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SYSTEMIC INNOVATION
Erika Gregory
Arnold Wasserman
Collective Invention
“The United States of
America did not become
the most prosperous na-
tion on Earth by sheer
luck or happenstance.
We got here because
each time a generation
of Americans has faced
a changing world, we
have changed with it.”
President Barack Obama
Carnegie Mellon University
June - 2010
ACKNOWLEDGMENTS
Many thanks to Fiona Hovenden, PhD and David Karshmer for their contributions to this work.
TABLE OF
CONTENTS
1 Quotes
4 Overview: Building an Innovation Ecosystem
6 What We Have Learned
8 Phase One: Discovery
• •
Charter
Charter
for afor
highly-effective
a highly-effectiveinnovation
innovation
teamteam
• •
Detailed
Detailed
picture
picture
of the
of current
the current
statestate
• •
Framework
Framework for guiding
for guiding
systemic
systemic
adoption
adoption
of innovation
of innovation
practices
practices
andand
protocols
protocols
• •
Alternative
Alternative
scenarios
scenarios
in the
in short,
the short,
medium
medium
andand
long-term
long-term
• •
The The
Internal
Internal
Innovation
Innovation
Study
Study
12 Phase Two: Design And Development
• •
Refined
Refined
implementation
implementation
planplan
andand
dashboard
dashboard for assessing
for assessing
progress
progress
• •
Learn-by-Doing
Learn-by-Doing innovation
innovation
training
training
program
program
for innovation
for innovation
facilitators/
facilitators/
staffstaff
• •
Prototype
Prototype
Innovation
Innovation
Center
Center
toolkit
toolkit
andandcurricula
curricula
• •
Innovation
Innovation
Training
Training
• •
Toolkit
Toolkit
Development
Development
16 Phase Three: Delivery
• •
Refined
Refined
Innovation
Innovation
Center
Center
toolkit
toolkit
andand
curricula
curricula
• •
Mentorship
Mentorship
andandcoaching
coaching
as new
as new
processes
processesandand
programs
programs
are imple-
are imple-
mented
mented
• •
Diffusion
Diffusion
of innovation
of innovation
center
center
practices
practices
in the
in greater
the greater
system
system
andand
com- com-
munity
munity
• •
Evaluation
Evaluation
• •
FeedFeed
forward
forward
Learning
Learning
& Iteration
& Iteration
• •
Innovation
Innovation
Diffusion
Diffusion
& Adoption
& Adoption
20 About Design Thinking and Lean Sigma
24 Bibliography
Collective Invention
OVERVIEW:
BUILDING AN
INNOVATION
ECOSYSTEM
"Entrepreneurs, researchers and innovators want to be around
each other. They want to feed off the shared creative energy.
They want access to a shared talent pool. They want to build
relationships. So if a local community is able to plant that seed—
if it's able to create the climate for innovation and build a critical
mass— then private investment will follow. Innovation will follow.
Jobs will follow."
John Fernandez
Assistant Secretary
US Economic Development Agency
In the past two decades, we’ve seen seen explosive growth in bio, info,
and nanotechnologies. But in many respects our social structures—
education, health, and government itself—have not kept pace. In spite
of (some might argue because of) the increasing fragility of existing
systems, a global ecology of social innovation seems to be emerging.
After all, our future depends on reinventing and re-energizing social
institutions and bonds, and progress relies on both new technologies
and new social arrangements to liberate and direct human creativity,
knowledge, and energy.
4
Innovation for the Common Good™
5
Collective Invention
WHAT WE HAVE
LEARNED
In the late 1990’s in San Francisco we built The Idea Factory (www.ideafac-
tory.com), a space and process for organizational innovation. We replicated
that model in Amsterdam, Paris, London and eventually Singapore, where
The Idea Factory is headquartered today. What we learned from our work
with government ministries to industry consortia, from multinational corpo-
rations to small schools and non-profits, is that innovation centers create
helpful but insufficient conditions for successful innovation. In the absence
of leadership and organizational structures that both incent and enable new
ways of working, the innovation center is never absorbed into the organiza-
tional or sectoral bloodstream.
