

Future Search

Conference



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• Push for quick and multiple prototypes

• Encourage networking in the fringes

• Invite the crowd in



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“Our experiences have taught us that leaders are far better off when they devise structures, procedures and processes in collaboration with the people who have to make them work.

~ R. Teerlink and L. OzleyThe Harley Davidson Story

….In many cases, the inmates are the only resource that can save the asylum.”

Closing Thoughts



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“When in doubt…

One Last Time…

…try it out”



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Questions

Business

Innovation Via Employee Engagement