thegaragegroup.com
Br!"#!"# $%& O'$(!)& I": Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
B!"#$"%& I%%'v()"v* & Entrepreneurial Organizations
Idea generation & development
workshops
Employee-driven Ideation &
development Programs
Idea Discovery & Development
Training
thegaragegroup.com
Module 1: Background & Overview
module 2: Multi-Stakeholder Collaborative Co-creation
Agenda
DDBSocialCreativity ©
W+() ",External
collaboration?
Heineken Ignite Video
M'$!#* 1introduction & background
!"#r$%& Stakeholders
Internal marketing
salesresearchfinance
human resourcesmanagement
manufacturing
External vendors
manufacturerspackaging suppliersadvertising agencies
customers, buyers, usersinfluencers
T-*, 'fstakeholders
internal stakeholders How? n p External Stakeholders How? n p
r&D VENDOR
finance CUSTOMER
sales BUYER
marketing USER
research INFLUENCER
human resources COMPETITOR
management business partner
other business partner
other OTHER
other OTHER
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B'(!"&(( C%*++&"#&:
W+/ ", ") "01'r)(%)to involve
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B!/-I%
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I%1!) & Better Ideas
Ryan Hyde ©
F'3!, & Confidence
Lauri Rantala ©
21*r)",* &Capabilities
DDBSocialCreativity ©
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S1**$
Daz Smith ©
S+(r*$Risk
Steve Montgomery ©
Ov*r(r3+"%& O33(,"'%,2
Laurie Chipps ©
E%)r*1r*%*!r"(#Leader
Steve Jurvetson ©
Change your business model
Launch a new product/service
Enter a new segment
Drive efficiency
Thrive amongst new competition
Ada1t with a change in the market
R*(#4* /'!want or need to
H'w $' w*collaborate externally?
O1*% I%%'v()"'%.1
1. O1*% I%%'v()"'%*Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology.
*Definition sourced from Wikipedia.
henry ches
Smart Media ©
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Jordan Fischer ©
C!""#$% & D#v#&!'
Acquire 50% of New Innovation from outside P&G
A!"#v#"$ Monitor
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2. Cr'w$ S'!r3"%&Engaging a large group of people against a defined goal or a specific objective.
Robert S. Donovan ©
2012 CBS Interactive ©
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3. C'##(b'r()"v* C'-3r*()"'%
Pro-actively engaging internal and external stakeholders in a collaborative process to solve a business challenge.
P*r,1*3)"v*customer or vendor?
leadership
Clarity
Empathy
Investment
Perseverance
Dr"v*rperspective
CityLink Center ©
Citylink center Video
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1 2 3 4
1. Ar)"3!#()*the challenge
W+() ",A need/challenge area?
Essentially, about defining the problem well and at the right level
– Not a common skill, but critical for innovation
– Hard to learn; will become easier over time
Challenge or Need AREA – broad bucket
Challenge or Need STATEMENT – more specific articulation -- more actionable
– But, not too specific!
NOT a perfect science
Important to drive clarity and actionability
Need/Challenge Areas
Nina Matthews Photography ©
What’s wrong with this as a need area?
- Too broad, general
What are some STATEMENTS that could
emerge from this broad business
challenge/need area?
- Improve process efficiency in how we
manage projects to drive bottom line
savings
- Create product or service extensions to
drive loyalty among our core customers
- Deliver added value for our customers by
combining three of our services into one
integrated new service
NOT:
- Switch from Outlook to Quickbase for
project management (too specific)
- Open operations in China (not on
strategy)
Need/Challenge Area: we need to grow profit.
Nina Matthews Photography ©
GCHCChallenge
How can we add value for our
current members beyond current
membership and fee for service
offerings including significant
cost-reduction opportunities
around Epic/EMR?
“”
2. M(1 )+*stakeholders
M%'Stakeholders
EMR Activity StreamTechnology Activities Usage ActivitiesPurchase and Initial Setup
System Upgrades
System Maintenance
Security & Regulatory
DataEntry
DataTransfer
Reporting & Analysis
CIO
Technical IT Staff
CIO
Medical Staff
Internal Departments
Administrators
Purchasing
External Epic
Consultants
External Epic
Consultants
Review Board?
External Epic
Consultants
Internal Help Desk
External Agency?
Analysts
Medical StaffExternal
Organizations
EMR
Activ
ity S
tream
Rol
es
Administrators
Epic Corporate
Training Staff
Training Staff
Clerical Support
Staff
IT Director IT Director IT Director
What’s Possible
What’s Needed
leveraging your stakeholder map from the first exercise, identify:
1. which stakeholders will help define needs
and
2. which might help create possibilities
Lab
Nathan Ruttley ©
3(. A,,*,, N**$,via observation & research
Pr"0(r/ R*,*(r3+ V. O5*rv()"'% & S*3'%$(r/ L*(r%"%&
Observation often a precursor or supplement to primary research
“Birdwatching” Observation
In-Context Visit/Interview
Observational Tour
Search Publicly Available Information
Blogs, Articles
Books
Data, Reports
Social Media (mine existing or query)
Ways to observe
Steve Woodmore ©
Pricing
Delivery Models
work processes
roles & Responsibilities
Usage Experiences
experience vs. expectations
words & actions
What to look for
Pr"0(r/ R*,*(r3+ V. O5*rv()"'% & S*3'%$(r/ L*(r%"%&
consider:
R",. L*v*# -- higher risk, more need for primary research
A33*,, )' C!,)'0*r -- harder to reach/find, more need for primary
R*&"'%(# D"6*r*%3*, -- more differences, more need for primary
I%")"()"v* L"f* C/3#* -- farther down path, more need for primary
21*r"*%3* -- what’s the “research” experience level of your team?
