COE Innovation Hub 1 Contents Executive Summary .............................................................................................. 2 Introduction to The COE Innovation Hub ................................................................ 3 Our Objectives ..................................................................................................... 3 Research ............................................................................................................. 4 Incentive Programme ........................................................................................... 5 Incentivisation .................................................................................................. 5 Autonomy ........................................................................................................ 5 Mastery ........................................................................................................... 6 Purpose ........................................................................................................... 6 COE Recommendations based on Research .......................................................... 6 Brainstorming Methods ......................................................................................... 7 Ad Play ............................................................................................................ 8 Mind Mapping ................................................................................................... 8 The Failure Bow ................................................................................................ 9 Business War Games ....................................................................................... 10 Brainstorming Sessions ...................................................................................... 11 Rationale ....................................................................................................... 11 Advantages of Brainstorming ........................................................................... 11 The Trial Session ............................................................................................ 11 The Approach ............................................................................................. 12 The Application Process .............................................................................. 12 Interview Stage .......................................................................................... 13 Training Process and timeline ....................................................................... 13 Departmental Rotation ................................................................................ 13 Website Design ........................................................................................... 14 Overall Experience ...................................................................................... 14 Survey ....................................................................................................... 14 COE Survey ................................................................................................... 15 Floor meeting ............................................................................................. 15 Survey results ............................................................................................ 16 Review .............................................................................................................. 17 Initial Goals .................................................................................................... 17 Progress: A Rocky Road! .................................................................................. 18 Outcomes ...................................................................................................... 19 Acknowledgements ............................................................................................. 20
About this report The COE was established in 2014 to assist in developing a best-in-class process for executing global statutory audits and group reporting. This report provides a deep analysis of Brainstorming sessions and how they can help The COE gain a competitive edge amongst the Big 4 through enhancing a collaborative, problem solving atmosphere. Our findings are backed by academic studies and a number of surveys carried out within EY to members of staff.
Learning from our Global Peers In order to develop a framework to foster innovation through collaboration the team first reviewed other Global innovative firms such as MasterCard and Google. The lessons learnt are that The Innovation Hub must view the establishment of an innovative culture as a continuous process rather than a once off- implementation. Both Google and MasterCard have maintained a competitive edge in their respective industries through the implementation of schemes conducive to innovation, i.e. Googles 20% scheme and MasterCards Labs R&D centre. If successful in emulating a similar innovative methodology, EY and The COE can similarly differentiate from their competitors.
Incentivisation Through a thorough investigation of both monetary and professional incentives in return for successful pitches of new ideas to The COE, the team reached a somewhat unexpected conclusion. It was noted that 95% of managers described monetary gain as an important driver in motivation. However, the work of Edward Deci and other management theorists bolsters the argument that monetary incentives negatively impact on creative thinking.
Trial Run To test the theoretical benefits associated with brainstorming, the team ran a trail session between a group of interns to identify issues and solutions associated with the student recruitment process. This trial run was an outstanding success and verified our research regarding brainstorming's benefits.
COE Floor Session Given the success of the trial run the team set about looking at how such methodologies could be implemented into The COE in the most beneficial manner.
How do you get COE to innovate ? Get us talking!
Given the close relationship between COE, FAAS and Data Analytics the team proposed a COE Floor session to members of The COE in a randomised survey. The response regarding this session was incredibly positive, with over 83% wanting a weekly or bi-monthly floor meeting to take place. Furthermore, the survey also indicated that such a meeting would be most beneficial if it took place using of our proposed brainstorming methods.
Though beyond the time constraints surrounding writing this report we were successful in organising the inaugural COE floor brainstorming session on the 25 th July 2014, a true indication of the success of our research and an appetite to uptake the new methodologies surrounding brainstorming which we set out for The COE Primary conclusions
The COE Innovation Hub recommends that in order to foster innovation on an ongoing basis, communication between the COE teams is encouraged through brainstorming and interactive meeting style sessions which emphasise the values of autonomy, mastery and purpose. Incenivisation: Core Ideologies As a result of this investigation The COE Innovation Hub produced a definitive list of methodologies required to generate a framework which would incentivise creativity within The COE team; namely: Autonomy - Giving members of the team control over their own work Mastery The personal incentive to master a specific goal. Though a proven concept, COE must maintain engagement of the team to capture its true benefit Purpose The sense of being part of an important project and making significant progress and input.
