Innovation Management

Innovation Management Within the
Transformation Programme
COVID (Wave 1) is past, and we coped by being creative and

innovative. Wave 2 is upon us.
How do we re-create the imagination and ‘can-do’

approach and make it into a key capability for us –
FOREVER?
David Dunning
• Founder of • Director level advice and guidance, critical
friendship in portfolio, programme and
project management
• Current State Assessment
• Vision Development
• Consulting services
• Technology introduction
• APMG registered consultant for Portfolio,
Programme and Project Management • Change Management
• 20 years experience in implementing • Assurance

portfolio, programme and project 07767 803540
management ecosystems
[email protected]
Chase Management Services

Portfolio, Programme and Project Management Consulting
Founderhttps://www.praxisframework.org/en/integrated-governance/big-intro
- Core P3M Data Club
• Voluntary, Public Domain.
• Started December ‘18 – c.320 members, 70+ contributors
• Shared data / operating model necessary for P3M governance
• Wider than P3M Community (Main Board, Finance, BAU
Management Teams, Business Support, Assurance…)
• Refers to and fits existing practice together (PfM, PgM, PjM) – focus
on Accountability
• Links
• https://www.linkedin.com/groups/13651399/
• https://www.chasemanagementservices.co.uk/444303415
Chase Management Services PfM, PgM, PjM, ProdM = Portfolio, Programme, Project Product
To Cover…
What is “Innovation”
Ubiquitous Innovation!
Examples
Ecosystem
Step 1?

Divider slide
What is Innovation?
Option divider slide 1
Innovation - Portfolio
Management & Delivery
Facts / Definitions Commentary
• Invent = originate, Improve = polish • Clear cost, acceptable background spend
• Innovate = better way – response to • Unclear cost? Not my idea syndrome,
known problem or an open opportunity Possible significant spend?
• Commercial Circles - If you don’t advance, • Innovate else you fail to succeed – or go
you’ll get overtaken out of business
• Public Service - If given less, you’re • Austerity means less cash, & slashing
expected to do more headcount does not make improvement
• Some of us do not like taking risks • Not all ideas succeed – is that “waste”?
• Not all great ideas come from leaders • Leaders trust in their people to have them
• We can’t all be innovating all day - How • Setting direction, inspiring and
do we get the right balance? empowering more than telling / tracking
Typical Innovation Approach
• Invest in Teams • Orchestrated
• Focus groups • Managed
• Acquire competitor or startup • Performance measures
• Re-organisation • Controlled
• Exploit a project outputs • Justifiable
• Transformation Programme
Programme
Innovation Team / Strategy
Team
Group
Department
Group
Transformation
Group
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf

Known Problems
Mess?
Reputation?
Environment?
Cost?
Relatively Easy to get to the right answer?

Low Innovation Content

Bottom-up ideas
Simple?
Achievable?
Low risk? +
Ineffective Meetings Low cost?
Ask me about
this later

Focus Group on Open Opportunity?
+
Multiple Schemes
Lots of comms
Lots of effort
Success measure?
Implications? Relatively Hard to get to the

Benefit? right answer?
Cost? High Innovation Content
Impact?

Divider slide
Ubiquitous Innovation!
But innovation is
The problem is not people coming
everywhere /
up
Innovation:
with ideas, the problem is that
everyone…
Vision and Strategy
we don’t capture / develop them.

Innovation:
Transformation
Programmes
Innovation:
Operation
Innovation:
Day to day

Typical Innovation “Problems”
Difficult to justify and develop ideas Duplication
• Low energy • Parochialism, competing approaches?
• Unknown = risk = low priority? • Wasted effort
• Getting the right people involved for • Lost opportunity
problem and solution
Under the radar
Answer?
- may spend time & energy getting
nowhere fast Use “social innovation” too!
+ actually there's huge value to be gained
No reward 

Social Innovation Approach
• Takes Challenges • Bottom up - Use all your people
• “Crowd source” ideas • Enjoyable, Creative,
• Use “Game Mechanics” for Ideation Unconstrained, Engaging
• Voting and rating • Energized Change Culture (ECC)
• Reward for innovation - Cash and • May just originate something the
Kudos “Focus” teams may not
Chase Management Services Derived from

Portfolio, Programme and Project Management Consulting 2017.pdf
Challenges - catching and setting
• Responses to Opportunity Threat,
Imperative or Goal
• All levels – board, portfolio,
management team, product teams,
programme, project…
• Creates Objectives / Targets
• May add to a Programme, create a
Project, add to a Business Plan?
• Bottom-up ideas can just happen!