6
PHASE ONE: PHASE TWO: PHASE THREE:
DISCOVERY DESIGN AND DELIVERY
DEVELOPMENT
Charter for a highly effective in- Leadership collaboration and Refined toolkit and curricula
novation team including coaching
Detailed picture of the current Refined implementation plan and Mentorship and coaching as new
state and scenarios for the future dashboard for assessing progress processes and programs are im-
plemented
Framework for guiding systemic Learn-by-doing innovation training Integration of innovation with
adoption of innovation practices programs other embedded processes, e.g.
and protocols Six Sigma
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Collective Invention
PHASE ONE:
DISCOVERY
“Especially in the scientific community, people are stuck in how they ap-
proach problems. The day before something is a breakthrough it was a crazy
idea. If it wasn’t crazy yesterday, it isn’t a breakthrough today. And break-
through ideas can sometimes be embarrassing if they don’t immediately
lead to results.”
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Innovation for the Common Good™
Armed with a Charter that describes in detail the commitments of all in-
volved, rules of engagement, decision-making protocols and measures of
success to be used throughout the process, the core team maintains align-
ment with larger strategic goals and organizational capacities and estab-
lishes operating norms.
Internal Discovery
The purpose of an internal ethnographic study is to understand the culture
of the organization and the tacit or latent knowledge contained in the minds,
experience and sensibilities of the people who work there. Ethnography can
help to surface ways of operating and behaving that people would never
otherwise think to articulate, but which represent valuable knowledge of
several kinds(drawn from the MId-Continent Research for Education and
Learning’s (McREL) Balanced Leadership Framework”)
9
Collective Invention
• Established innovation practice: How and where it has taken root and
is being used
• Adoption patterns: What can we learn that will help us design an ef-
fective plan for diffusing innovation practice throughout the system
10
Innovation for the Common Good™
With this information we map barriers and enablers relevant to the creation
of a sustainable, and culturally congruent Innovation System. We identify the
resources already available in the system—whether being used currently
or not—and identify opportunity areas. Using personas and scenarios we
explore near, mid, and long-term futures.
We use ethnography as the main methodology for the study. This approach
encourages a focus on the ways in which an organization actually operates
day-to-day, an appreciation of multiple perspectives, and an attention to the
tacit, unarticulated dynamics of any system.
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Collective Invention
PHASE TWO:
DESIGN AND
DEVELOPMENT
• Refined implementation plan and dashboard for assessing progress
• Learn-by-Doing innovation training program for innovation facilitators/
staff
• Prototype Innovation toolkit and curricula
Innovation Training
We believe that innovation is too important to leave to experts and that
everybody can be an innovator. We build our engagements by transferring
innovation practices to the client through an iterative process of capacity
development.
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PRINCIPLES OF
COLLABORATIVE
INNOVATION
*“Charrette” is a French term used
Public Cognition & Persistence of Concept Generation
by architects and designers to mean
Information With all the research data collected
an intensive, round-the-clock collab-
The CI innovation training is a series in Discovery available in the char-
orative teamwork session (In French,
of generative learning/prototyping rette, the core team--often extended
a charrette is a horse-drawn cart.
workshops that take place in what at this phase to include thought
The term originated in the eighteenth
we call the “charrette.” The charrette partners from outside the organi-
century when teams of architects
is both what happens and where it zation--identifies a broad variety of
worked many days without sleep to
happens. It is a process and a dedi- possible opportunities for contin-
prepare design submissions for state-
cated project space – both physical ued exploration. After an intensive
sponsored building projects. On the
and virtual. Charrette participants period of ideation (in which brain-
morning of the judging, they tossed
learn through doing real world work: storming is but one tool) the team
their rolls of drawings down into the
developing an implementation plan clusters potential initiatives into
cart as it trundled by in the street
and dashboard, prototyping and a representative set of concepts,
below, collecting the submissions.
piloting new business models and fleshing them out in scenarios and
Sometimes the architects would leap
programs core to the innovation images that describe their benefits
into the cart and continue to work on
center, etc. In this “learning-by- and value from the “user’s” or “cus-
their drawings. This was called being
doing” process, staff will become tomer’s” point of view.
en charrette which is the term we
effective practitioners of iterative
use today when we are closeted in a
ideation, visualization, concept
deadline-driven team work session.).