Rather than proposing a monetary incentive for idea generation, the team recommends that if a member of the team proposes a clever idea they should then be given the opportunity to lead and work on it with The COE team. This should help foster an atmosphere of intrapreneurship.
Brainstorming In order to fully utilise the brain power of The COE team, it is proposed that the current format of meetings be revised. In addition to weekly catchup meetings between members of The COE, regular brainstorming sessions are proposed. These can take a number of formats, including: The Failure Bow Both an ice breaking session and one which helps develop a healthy failure environment which is conducive to creative energy Ad Play An exercise in redesign, a key focus for COE given the importance placed on rethinking processes Mind Mapping The utilisation of whiteboards during sessions to visualise a problem path Business War Games - A competitive, thorough SWOT analysis of a problem
COE Innovation Hub 2 Executive Summary
This summary provides a brief breakdown of our findings and recommendations regarding Innovation in The COE
Brainstorming advantages Solutions can be found rapidly and economically Results and ways of problem-solving that are new and unexpected A wider picture of the problem or issue can be obtained The atmosphere within the team is more open The team shares responsibility for the problem The implementation process is facilitated by the fact that staff shared in the decision-making process Introduction to The COE Innovation Hub Established in 2014, the Center of Excellence (COE) is an international, diverse, multi-lingual, and rapidly growing team. The primary function of the COE is to assist in developing a best-in-class process for executing global statutory audits and group reporting. It coordinates the global audit process for large multi-national companies and facilitates EY teams globally across different service lines. It also advises audit teams of local laws and regulations affecting statutory audits. The team has developed, and continues to develop, technology that helps to provide a superior global audit service. The key value add concept of the COE is simple: Consistent client experience globally. One dedicated point of contact for worldwide or regional statutory and group reporting. Full or part management of the statutory and group reporting processes centrally creating major efficiencies in the process. Business War Games Central management of the entire fee portfolio and risk management process. Clients statutory audit and group reporting spend will reduce following centralization.
COE Innovation Hub 3 Our objective The challenge proposed by Theo Laverty, Jonathan Daly, and Kim Johnston to the business team was to create excitement around the COE. The team was asked to consider the establishment of facility where our EY colleagues can present their ideas to the COE team. Should their idea be chosen to be further investigated by the COE team, they may also have the opportunity to be involved in the actual development of the idea into a real process or service.
The purpose of COE Innovation Hub is to redesign processes within EY through brainstorming sessions. The team intends to identify and address issues in all departments of the company in order to provide solutions which will improve services to our clients, increase efficiency, and provide EY with a competitive edge amongst the Big Four. In order to add value to EY and its clients, the COE must have a collaborative, problem solving atmosphere. The aim of these brainstorming sessions to foster an atmosphere of inclusivity and autonomy, where EY members at all levels and all departments are given the opportunity to create. COE Innovation Hub 4 The COE, established within EY Dublin, will help cement EY at the forefront of the global audit process. EY follows in the footsteps of other global firms such as Google and MasterCard in creating a unique work environment to promote innovative and collaborative thinking amongst employees.
Nurturing a culture that allows for innovation is a core element to success in todays competitive market. EY can learn from the successes of other firms such as Google and apply similar principals in our offices. The COE has taken a step in the right direction with the establishment of the Innovation Hub. It is important to acknowledge however, that the establishment of an innovation culture is a continuous process rather than a once-off implementation. The process to emulate a similar innovative culture and ultimately crown EY as the most popular global audit firm has begun, but there is a lot that could be done to advance it. In fact, on our introductory visit to the COE, we asked a member of staff what they would like to see from our project. Her response was simple, Get us talking!.
Google, the worlds most popular search engine continues to far outdistance its competitors thanks to its ability to innovate. Googles most famous perk is its 20% time, which allows employees to take one day a week to work on side projects.
Along with 20% time Googles workspaces consist of brightly coloured hangout spaces, perfect for informal and ad-hoc meetings. These spaces are furnished with grass carpets, swings and think pods. All 14 floors of Googles European headquarters in Dublin are designed around a different theme. Google encourage employees to relax and unwind in their offices in the hope that this will allow them to develop an innovative and creative mind-set.