Social Innovation - Challenge to proposal? 2
Executive Office
Customer
Human
Body Marketing
Resources
Sales Engineering IT Finance Products Transformation
Delivery 1
Marketing
Body 3 1. Raise Challenge
Human 2. Agree Challenge
Resources
3. Set Challenge
Challenge! 4. Solicit Ideas
Sales
5. Evaluate
6. Develop proposal
Engineering
Executive
Office
IT 4
6 Objective
PMO
Product
Finance
Ideas! Evaluation Proposal Programme
Project
Products 5
Task
Transformation

Innovation Recipe – more than just
“Ideas”?
• what is the driver for the challenge – from
Reasons all perspectives
• Gain consensus
• what might possible answers be?

Solutions • Gain consensus, exclude obvious ‘no go’
options
• Options
Transition • Implications
• Which is the best idea(s)

Priority to meet the challenge?

Innovation Management & the
Transformation Programme
Most organisations effective managing Effective at small improvement
business as usual activity initiatives in subjects close to the
Many effectively manage projects and business, within local capability to
programmes deliver
When organisations have mission

critical transformation to do, they
Where does innovation fit
focus (bigger than small, smaller
than big)?

Background
Chase Management Services Images Derived from Managing Successful Programmes ®, PMO Conference 2016 presentation – What
use is my PMO for Portfolio Management and Enterprise Project Management Solutions - Install and
Portfolio, Programme and Project Management Consulting train, job done? - https://youtu.be/wZEiPwDhwrk
Strategic Objective to Line Organisation Executive Office
programme target to
challenges Human
Resources
Sales /
Marketing
Engineering IT Finance Products Transformation
50% less
parking space
Transformation Programme?
Grow UK
operation
20%
Manage Challenges Proposals
30% people
work form
home
What are the
Increase reasons to
profitability NOT PARK
25% less
Analysis Analysis Analysis
power
consumption
Reasons
What is
Save the
needed to
NOT PARK
Prioritise
planet
How can we Proposals
25% less staff transition to
NOT PARK
turnover
Solutions
Be
responsible Transition
to our staff
25% less
absence
Ideas
Problem vs Opportunity?
+ People
Simple
Easy comms
Low of effort
+Take up
Measurable
Implications!
Benefit?
Cost?
Impact?

Divider slide
Innovation Ecosystem
People: Organisation:
• Ability to spot opportunity/problem and • Leadership – inspiration, encouragement,
develop exploitation/resolution enablement, reward, follow through
• Courage, imagination, freedom to • Support/assurance, analysis, critique
challenge, take risk, communicate, • Facilitation support, organising, time
collaborate, deliver quality output allocation, check-point, admin, clean-up
• Freedom to respond, capacity to engage Technology:
Process: • Enabling Technology/data/MI
• Process/lifecycle to follow, fit within the • Fit within the business IT and operation
business boundaries • Seamless Governance integration
• Spawn, develop good ideas, viability
• Prioritisation and selection
• Transition into proposal and delivery

The Portfolio / Programme (Many)?
Strategy
Development
Benefit
Delivery
Derived from
2017.pdf

The Portfolio / Programme (Many)?
Strategy
Development
Innovation
Workstream
Benefit
Delivery
Derived from
2017.pdf

Process – One at a time?
RST – or why, what, how
SPAWN
Challenge Reasons Solutions Transition Priority
IDEAS
Estimate
EVALUATE Develop Estimate
Cost / Review
PROPOSALS Idea Benefit
Resources
DELIVER Plan Model Select

Deliver! Change Benefit Sustain
SOLUTIONS Resources Scenarios Scenario

We only have one pie…
Which part of the pie does
Innovation get?
How do we meet our business

BAU plan objectives, support
customers and participate in
strategic initiatives and find
Customer Work time for the benefits of
employee engagement and
Corporate Change innovation?
Treat initiatives like other portfolio items!

Don’t forget to resource the initiatives you have ideas for and protect
their resource allocation from “novelty decay”

People: Organisation (ECC):

