Transport Innovation Toolkit

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transport
innovation
toolkit
"doing things differently and better"

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Sea Cliff Bridge, Northern Illawarra Region , New South Wales
Lighted pillars – City West Link Freeway, Sydney, New South Wales
INNOVATION AT TRANSPORT
There is a strong history of Transport agency innovation in New South Wales. From the Sea
Cliff Bridge skirting the cliffs of the Illawarra escarpment, through to the landmark artistic
and vandalism preventing lighting support pillars of the City West Link and the recently
introduced Opal Card, examples of outstanding Transport innovation abound.
The term innovation is itself open to many different interpretations and definitions.
At Transport we’ve defined innovation very simply and broadly;
Innovation at Transport means

doing things differently and better Opal Card - fully rolled out 1 December 2014
The simplicity of the definition is designed to encourage every employee at Transport
to feel comfortable that they understand what innovation means. The breadth of the
definition – covering simple business improvements through to pioneering infrastructure
solutions – recognises the broad range of business challenges where innovative thinking
can deliver outstanding customer solutions and outcomes.
At Transport, we’re focused on doing things differently and better across every aspect of
our business and we need every employee to feel confident to innovate.
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TABLE OF CONTENTS TOC

Click heading or page number to select specific page OR
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TRANSPORT INNOVATION TOOLKIT ..............................................................1 Nirvana .................................................................................................................................... 33

HOW TO USE THE TOOLKIT .............................................................................2 Perception Mapping..........................................................................................................34
KEY CONCEPTS ...................................................................................................3 Persona Mapping................................................................................................................ 35
INNOVATION PRINCIPLES.................................................................................4 Process Mapping ................................................................................................................ 36
HOW TO USE THE TOOLKIT .............................................................................5 Prototyping ........................................................................................................................... 37
INOVATION TOOLKIT .........................................................................................6 Quick Reference Guide .................................................................................................... 38
SUPPORT ..............................................................................................................7 Roadmap ................................................................................................................................ 39
ACTIVITIES ...........................................................................................................8 Root Cause Analysis .........................................................................................................40
Investigate ................................................................................................................................9 Stakeholder Assessment ................................................................................................ 42
Summarise ..............................................................................................................................10 Storyboarding ......................................................................................................................43
Diagnose....................................................................................................................................11 Storytelling ............................................................................................................................44
Solve .......................................................................................................................................... 12 SWOT Analysis ....................................................................................................................45
Implement............................................................................................................................... 13 Walk a Mile Immersion .....................................................................................................46
REFERENCE MATERIAL: INNOVATION ........................................................ 14 What If ..................................................................................................................................... 47
TECHNIQUES...................................................................................................... 15 TOOLS ................................................................................................................ 48
1, 2, 3 Innovate Evaluate.................................................................................................... 16 5 Why’s Worksheet ...........................................................................................................49
5 Why’s......................................................................................................................................17 AEIOU Framework .............................................................................................................50
AEIOU ....................................................................................................................................... 18 Business Model Innovation Framework ................................................................... 51
Affinity Clustering ............................................................................................................... 19 Elevator Pitch ....................................................................................................................... 52
Brainstorming.......................................................................................................................20 Elevator Pitch – Connecting Others with your Proposed Solution ........... 53
Business Model Innovation ............................................................................................. 21 Generating Ideas & Alternatives – Using Concept Sketching .......................54
Concept Poster.................................................................................................................... 22 Importance/Difficulty Matrix ........................................................................................ 55
Cost-Benefit Analysis ....................................................................................................... 23 Interviewing (Contextual Enquiry) ............................................................................. 56
Eco-System Mapping ....................................................................................................... 25 Minto Pyramid.......................................................................................................................57
Elevator Pitch ....................................................................................................................... 26 Perception Mapping.......................................................................................................... 58
Importance/Difficulty Matrix ........................................................................................ 27 Stakeholder Assessment – Stakeholder Analysis................................................ 59
Interviewing (Contextual Inquiry)............................................................................... 28 Stakeholder Assessment – Stakeholder Engagement Plan ...........................60
Mind Mapping ......................................................................................................................30 SWOT Analysis Template................................................................................................. 61
Minto Pyramid Principle ................................................................................................... 31 APPENDICES ..................................................................................................... 62
Multi-voting ........................................................................................................................... 32 MAKING SENSE OF INNOVATION ................................................................ 63
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TRANSPORT INNOVATION TOOLKIT