In order to remain competitive EY must maintain the agility to make innovative shifts in their businesses and take advantage of windows of opportunity. In 2010 MasterCard Worldwide announced the launch of MasterCard Labs, a new global Research & Development arm dedicated to bringing innovative state-of-the-art payment solutions to the market with greater speed than ever before market. MasterCard assembled a globally diverse research and development team tapping into the broad knowledge of MasterCard payment experts and technologists worldwide.
The launch of MasterCard Labs will allowed them to generate, incubate and test new ideas. This keeps MasterCard at the forefront of advancing commerce. The Labs have supported breakthrough innovation efforts which. This has been pivotal in differentiating MasterCard from its competitors, and key to sustaining their competitive advantage in the marketplace. The COE will be a core element which will differentiate EY from other Big 4 Companies by adding value to clients.
Research Innovation Hubs Collaboration Creativity Opportunity Global Innovation Incentive Program As part of the brief for this project, it was suggested to examine the possibility of the establishment of a prize fund in order to attract new ideas and new personnel to the COE. The idea would involve regular Elevator Pitch sessions where employees from all branches of EY Dublin have five minutes to present their ideas for new products or processes to the COE team with the hope of their idea being chosen for further development. This prize could take the form of monetary or professional gain. While we had initial thoughts of our own as to which would be more beneficial, we explored both with equal enthusiasm. It became clear from our research that one was proven to be a much greater incentive for the type of work required by the COE. COE Innovation Hub 5 Incentivisation The introduction of money as an incentive has been thoroughly examined in management theory. The overwhelming feedback is that for creative work, the introduction of monetary gain is in fact a negative influence on employee performance. Psychologist Edward Deci ran a number of puzzle experiments on his students regarding incentivisation. Decis studies revealed that the introduction of a monetary incentive actually made students less interested in working on the puzzles after being paid. Meanwhile, another group of students, who had not been paid, worked on the puzzles longer and with more interest. Decis research acted to highlight the disparity between extrinsic motivation, the kind that comes from an outside source, and intrinsic motivation, the kind that comes within oneself.
Despite the evidence, when 600 US managers were surveyed by psychologists Teresa Amabile and Steven Kramer, 95% percent still identified salary, raises, and bonuses as important drivers of motivation for their workers. This seems to suggest that there is a disconnect between what workers identify as their main motivators and what actually drives their performance (Perceived vs Actual Motivation) In order for the COE to differentiate itself from other firms and to be a true Innovation Hub, all levels must inherit some key concept of motivation: Autonomy - The urge to control the who/what/when/where of work. Mastery - The drive to get better at what we do. Purpose - The sense of connecting to something bigger
Autonomy Autonomy means giving people control over how they work. That includes what they work on, when they work on it, how they perform the work, and who they perform it with. The financial services sector is lagging behind on all of these measures. However, there is one sector of the economy that recognizes the power of empowered, self-organising teams. That sector is the software industry, and in particular, the Agile software development community. The fundamental concept behind Agile companies is the trusting of employees. Managers assume that their employees are smart, self-directed, and creative. However, when smothered with endless meetings and micromanagement these same employees become demotivated and unimaginative.
COE Innovation Hub 6 Mastery The personal satisfaction resulting from challenging oneself and achieving a set goal, in our personal or professional lives, acts as a significant incentive to improve. This is mastery. While the idea of mastery is a proven concept, a recent study has shown that almost 69% of employees are actively disengaged from work. Some of the key components opposing a persons natural thrive for mastery are as follows:
Politics - Jockeying for position in the hierarchy is a feature of command-and-control organizations, preventing you from getting new and interesting projects approved. Repetition - Most employers hire you to do the same thing over and over again, instead of actively investing in your development. Risk aversion - The fear of failure drives many organizations, making the environment inhospitable towards experimentation and challenging oneself at work. We feel this point is most relevant to our Brainstorming proposal. It is key that a non-critical, free flowing atmosphere is created. Purpose The quest to find meaning and purpose in our careers. The concept of a work-life balance is a fallacy. The idea is based on premise that we want a clear, impenetrable division between our work and our home lives. The rise of freelancers, independent contractors, and entrepreneurs in recent years has acted to dispel such notions. Instead of a work-life balance, the 21 st Century sees a time of work-life integration where people use all hours in a week to their advantage.
