Currently viewing the tag: "Innovation and scenarios"

Build by playing the cards

Our ability to innovate is the key to survival and success. But to open the door with that key it is necessary for all employees, not only the leaders of an organization, have a common vision of the game in which they are involved.

Let’s play the “Innovation”!

During the ECCIXII participated in a game (InnovoZone) of innovation, presented by Simon Evans, who exposes the process of innovation through visualization of different scenarios where we create stories so that we can analyze, diagnose and resolve unhealthy innovation ecosystems.

The starting point was the idea that there is a lifecycle in the ecosystem that thrives in an environment characterized by four activities that must be seen as parts of a whole:

-Creativity – How do the ideas are generated?

-Development – How to translate ideas into something with potential value?

-Realization of value – How to generate value from the development of ideas?

-Leadership – How to create an environment where innovation can thrive?

When we join processes (that represent people, technologies, skills, etc.) in these four areas of activity we can build any number of scenarios of innovation and view in the model which may need correcting.

With the help of InnovoZone cards (precious tool and well built), which contains a precious memory aid of factors that can interfere with the ecosystem we can also explore the cases already known or created through not only visualization but also through storytelling.

As a result of my experience with these tools I emphasize the facilitation of a real attitude of collaboration not only between members of a team as among the teams (in this game one by each activity).

Clearly this diversity gave a special colorful choice of cards to build scenarios. For example in my group were present participants from Japan, Argentina and Portugal, with different academic background.

The game helps create a climate of openness and fun and we could say that goes from a divergent phase, where the cards represent ideas not linked to a convergent phase, where we seek to find a sequence that gives meaning to a story. It is truly a fertile exercise in identification of problems.

We know that innovation teams are often lost before they begin! Sometimes members of these teams are faced with tough locks to overcome and an experience with this type of game can be the trigger for a great journey.

For example to provide a technology-centric solution, often the ideas and their development do not seem to present problems, but to create ways to generate value they are faced with great difficulties. The game does converge efforts to achieve a common objective.

Other times the lead, of a team of innovation or the Organization itself, is too absorbed with the effectiveness of design processes and does not give the necessary relevance to aspects related to people, that is, does not create environment that fosters the motivation and consolidate a culture of innovation.

The game can alert to these traps when participants discover through cards the important factors to consider in the leadership of the teams.

From this experience there are still two important notes:

The use of the game as construction of possible scenarios in building innovation ecosystems allows a “trial” procedure of our responsibilities as employees of an organization.

The game promotes a high acquisition of knowledge of the factors involved in the process of innovation.

If you have the opportunity, try to search a little!

 

Thank you!