Innovation Strategy | Future Thinking
Star Scenario Planning
Innovation is reliant on societal / systemic adoption through the engagement of the five categories portrayed in the Star Scenario framework. This systemic framework allows a business to understand, from a societal and environmental standpoint, where frictions to adoption might exist with both short-term and long-term projects. Future thinking requires long-term projections that can be developed for the following areas: Status quo, business as expected, moderately reformed future, and radically discontinuous future.
Quadrant Scenario Planning
Using two axis with a high and low is a traditional scenario planning method. This method is utilized when mitigating risk and pursuing opportunity around the impact of future unknowns on a business, industry or the world at large. In an MBA master class with Hunter Lovins my team developed the following two axis scenario: individualism <—> community and renewable energy <—> fossil fuels. We played out the resulting four quadrants through their potential NYTimes headlines in the future decade. The goal is to develop a plan that plays out positively in all scenarios. As news headlines become reality one develops insight into which scenario is becoming a reality.
The Four Drives for Employee Engagement
A framework developed from cognitive and behavior science research which establishes four evolutionary drives that, when engaged together, allow humans to thrive. Business research by Gallup and HBR show that companies with highly engaged employees outperform their peers by 147% in earnings per share and top performing companies have employee engagement rates of 21x the workforce globally. In an MBA masters class with Dr. Michael Pirson, we explored how, with moderate revisions for business, this engagement framework is useful in assessing employee engagement as well as other vital organizational stakeholders; customers, vendors and investors.
Four Stakeholders & Six Trust Factors
Behavioral science tells us that people are most engaged when organizations and communities build a sense of sharing and trust. Research and surveys of organizational stakeholders will identify strengths and weaknesses in a business trust framework and the blindspots become the white space for innovation in stakeholder engagement. Trust is the nutrient that makes the impossible possible. The most effect method to gain trust is to give it.
Proprietary Design Thinking Strategy and Process
This short video, featuring IBM’s Miroslav Azis and produced by Technical Leadership Exchange, is a simple view into how a large traditional organization can develop and launch a design thinking process to positively impact their operations and business strategy. Key components are engaging all stakeholders in the process, including users in cross-functional team collaborations, using continual prototyping and re-invention loops with permission to fail, approaching a problem with agility, ending top-down solutions (implementation agnostic), using storytelling as a way to explore ambiguity, research and be empathetic with real-world needs to stay connected.