Purpose plays a big role in that mission. When work has a greater purpose, we dont feel trapped by meaningless tasks and meetings that go nowhere. There are two key components of purpose: making a positive contribution to others, and making progress every day.
Center of Excellence How can COE management apply these concepts within the COE? While most Agile companies fall under the technology bracket, the proven concepts of autonomy, mastery, and purpose need to be applied more thoroughly by the Big 4. We recommend that the COE adopt and implement these core principles in order to be successful.
Therefore, the team proposes that in place of a monetary incentive, should a persons idea be chosen for further inspection, they will have the opportunity to work in the Center of Excellence and develop their idea with the COE team. Each of the team spoke with members of their floor informally and asked whether this would interest them. These conversations, coupled with the extensive research that was available to us, suggests a non monetary model would be successful. Brainstorming Methods Aside from regular Elevator Pitch sessions with members from other teams within EY, it is proposed that in order to fully utilize the existing COE teams, and to ensure the team remains engaged and present at all meetings, the current format of regular office meetings be reviewed. In addition to weekly catch-up meetings within the Center of Excellence, regular brainstorming sessions will take place between key team members in order to create a culture of sustainable innovation and creativity.
These brainstorming sessions may take a variety of formats, including:
Ad Play Mind Mapping The Failure Bow Business War Games
COE Innovation Hub 7 COE Innovation Hub 8 Ad Play Ad Play is an exercise in redesign and innovation. In the session, the facilitator tears out advertisements from recent magazines or newspapers and hands one out to each member. The group is given five minutes to reimagine the ad. After sufficient time, the person must present their own version of the advertisement.
The idea of redesign is crucial to the Center of Excellence. As with the centralization of global statutory audits, the COE needs the team to be open to reimagining existing process and products and identifying how to improve these services.
Mind Mapping Mind Mapping is a powerful technique that encourages effective learning and improves the way ideas are recorded during a brainstorming session.
Through Mind Mapping, the structure of a problem can be quickly identified since all the relevant information is clearly displayed. Mind Maps are a great way to visualize the progress of a session as they provide a full view of all the topics relating to the problem. The non-linear format of Mind Maps also allows you to add additional information and make associations easily, thus generating new ideas.
Within the COE the whiteboard walls can be utilized for these sessions allowing for maximum visualization of the solution being discussed as well as providing participants opportunity to review the key points of the discussion. Brainstorming Methods COE Innovation Hub 9 The Failure Bow For many failure has purely negative connotations. Through developing an innovative environment with the development of new ideas and processes, risks must be taken and hence some failures must be expected.
The suggested formats for such meetings require attendees to cite an example of where they had failed.
This exercise not only acts as an ice-breaker for the sessions but also highlights issues within the firm. Questions may be raised about existing protocols and systems in place, providing the team with topics from which solutions can be devised. COE Innovation Hub 10 Business War Games A Business War Game provides an opportunity for the team to perform a SWOT analysis of their company in a dynamic way. The process allows the team to build a better understanding of industry issues and helps them to identify emerging opportunities and threats in their business sector. The War Game allows key members of the team to not only develop a strategy for how they will react to problems, but also analyze how their competitors will react to the problem.
War Games typically involve a number of teams with each representing different players operating in the industry environment. Generally, but depending on the actual purpose and scope of the game, these teams represent different competitors. However they can also include key customers, or other organizations such as regulatory bodies. War Games usually take a full day to complete, are ideally conducted by a brainstorming facilitator and are broken down into hour-long sessions, each representing a six-month period.
Business War Games are often intense sessions and provide invaluable insights into the current situation including the opportunities, threats and issues that may arise in the short to medium term of the market. They also allow management to devise strategies for the future direction of the team and provide a testing ground for ideas. The session also allows the team to identify missing intelligence and corporate blind- spots.