generation, rapid prototyping, all
A central characteristic of the char-
key components of the Collective
rette is visual idea generation. All
Invention process. The charrette is
thinking is done in rapid visual itera-
where the “whole mind” potential
tions, proceeding from the rough-
of widely diverse participants with
est early concepts to successively
differing knowledge, perspectives,
more refined versions. All working
skills and processing styles can
materials, including all reference
engage effectively in the experience
material, data, and creative stimuli,
of collective invention.
as well as work products are put on
the walls. This gives everybody the
same shared view of the content
as it emerges and the same shared
history trail of the collaborative body
of thought as it grows. Everybody
feels free to annotate, rearrange,
cluster and reorganize the material
constantly. The effect is like viewing
a visual, neural-network map of the
collective mind of the project team.
This stimulates the spontaneous
cross-linking of previously unrelated
ideas and the pattern-recognition of
larger gestalts – the “Aha!” imagina-
tive leaps uniquely characteristic of
the higher mental functions we call
“creativity.”
Concept Validation Prototype Development and Testing they immediately kill the product.
At this point, the core team will have Designers, engineers and product If the market is positive, they can
aggregated a broad and diverse developers all know the impor- overnight accelerate production.
set of inputs into a large field of new tance of rigorous cycles of inquiry
data, insights and ideas all “con- and learning, building and testing Prototyping can be applied to vir-
tained” in a set of provisional con- rudimentary prototypes to ferret tually any purpose*, from devel-
cepts about how to move forward out flaws before implementing a opment of new organizations to
successfully. In the Concept Valida- concept at scale. A rule of thumb generation of new business models,
tion phase, we often use electronic is “The Rule of Tens,’ which says programs, systems and tools.
media to put those concepts in front that at every successive stage of
of a wide range of thinkers, exploit- development, the cost of the project *Collective Invention has taught
ing the wisdom of diverse experts -- in time, materials, and potential and applied prototyping in a wide
and stakeholders about the chal- problems—increases tenfold. So range of settings, from small social
lenges or opportunities they see. you want to find problems as early services agencies to national in-
The data generated in the validation as possible when failure is cheap, a novation development. For example,
process generates solid support for process some practitioners call “Fail in the Republic of Singapore, this
the decision process that follows, Early, Fail Often.” approach has been at the heart
during which leaders and core team of work we began 10 years ago
members determine which con- By the time you introduce a solution with our partner, The Idea Factory
cepts to invest in as programmatic into the world of users, you want to Singapore Ltd., at the Ministries
prototypes. have engineered out every error you of Education, Environment, and
can possibly anticipate. It is much Community Development. At the
more cost effective to do multiple, Ministry of Education, prototyping
low-fidelity prototypes very early in training has been scaled through
the process, testing them at specific the entire system and continues,
phase gates. We call this “progres- inside the ministry and at school-
sive approximation,” where you go sites around the country, a decade
through rapid trail and error itera- later. In another example, at the
tions in order to move successively request of the Danish Government,
closer to a field-ready pilot product our team facilitated INDEX:Views, an
or program that is as close as pos- international assemblage of crea-
sible to the final implementation. tive thinkers dedicated to improving
life around the world in the areas of
In some cases, like a software Beta work, home, body, play and com-
release, a solution is released into a munity. We set up charrette environ-
limited marketplace to learn from a ments and ran charrette workshops
few sophisticated users, with the as- at the Danish Design Center in
sumption that few (if any) changes Copenhagen, to rapidly develop
will be made before releasing it conceptual prototypes addressing
more widely. Japanese and Ko- complex healthcare, communica-
rean consumer product makers tions, educational and trade issues
have built a system of instant feed- affecting millions of people globally.
back and response, flexible manu- More recently we have designed
facturing and speed-to-market that and facilitated prototyping programs
allows them to do “market probes.” for foundations, healthcare or-
They release a product into the ganizations, and industry consortia
market, track sales and customer focused on cross-sector innovation.
response and if it is unfavorable,
14
Innovation for the Common Good™
TOOLKIT
DEVELOPMENT
The Ethnographic Field Expedition: How to develop a highly effective primary research team able to conduct con-
textual inquiry into the needs and wants of all stakeholders–and structure and internalize that body of knowledge as the
basis for defining “value to the customer” across the value chain.
Persona Development: How to develop iconic human profiles representing relevant segments of customers and
other stakeholders across the value chain.