The Toolkit has been developed to help individuals and teams innovate more effectively
Diagram 1: Innovation, Project & Change Management process
by providing a systematic approach to managing successful innovation activities, initiatives
conceptual alignment
and projects.
It will typically be most useful when business challenge identification and definition are PROJECT MANAGEMENT AND
of critical importance (see Diagram 1). CHANGE MANAGEMENT
The Toolkit supports the selection of the optimal solution for resolving a business
challenge and is intended to complement and support existing Transport agency project
management, change management, and product development methodology.
INNOVATION
Integration of important elements of Toolkit activities are possible for those agencies
seeking greater alignment between the innovation methodology underpinning the Toolkit Business Challenge Solution
and their relevant business processes. Identification Implementation
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Diagram 2 – Simple, Complicated or Complex Business Challenge

Category Table
SIMPLE, COMPLICATED AND COMPLEX PROBLEMS

SIMPLE COMPLICATED COMPLEX
Sending a rocket
Baking a cake Raising a child
to the moon
The recipe is essential Rigid protocols or Rigid protocols have
fomulas are needed a limited application
or are counter-
productive
Recipes are tested Sending one rocket Raising one child
HOW TO USE THE TOOLKIT to assure easy

replication
increases the
likelihood that the
provides experience
but is no guarantee of
next will also be a success with the next
success
DETERMINE THE NATURE OF YOUR BUSINESS CHALLENGE
No particular High levels of Expertise helps but
To create an appropriate innovation process the first step is to establish which category – expertise is required, expertise and training only when balanced
Simple, Complicated or Complex – your business challenge best fits into (see Diagram 2). but experience in a variety of fields with responsiveness
increases success rate are necessary for to the particular child
Simple business challenges involve well understood situations and standardised solutions success
with almost perfectly predictable outcomes. Examples include, baking a cake, improving an
A good recipe Key elements of Every child is
existing business process or making well established feature or functionality changes to an produces nearly the each rocket must be unique and must
existing customer product or service. same cake everytime identical to succeed be understood as
individual
Complicated business challenges involve reasonably well understood situations and
generaliseable solutions with highly predictable outcomes. Examples include sending a The best recipes give There is a high Uncertainty of
good results every degree of certainty of outcome remains
rocket to the moon, building a new bridge or road or introducing a new product or service
time outcome
to existing customers.
A good recipe notes Success depends on a Can't separate the
Complex business challenges involve situations that are unfamiliar, dynamic and difficult to the quantity and blueprint that directs parts from the whole;
fully understand with outcomes that are less predictable. Examples include raising a child, nature of the "parts", both the development essence exist in the
transforming the culture of a large organisation and introducing a new product or service needed and specifies of separate parts and relationship between
the order in which specifies the exact different people,
to new customers.
to combine them, relationship in which different experiences,
Classifying business challenges can be a difficult exercise and may require support. It is but there is room for to assemble them different moments in
experimentation. time
helpful to highlight that the categories do not reflect the scale of a business challenge but
its fundamental characteristics or nature. Source: Westley, F., B. Zimmerman and M. Q. Patton, 2006, Getting to Maybe; How the World is Changed
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PRINCIPLES
Everyone can Innovation

innovate involves risk
Innovation is Innovation
a systematic is a team
process sport
INVESTIGATE
ACTIVITIES
KEY CONCEPTS Recognise
value
IMPLEMENT SUMMARISE Focus on
customers
throughout and customer
PRINCIPLES the process value
The Toolkit has been built around a set of guiding principles to assist individuals and
teams to make key decisions on their innovation challenges at Transport.
SOLVE DIAGNOSE
These principles reflect insights from leading international consultants and organisations
widely recognised for their innovation capability and ability to consistently deliver
outstanding customer value through innovation. Innovation is Don’t reinvent
change the wheel
Successful innovation
ACTIVITIES doesn’t have to be time
Activities (Investigate, Summarise, Diagnose, Solve, Implement) are the equivalent of consuming or require
costly solutions
process steps which can be flexibly designed and followed when taking action to address
a business challenge.
TECHNIQUES AND TOOLS