Our team proposes the employment of a third party brainstorming professional to chair these Business War Game sessions in order to fully utilize the time of the COE team. Companies such as Polus Intelligence and Thousand Seeds are possible options for providing facilitation for such sessions. Brainstorming Session Rationale The purpose of brainstorming is to free individuals from inhibition, self-criticism, and criticism by others in order to respond to specific problems by producing as many ideas as possible. The rationale is that the more ideas that are produced, the probability of creating an effective solution is augmented.
The ability to present our findings to the COE, along with research for the implementation of such events was the driver for organising a brainstorming/idea generation session.
Advantages of brainstorming The table below list the primary brainstorming advantages the team has identified. The brief described the need for us to help drive innovation within the COE, upon analysis the different drivers for innovation we believe brainstorming is the most relevant method for COE.
COE Innovation Hub 11 No. Description 1. Solutions can be found rapidly and economically 2. Results and ways of problem-solving that are new and unexpected 3. A wider picture of the problem or issue can be obtained 4. The atmosphere within the team is more open 5. The team shares responsibility for the problem 6. The implementation process is facilitated by the fact that staff shared in the decision-making process The session One issue which we were all familiar with was the Student Recruitment process. A working trial thus presented an opportunity to identify these problems and help resolve them. Also it was a chance to document our findings, inform HR of them and illustrate how a session like this would be advantageous to the COE.
The session was carried out on the COE floor so that any member of the COE team could observe. It was believed that this was the most apt way of resembling a session that would take place in the COE.
Advantages of brainstorming COE Innovation Hub 12 The approach Ideas for the development of the Student Recruitment Process were recorded by a minute secretary. The ideas were grouped into themes to examine how each theme aligns with various elements/stages of the process. This discussion drew on the flaws of the process and how might they be resolved.
The themes discussed in the session are listed below. Each theme is discussed in the rest of this section of the report, detailing the impact of the problems and potential solutions.
The application process All of the ideas generated under this theme are aimed at improving quality of applications and include:
Restructuring the online application. Reducing the length of the application. Altering the format of answers.
Various issues and challenges were identified with these ideas. Firstly, the application was not user friendly. Dropdown boxes were suggested to improve the speed at which users could complete the process. The length of the application was reported to be too long, in comparison with other Big Four competitors. It was suggested to introduce a bullet point format. It was difficult to stay below the word count and this format would be mutually beneficial to both the reviewer and the applicant.
Application Process
Interview
Training Process & Timeline
Departmental Rotation
Website Design Overall Experience
Brainstorming Session Interview stage This faired as one of the strongest parts in the recruitment process. Ideas such as taking small groups for a pre- interview coffee (only certain people received this) were considered extremely beneficial. The only aspect lagging behind in this area was the brevity of notice for the interview (two days in most cases).
Events such as the quiz night and case study competitions were very well received. The participants believe that this is the best opportunity to demonstrate ones skillset and competencies. It was one of the deciding factors for interns choosing to work for EY.
Training process and timeline Although training is necessary for each individual into a new organization, ample improvements could be made in this area. These areas include:
Reducing the amount of virtual training and the number in the training group. Providing more training from seniors and a more thorough introduction into the work done on the floor. Completing the training prior to entering the office.
Participants felt that the majority of training was covered by their buddies or colleagues in the first few days and thus reduced the impact of the sessions.
Departmental rotation Understanding the core values and operations of EY is critical. It was difficult to understand what each service line embodies, and was thus difficult to decide what sector to apply for. The department leaflets were criticized in this regard as they were felt to assume too much prior information. A position that samples all four service lines is something which the group would like to see happen. Although, certain members (in advisory and tax) had alluded that they were offered a rotation to different projects.
COE Innovation Hub 13 yes no Improve SRP Would the changes discussed improve the student recruitment process ? Website design The website, according to the group, contained areas for improvement; namely the layout and lack of information on each service line. Increased visual and interactive aspects would result in a more attractive website.
Overall experience The experience was very positive from all participants both in terms of enjoyment and insight each intern is obtaining. All members believed they were part of their team and that every member of EY has been very welcoming to the interns. The open plan office allows for great interaction between seniors and interns/graduates. Furthermore, this allows for increased collaboration and communication between everyone.