The Charrette Process: How to construct a collaborative platform for visualizing, developing and sharing data, infor-
mation, knowledge and emerging innovation concepts
Digital Media Environments: how to use digital media environments for collective learning and collaboration across
geographies
Future Maps and Scenarios: How to depict, analyze and exploit future trends relevant to our context
Prototyping: How to move rapidly from early concept development through a rigorous process of iterative trial and
error before introducing a new program at scale
Communication by Design: How to frame, message and communicate effectively to achieve outcomes
15
Collective Invention
PHASE THREE:
DELIVERY
• Refined Innovation toolkit and curricula
• Mentorship and coaching as new processes and programs are imple-
mented
• Diffusion of innovation practices in the greater system and community
Evaluation
Because we have co-designed the evaluation process with our client as
one of the first steps of work (see Process Design, Leadership and the Core
Team above) we will be well prepared for the evaluation of (a) our engage-
ment and (b) the outcomes of the program. In most projects, we do dipstick
evaluations periodically throughout the process to look for “leading indica-
tors” that we are on the right track according to the objectives established at
the outset.
16
Innovation for the Common Good™
What happens is that invaluable learning from failure never gets captured
and fed forward to a better version. This is why it is important prior to real
world piloting to approach every project as a learning vehicle that cycles
rapidly back and forth between specification and prototyping in a safe-to-fail
environment.
Once the solution is out in the real world, even if it is successful, it often still
becomes an orphan as development teams break up and staff moves on to
other projects. By contrast, high performance innovation organizations follow
solutions into the world and continue to observe and learn from them. An
example is Intuit’s “Follow Me Home” program where Intuit engineers and
marketers follow a customer home or to work to observe their experience
with a newly purchased product.
17
Collective Invention
Moore argues that there is a chasm between the early adopters of a product
or service (the technology enthusiasts and visionaries) and the early major-
ity (the pragmatists). Moore believes visionaries and pragmatists have very
different expectations, and he attempts to explore those differences and
suggest techniques to successfully cross “the chasm," including choos-
ing a target market, understanding the whole product concept, positioning
the product, building a marketing strategy, choosing the most appropriate
distribution channel and pricing. Ideally, a successful innovator can create a
bandwagon effect in which the momentum builds and the product becomes
a de facto standard.
18
Frameworks
Innovation for the Common Good™
Area under
the curve
represents
number of
THE CHASM customers
Crossing
Adoption the Chasm Acceptance Understanding Awareness Underlying
Drivers in Growth
Markets
THE CHASM
ADOPTION PHASES
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Collective Invention
DESIGN THINKING
AND LEAN SIGMA
The typical model of design thinking principles will look familiar to anybody
with a background in systems engineering, artificial intelligence, the computer
software spiral development model
Design Thinking: The DNA of Innovation or customer-driven process, qual-
ity and productivity improvement
The design thinking process has seven stages:
methods like total quality manage-
ment, quality function deployment,
7. Learn six sigma and lean sigma DMAIC.
20
Innovation for the Common Good™
10. Learn
9. Implement
6. Choose 4. Visualize
5. Prototype Design
New Capacities
21
Collective Invention
ABOUT
COLLECTIVE
INVENTION
Collective Invention is a social innovation firm. We build tools and de-
velop programs that enable innovation for the common good: transformative
approaches to education, health, sustainability and ethical enterprise. We
work at the systems level, designing ways for policymakers, philanthro-
pists, entrepreneurs, NGO’s and non-profits to collaborate meaningfully;
we also facilitate innovation processes for individual organizations such as
Kaiser Permanente, and UCLA Medical School’s Center for Healthier Chil-
dren, Families and Communities where we facilitated early development
of a sector-wide innovation network. Collective Invention’s practice draws
on expertise in scenario planning,
design, ethnography, organiza-
tional development, psychology
CONTACT and web-based collaboration. We
have worked extensively in the US,
Erika Gregory, President/CEO Europe and Asia.
