Tag Archives: design thinking

Experiment: Designing An Innovation Toolkit

By 2015, Propellerfish had partnered with Cisco’s internal innovation teams across dozens of initiatives around the world. The need for support on innovation projects throughout the organization was growing and Cisco’s internal innovation teams realized that volume of requests for their services had grown beyond what they could reasonable deliver.

Propellerfish was starting to see similar limitations in other client businesses. We decided to sit down together and segment out the types of requests on a spectrum. At one end were teams needing help running simple things like workshops. At the other, were teams needing more robust support working through complex challenges. We realized many of the former were initiatives teams could be tackling on their own. With the right innovation toolkit, we were convinced they’d be successful leading smaller innovation projects and innovation workshops without us.

We set out to understand the anatomy of these challenges and realized they had three things in common:

1. The time and resources these teams had to dedicate to the initiative was limited. They needed answers quickly and needed to move on with their day jobs. The right innovation toolkit would help them get the most out of the time they had to dedicate to this challenge.

2. They were situations where the need (or the resources) to conduct any meaningful insight work was not present. Teams were in a position to jump to solutions and weren’t looking for months (or even weeks) of rigorous user research and solution development. The innovation toolkit would need to help them be insightful with the time and perspectives available within their team.

3. A huge part of the task at hand was really understanding what they were trying to achieve with this project – the innovation toolkit would need to force them to pause and reflect on what made them approach Cisco’s Innovation Management Office in the first place.

We developed our first innovation toolkit in 2014 as an experiment. The prototype was basic: a plastic box contained a booklet on process, basic templates for running a session and the stationery people would need in order to complete a working session.

We learned a lot from that first experiment. Specifically, we realized that teams need two things: (1) efficient guidance and (2) structured flexibility.  Efficient guidance in that they needed to understand what they were doing but did not have tons of time to watch an instructional video. Structured flexibility in the sense that every session was inherently different. People needed the ability to customize their journey without compromising on the structure that made workshops run well.

Version 2 was a more polished toolkit that started with a questionnaire about what challenge the team was setting out to solve. Based on that diagnostic, the toolkit prescribed a series of exercises that helped people tackle their specific problem. Instructions were simple and visual. The result was a series of stories where teams felt more empowered to take these types of challenges on alone.

The innovation toolkit has evolved further through experimentation across different organizations and use cases. What we’ve ultimately learned is that the innovation tool kit works best in conjunction with (1) a team that is genuinely committed to doing some of the work on their own and (2) a dedicated amount of remote coaching from a seasoned Propellerfish innovation leader.

If you’re interested in developing a toolkit for your organization, we’d love to share our experiences building innovation capability for organizations around the world.  Please get in touch here and someone from our team will get back to you within 24 hours.

Propellerfish is an innovation consulting firm with offices in London and Singapore. We turn strategy into the products and services that move businesses forward in the real world.

The 24 / 7 Innovation Hot House

On a digital innovation sprint focused on higher education in partnership with Cisco Systems, the team at Propellerfish was up against a common problem: we needed to accomplish a lot in a short time with a group of people whose calendars made coming together challenging.

We had done our homework. We had spent time with our users. We had toyed with early solutions in the field, but there was a lot of work to do in turning early concepts into tangible solutions.

Getting to material solutions involved weaving in the expertise of a diverse group of partners. We needed a couple of working sessions with some prototyping and refinement in between, but people’s schedules suggested this was not going to happen.

We were able to bring everyone together for four short days to get as close to a tangible solution as possible in a short time. We split our team across time zones with our main working team in Berlin supported by technologists and designers at Propellerfish’s Singapore office. This turned four days into eight with work happening around the clock.

Roles were clear by location. The engine of our conceptual thinking was a cross-partner team in Berlin while our prototyping and refinement was done by a team posted to our Singapore office.

The result was magic. After a day of developing solutions on paper in Germany, we would brief the team in Asia who then spent the next day making our solutions real. Apps would show up on our phones and interfaces would appear online each morning when we woke up.

Innovation Sprint Map

Our solution started to become real at an otherwise impossible pace.

We were able to get tangible quickly, have the right conversations about solutions we could hold in our hands, and make agile changes in real time to move our project along faster.

We’ve now made this a regular practice on projects and have learned five keys to making this work.

1. Make roles clear by location: Ensuring that the roles of concepting, making and refinement have clear owners means fewer miscommunications across time zones and the focus you need to move at pace. We recommend the core thinking happen in one location while making happens in another with a seasoned person on the making side to oversee refinement that needs to happen while going from concept to prototype.

2. Maximize distance between time zones. This means you maximize the working hours between handoffs and increase the likelihood that you can overlap at the beginning and end of each day.

3. Have makers in both locations. A written idea on a piece of paper, no matter how specific, is too vague to help a team on the other side of the world get tangible quickly. It also leaves a lot of unexpected room for misinterpretation. Make sure you have a designer or someone who can sketch on site to ensure rough concepts are visual enough to beclear to your team of makers

4. Get your technology sorted early. If you’re building apps, use technology that makes sharing those easy and make sure everyone knows how to use it. If you’re looking at simpler 2D designs, leverage cloud file sharing systems that everyone can use. Have a printer in your workshop space.

5. Show what’s happening on both sides. Glimpses into how each side team works between handoffs creates an air of momentum and excitement; it also helps remote teams empathise with each other’s constraints and needs. Try setting up a web cam that let’s participants get real time glimpses of what other teams are doing.

If you want to learn more about how Propellerfish runs round the clock work sessions across time zones, feel free to drop one of us a line and we’d be happy to share tips and experiences.

Propellerfish is an innovation consulting firm with offices in London and Singapore. We turn strategy into the products and services that move businesses forward in the real world.