Survey on participants Following on from the brainstorming session, a survey was carried out with each participant to assess the effectiveness of the meeting. The key indicators of this survey are detailed in the charts. 90% of participants believed that ideas generated in the session would help improve the Student Recruitment Process (SRP). This is a clear indication of the impact of the meeting. Innovative ways to adapt and adjust the SRP were suggested and the majority of the students (70%) said that these ideas would not have emerged without the brainstorming session taking place due to the ability to bounce ideas off one another until an applicable solution had been proposed.
This session enabled the team to realize the potential of such a meeting. Solutions gathered from this enabled us to provide solutions in the process of application that might be difficult for the student recruitment team to gather from their surveys and feedback.
COE Innovation Hub 14 yes no Tell SR Team yes no Best Way Best method of brainstorming? Would the participants give the same results to Student recruitment ? COE Survey COE Innovation Hub 15 Floor meeting The team set about investigated the idea of a floor meeting between the COE, FAAS and Data Analytics. These teams work closely on improving the experience for G360 clients. The idea of this meeting is to get the members of the different teams collaborating with each other both formally and informally in order to induce the atmosphere for innovation.
The team researched different meeting formats in section 5 which may benefit The COE. Furthermore, increased communication between the three teams would likely nurture collaborative innovation.
Our group felt that brainstorming would be the best option having previously run a session on student recruitment with 8 interns. Through changing the atmosphere of meetings, we believe members of the team may be more willing to offer up ideas and participate. The introduction of food or a different type of meeting can act as an ice breaker which may make members more likely to share ideas that are perhaps more outside the box or failures.
Yes No Floor Meeting Survey The team surveyed 19 members of COE, FAAS and Data Analytics using simple random sampling. The following three questions were asked:
Would you be interested in participating in a COE floor meeting? What type of meeting would make you most likely to attend? How often do you think it would be beneficial for the COE team to meet in an organized setting?
The COE floor meeting had an outstandingly positive response; seventeen of the eighteen people surveyed said they would attend. Brainstorming proved to be the most popular option of the suggested meeting types.
COE Innovation Hub 16 0 1 2 3 4 5 6 7 8 9 10 Weekly Bi-Monthly Monthly Quarterly Frequency of Meetings Weekly Bi-Monthly Monthly Quarterly Type of Meeting Standard Breakfast Brainstorm Conference Pizza Review Initial goals When the team first met, the concept of the COE was new to all of us. Thus, dissecting the project description was difficult. We unanimously decided that we would do our own research into the COE and then try to explain this to one another. From doing this, we all had the same understanding of what needed to be done. Our project lead Jennifer asked the room what three key deliverables we wanted to achieve by the end of the project.
Our initial goals were: Create hype within EY offices about the COE in response to a perceived office-wide lack of knowledge of the work which happens there. Establish a precedent in brainstorming sessions including when they would be used and conducting a trial run to see what works best. We received advice to aim for the highest level and to attempt to hold a session for the GCSP on their visit to Dublin. Provide recommendations to COE Innovation Hub based on detailed research into similar projects in other companies.
We all felt that these were three key things we could work on and deliver within the time provided. We were very keen to really add value to the new COE Innovation Hub and to not simply go through the motions. We wanted to challenge ourselves to the greatest extent, and for this reason we aimed to culminate our project with a brainstorming session including the most senior staff in the firm, the GCSP.
COE Innovation Hub 17 Progress: A rocky road! We ran into a number of difficulties with our project from the outset. As the COE itself is newly established, it was difficult to ascertain exactly what could be done to improve the quality of service provided. After receiving advice from senior members of staff, it was suggested that brainstorming and recommendations would be the two best paths to follow. It was not of great importance to COE that it was well known throughout the office as it deals on a global level rather than on a purely Irish focus.
The initial goal of the Innovation Hub project was to target the GCSP Conference on the 30th and 31st of July. The purpose of this conference is host the Global Client Service Partners for the COEs biggest clients, including Coca-Cola, Abbott, and Gilead. The conference is set to be a landmark week in the life of EY Dublin. In order to fully showcase the potential of the Center of Excellence, the team devised a proposition to host a brainstorming session for the attendees, allowing the partners to provide input through their vast experience and knowledge. Ultimately, the agenda for this meeting was already set and our session was unable to be inserted to this conference. We quickly accepted this as a team and began working towards establishing a framework for brainstorming sessions at a less senior level.