2
Innovation Process
Chief
Innovation Innovation
Executive Office
Office? Officer?
Customer
Human
Body Marketing
Resources
Sales Engineering IT Finance Products Transformation
Delivery 1 Innovation
Marketing Office?
Body 3 1. Raise Challenge
Human 2. Agree Challenge
Resources
3. Set Challenge
Challenge! 4. Solicit Ideas
Sales
5. Evaluate
6. Develop proposal
Engineering
Executive
Office
IT 4
6 Objective
PMO
Product
Finance
Ideas! Evaluation Proposal Programme
Project
Products 5
Task
Transformation
Where does this effort come from?
Chase Management Services Who manages / supports?
Role of
Role of aBusiness Support Office
PMO / Innovation
Business
Delivery
Support
Organisation
Center of
Decision Support
Excellence
Promote
Scrutiny /Innovation
Oversight as a Tools,for
Process, Standards, Tools
facility
Priorityfor
andstrategic
Resourcegoals PM Knowledge
Innovation. Owner, Learning
Communicate,
Bring
Management
innovation to the table Facilitator,Best
publicise. Bestpractice
practiceowner
owner
Ensure
Business balance
Perspective
Challenge
Enabling projects
facilitation
to work Set the
Local culture tomanagement?
compliance “imagineer”
Organisation
Project Start up?
support
Resourcing / Peer pressure
Process adherence?
IT
Planning
set up help? Standardsfreedom
Promote usage?
Analysis
Reporting?
/ conclusion
Gates? Closure?
support Encourage,
Plan quality?excite
Delivery Support Governance

2017.pdf
People: Organisation:

Technology
Set Reach
Objective Objective
Strategy
into delivery
Problem
into solution Projects, resource ‘Set
Aside’ for Innovation
Frame Resolve
Issue Innovate along the way
Issue

Portfolio, Programme and Project Management Consulting 2017.pdf
https://edison365.com/
Challenge > Idea > Business Case > Project

Portfolio, Programme and Project Management Consulting Images kindly provided by Chris Pond, CPS
Divider slide
Step 1
Do you have a case to change?
• While… • Sometimes…
• We don’t ‘root cause’ the issue,
• We may manage projects and and are slow in our problem
programmes well resolution
• We can focus on key • We don’t know what are good vs
transformations bad ideas and we miss
opportunities
• We have change management • We waste time only half baking
ability good ideas, we can’t stop waste
• We do professionally develop on bad ideas
people who are improving • We do very similar projects
• We don’t “land” mid size initiatives
• We have people leave because
they are not listened to
Making a Case for Change?
Emotional appeals: Hard numbers:
• We all have ideas that are raised but go • How much time is wasted on lost ideas?
nowhere – or go somewhere but get lost. What benefits / savings are foregone?
• Losing ideas is wasteful and de motivating • How many leavers cite not listening to
as is ignoring problems repeatedly raised ideas as a problem. Replacement cost?
• There is no recognition or reward for good • For people that are imagination fountains
ideas – additional efforts not noticed – are we fully benefitting from them?
• This can discourage people from offering • What problems persist at what lost
ideas at all benefit/unnecessary cost?
• Sometimes ideas are duplicated and you’ll • Are there examples of this that can be
find separate teams on the same problem estimated?
• ‘Focus groups’ are great if not actually • If more people feel involved in innovation,
‘Favourites groups’ that produces better accepted change
Innovation Management
– Step 1?
Assumed: Doing it:
• Clear outline business case • Pilot Group
• You have a sponsor and a trial in mind • Comms & Excite
Prepare: • Throw into / challenge
• Who is the lead? • Present the challenge responses,
• Agree the time to set aside, duration, prioritise within in current portfolio.
outline the process to follow • Review Innovation pilot, agree next steps
• Set up the IT, set date for review meeting • Full business case?

Covered…
What is “Innovation”
Ubiquitous Innovation?
Examples
Ecosystem
Step 1?

That’s all for now – Takeaway….
Why not use an innovation management approach to

address the innovation opportunity with your board,
transformation team line managers and project managers?
07767 803540
[email protected]

Innovation Management

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What is innovation management and why is it important?

What is innovation management and why is it important?

What are some challenges with the current approach to innovation?

What are some challenges with the current approach to innovation?

Innovation Management Within the

COVID (Wave 1) is past, and we coped by being creative and

How do we re-create the imagination and ‘can-do’

• 20 years experience in implementing • Assurance

Chase Management Services

Chase Management Services

Chase Management Services

Relatively Easy to get to the right answer?

Chase Management Services

Chase Management Services

Implications? Relatively Hard to get to the

Chase Management Services

we don’t capture / develop them.

Chase Management Services

Chase Management Services

Chase Management Services Derived from

Chase Management Services

Chase Management Services

• what might possible answers be?

• Which is the best idea(s)

Chase Management Services

When organisations have mission

Chase Management Services

Chase Management Services

Chase Management Services

Chase Management Services

Chase Management Services

DELIVER Plan Model Select

Chase Management Services

How do we meet our business

Treat initiatives like other portfolio items!

Chase Management Services

Chase Management Services

Delivery Support Governance

Chase Management Services Derived from

Chase Management Services

Chase Management Services Derived from

Challenge > Idea > Business Case > Project

Chase Management Services

Chase Management Services

Chase Management Services

Why not use an innovation management approach to

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