In-Context Interview/ Observation
compensatory behaviors
Usage
Ah-Ha’s
Personal Background
Habits Beliefs Usage
A7*r '5*rv()"'%, )+"%. )+r'!&+...
Insights That Emerge from Learning
Implications
Insights & Im1lications Tem1late
Key insights gathered during research
Insight: implications:
Messaging/ Awareness
Distribution
Pricing
Product Features
Product Benefits
User Experience
Ideal Experience
S!11#*0*%) w")+ Pr"0(r/ R*,*(r3+
focus groups
in-depth interviews
Quantitative surveys
R&-*r$!,'+*$& $%& N&&) via a more robust understanding
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Among Stakeholdersinterviews in context
interaction with EPIC/usageinterviews with current team members
Publicly AvailableWeb Searches
ArticlesBlogs
EPIC siteJob Postings for EPIC roles
Trends/Data ReportsGovernment Info
GCHCObservation
3b. Cr*()* & A,,*,,
P8,"b"#")"*,via networking & observing
H'w 3(% w* network?
Use the 60/40 rule
Avoid the “yes or no”
Learning vs. Confirming
“Tell me more...”
“Help me understand...”
Learn, don’t sell
Pay attention to non-verbals
Move from general to specific
A f*wTips
Need NIL picture -- maybe one from delight conf?
Conferences
Books/Authors
Ask for Connections/Referrals
Coffee Shops
Meet Ups
Training Events
Blogs/News
Other Categories/Brands
Other Functions
Trend Forecasts/Public Trend Reports
New Products on the Market
Social Media: LinkedIn, Twitter, Facebook
W+*r*to look
Mattt.org ©
GCHC NetworkingDr. Walker
Thought Leaders
Local Experts
Health Care Users
Analogs (Universities, etc)
internal stakeholders How? n p External Stakeholders How? n p
r&D VENDOR
finance CUSTOMER
sales BUYER
marketing USER
research INFLUENCER
human resources COMPETITOR
management business partner
other business partner
other OTHER
other OTHER
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+Need/Insight
possibility/Analog
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Mariko ©
business models
trends
insights
compensatory behaviors
technology
needs
resources
case studies
behaviors
empathy
experiences
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networking
observing
questioning
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Connect
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Jeff Kubina ©
Need/Insight Analog/Possibility Idea!=+
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4b. I)*r()"v*#/ D*v*#'1with stakeholders
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Charter
Background/Objectives
business purpose
scope
roles & responsibilities
key phases and measures & milestones
Resources Required (human and funding)
Title/headline
conceptual prototype template
2 to 3 sentences to bring the idea to life...
Who is the target (primary & secondary)?
key players (internal) key players (external)
logic for How idea reaches financial goals Products/Services leveraged
distribution channels Pricing model
supply chain implications/ideas
organizational model implications
I"#r%")v#&+Develop
Jeff Blucher ©Jeff Blucher ©Jeff Blucher ©Nordstrom ©
P"#')
eren {sea+prairie} ©
1. Enabling care everywhere
2. Consistent order sets
3. epic talent pool
4.Greater Cincinnati Epic On-
Going Education Program
5. Plan, Prepare and Implement
Jeff Blucher ©Jeff Blucher ©Jeff Blucher ©Nordstrom ©
5 I*#%,
W+*r* (r* )+*/ %'w?
1. Users Conference
2. Menu of services (still being vetted); a la carte pricing
M*)+'$, f'r Coming together
W'r.,+'1,
S0(##*r W'r.,+'1,or 1-1 Discussions
Pr"%3"1#*,& watchouts
C#(r")/ 'f M*,,(&*is critical!!
S."% "% )+* G(0*for everyone!!
M(.* S!r* P(r)%*r,Understand your business
I%)*r%(##/...What has to be true?
B* Aw(r* 'fCompetitive issues &
Sensitivities
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Phase My Top 3 Take-aways/next Steps
1. Articulate the challenge
2. Map the stakeholders
3a. Assess Needs via observation & research
3b. Create & Assess Possibilities via networking & observing
4a. Connecting to Form Ideas & Hypotheses
4b. Iteratively Develop with stakeholders
B!"#$"%& I%%'v()"v* & Entrepreneurial Organizations
Idea generation & development
workshops
Employee-driven Ideation &
development Programs
Idea Discovery & Development
Training
thegaragegroup.com