We were very keen that our project would make a real impact on the newly formed Innovation Hub, and so we met with our mentor, Johnathan Daly and together we came up with new goals and a plan to achieve them. It was noted that we had an opportunity to really add value in places where other staff did not, due to their work load and time commitments. We emerged from that meeting with renewed urgency to complete the following deliverables:
Establish a framework for future Brainstorming sessions, research into best practice and to conduct a trial run based on these results. Present our findings and make a recommendation based on the above to Mr. Theo Laverty. Research into other Innovation Hubs to learn from the successes and failures of others. Research alternative meeting methods, incentive schemes and other systems to keep the COE innovation hub fresh and maintain a constant stream of new ideas.
COE Innovation Hub 18 Outcomes COE Innovation Hub 19 We were successful in accomplishing these goals and as a direct result we were able to organising the inaugural COE floor brainstorming session to take place on the 25 th July 2014. This session will consist of a viewing of a video from Simon Sinek and a discussion of how similar ethos and methodologies surrounding inspirational leaders and can be implemented in The COE. Furthermore, though we were unable to chair our own session with The GCSP, this session will also help to discuss The COEs goals in terms of the opening speech on the first day of the summit. This progression made, although small, is the foundation we have build in order for idea generation and brainstorming to prosper within The COE.
Overall we feel our project was a great success and we are confident it will contribute substantially to the development of the Innovation Hub. In particular, we feel the framework we have established for a bi-monthly brainstorming session will result in a large boost in productivity and the emergence of clever, practical ideas from staff at all levels.
Despite our early difficulties, we are satisfied that we completed each of our tasks to a high level and more importantly, that we made sure COE staff are aware of our findings. Furthermore, given that The COE have decided to implement our main recommendation a COE floor brainstorming session, we believe this is a true indication of success in communicating our proposal to The COE. Full details on the completion of our goals are detailed in the relevant sections above but for emphasis, our key findings are outlined in the executive summary, on page 2 of this document.
Acknowledgements COE Innovation Hub 20
Project completed by:
Jennifer Dillon-Murphy Cormac McManus Aoife Kirrane Adam Jordan John Lynch Claire Mac Sharry
We would like to personally thank everyone at EY and The COE for their constant help throughout this project; in particular we would like to thank the student recruitment team, our mentor Jonathan Daly for being a wonderful support over the course of the project and Theo Laverty for proposing such an exciting assignment for us work on. Furthermore, a special thanks to Hermann Sidhu for allowing us to have access to his exceptional team. EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organisation and may refer to one or more of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organisation, please visit ey.com. 2014 Ernst & Young. Published in Ireland. All Rights Reserved. The Irish firm Ernst & Young is a member practice of Ernst & Young Global Limited. It is authorised by the Institute of Chartered Accountants in Ireland to carry on investment business in the Republic of Ireland. Ernst & Young, Harcourt Centre, Harcourt Street, Dublin 2, Ireland. Information in this publication is intended to provide only a general outline of the subjects covered. It should neither be regarded as comprehensive nor sufficient for making decisions, nor should it be used in place of professional advice. Ernst & Young accepts no responsibility for any loss arising from any action taken or not taken by anyone using this material. ey.com EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organisation and may refer to one or more of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organisation, please visit ey.com. 2014 Ernst & Young. Published in Ireland. All Rights Reserved. The Irish firm Ernst & Young is a member practice of Ernst & Young Global Limited. It is authorised by the Institute of Chartered Accountants in Ireland to carry on investment business in the Republic of Ireland. Ernst & Young, Harcourt Centre, Harcourt Street, Dublin 2, Ireland. Information in this publication is intended to provide only a general outline of the subjects covered. It should neither be regarded as comprehensive nor sufficient for making decisions, nor should it be used in place of professional advice. Ernst & Young accepts no responsibility for any loss arising from any action taken or not taken by anyone using this material. ey.com
(Studies in Fuzziness and Soft Computing 240) Asli Celikyilmaz, I. Burhan Türksen - Modeling Uncertainty With Fuzzy Logic - With Recent Theory and Applications-Springer (2009)