Erika@collectiveinvention.com
Collective Invention represents “Act
+1 (415) 963-4060
Two” of a partnership that began
in San Francisco in 1996 with the
Arnold Wasserman, Co-Founder innovation consultancy called The
Arnold@collectiveinvention.com Idea Factory. When The Idea Fac-
tory was sold to entrepreneurs in
www.Collectiveinvention.com Singapore in 2000, our team spent
several years--for some of us this is
www.Innovationforthecommongood.com
ongoing--traveling between the US
twitter: collectinven and Asia to help grow the business,
which continues successfully today
as a Singapore corporation serving
the rapidly growing Asian market for
innovation services.
22
RECENT AND
CURRENT
CLIENTS
NovoNordisk (current) Grantmakers for Education (2009-present) UC Berkeley Haas School of Business
Design and facilitation of cross-sector con- Leading national philanthropic innovation (2010)
sortia in two areas: program for a group of 200+ funders includ- Trained incoming business school students in
The early origins of health ing Gates, Macarthur, Hewlett and Lumina the innovation cycle
Trendspotting to identify innovation opportu- foundation among others
nities (in collaboration with NOKIA, Philips, The KnowledgeWorks Foundation (2009-pre-
Maersk, Novozymes, and Shell) Case Western Reserve University (2009-2010) sent)
Developed strategy for building a new Center Developed tools for walking in the shoes of
Genentech (current) for Culture, Creativity and Design at CWRU the learner today and in the future
Conducting ethnographic study to under-
stand and transform collaboration culture SOCAP10 (2010) Singapore Government Ministries of
Designed and facilitated program for venture Education; Community Development; The
Sydney H. Garfield Innovation Center, capitalists and social entrepreneurs to collab- Environment; Information, Communica-
Kaiser Permanente (2010) oratively innovate the practice of international tion & The Arts; The Economic Develop-
Consultation on development of market- development ment Board; Singapore Design Council
facing programs and tools (2000-present)
Co-design and co-facilitation of prototype New Orleans Center for the Creative Arts Multiple consulting engagements, Board
public training programs (2005-present) seats, convenings and training programs in
Consultant and coach to the Boards and sen- innovation, design and future scenarios (all in
US Environmental Protection Agency (2010) ior leadership of NOCCA and its foundation collaboration with The Idea Factory Singa-
Delivered web-based and live simulations of Conducted ethnographic study to articulate pore Ltd)
life in the year 2020 to identify opportunities the “creative DNA” of successful 35-year-old
for cooperation and innovation in the lifecycle program Danish INDEX Design Council (2003-present)
of materials derived from the earth. Led learning journeys to 17 locations in three Lead international jury of acclaimed award
Developed toolkit for facilitators of regional States program to encourage innovation that im-
programs across the United States Developed a strategy and curricula based on proves life
that creative DNA
World Business Council on Sustainable Developed international advisory council Innovation Center Denmark (2009-present)
Development (2009-2010) Consult on social innovation with visiting
Led cross-sector programs in Europe and the The Stupski Foundation (2002-present) groups of senior Danish leaders
United States focused on consumer lifestyles Taught innovation practice to 50+ program
in the future, leading to sustainable produc- officers and staff CLASE, Coalition for Innovation of Educa-
tion opportunities in the present. Designed and led program that resulted in tion in Mexico (2010)
Developed and facilitated web-based simula- nationally-recognized innovation in program- Participation in groundbreaking congress,
tion of life in the year 2020 matic policy and strategy organized by civil society and devoted to
Consulted to senior leadership and architects educational innovation in Mexico
Procter & Gamble (2009) on design of space to encourage innovation Government of Colombia National Innovation
Developed toolkit for exploring future and collaboration Program (current)
consumer lifestyles to identify disruptive, Led parallel prototyping teams Consulting on the development of a national
environmentally and socially sustainable new Consulted to the Board of Trustees on innova- innovation vision and strategy for the Repub-
business models, services and products tion efforts lic of Colombia
Conducting ethnographic study of learning
innovations in six US States
Collective Invention
BIBLIOGRAPHY
Bolman, Lee G. & Deal, Terrence E. (2003) Reframing Organizations:
Artistry, Choice and Leadership. San Francisco: Jossey-Bass.
Pink, Daniel H. (2006). A Whole New Mind: Why Right-Brainers Will Rule
the Future. New York: Penguin Books.
Schrage, Michael. (2000). Serious Play: How the World’s Best Compa-
nies Simulate to Innovate. Boston: Harvard Business School Press.
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COLLECTIVE INVENTION
Innovation for the Common Good™