Techniques are simple structured approaches for completing particular Activity tasks.
Tools are templates, objects or programs that can be used in conjunction with related
Techniques.
Techniques and Tools are categorised as Green (DIY based on toolkit guidance),
Amber (support may be required) and Red (support recommended).
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INNOVATION PRINCIPLES
Innovation is a capability that everyone at Transport
By definition, innovation involves risk. Risks need
can develop or enhance. All staff will be given access
to be identified and appropriately managed,
to the support they need to become more innovative.
mitigated or avoided. The potential for innovative
solutions to increase the risk a business faces
shouldn’t be a barrier to investing in innovation.
“Doing things differently and better”

is both a capability and a systematic Everyone can Innovation
process that anyone can learn and innovate involves risk Effective collaboration within
successfully apply. teams, across organisations and
with external stakeholders is the
Innovation is Innovation foundation of successful innovation.
a systematic is a team
process sport
Not all innovation initiatives or

projects will complete successfully
so it’s important to capture and Recognise value Focus on Successful innovation initiatives and
recognise the value of any learning, throughout the customers and projects have focus and clarity when
benefits or positive outcomes process customer value addressing the business challenge
generated through the project or from the perspective of the customer.
initiative lifecycle.
Don’t
Innovation Successful reinvent the
is change innovation wheel
doesn’t have to
Implementing innovative solutions Most business challenges we face at Transport
be time consuming
will involve change. Ensure that will not be original or require radically new
or require costly
change is effectively managed using and creative solutions. It’s likely that someone
solutions
Transport’s Change Management somewhere – either within or external to
Framework & Toolkit. Transport – has already confronted and solved
the same or a similar business challenge.
Successful innovation initiatives or projects are a function of Start your innovation process by connecting
the engagement and commitment of the right people (team with the people who have this experience.
members, sponsors, stakeholders and customers) and the right
innovation process. Many successful innovation processes are
time constrained and result in inexpensive solutions.
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Diagram 3a: Example “Core” innovation process
INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT
Diagram 3b: Example “Adjacent” innovation process
HOW TO USE THE TOOLKIT

DESIGN AN INNOVATION PROCESS (SEQUENCE OF ACTIVITIES)
TO FIT YOUR BUSINESS CHALLENGE
The innovation process – or sequence of Activities – will vary according to the type of INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT
challenge your business is facing (either Simple, Complicated or Complex).
Simple business challenges associated with simultaneously making changes in 1 or

2 Doblin Innovation Types (see Appendix: Making Sense of Innovation) and reflect a Diagram 3c: Example “Breakthrough” innovation process
“Core” innovation process. This process will typically – but not always – follow a linear or
sequential path that begins with the Investigate Activity and completes with the Implement
Activity (see for example Diagram 3a).
Complicated business challenges associate with simultaneously making changes to 3 or

4 Doblin Innovation Types and reflect an “Adjacent” innovation process. This process will INVESTIGATE
rarely follow a linear path but will typically begin with the Investigate Activity and complete
with the Implement Activity (see for example Diagram 3b).
Complex business challenges associate with simultaneously making changes to 5 or more

Doblin Innovation Types and reflect a “Transformational” or “Break-through” innovation
IMPLEMENT SUMMARISE
process. This process could commence with and end at any particular Activity, is more
likely to be iterative, dynamic and will typically need to respond to the progressive
understanding of the business challenge that develops through the process (see for
example Diagram 3c).
START
Once the Activity sequence for the innovation process is established, the most appropriate
END SOLVE DIAGNOSE
Techniques and Tools for each Activity suited to the business challenge can be selected.
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INOVATION TOOLKIT
Activity
Define and contextualise Identify important insights Build a deep understanding Identify, evaluate and select Implement the ideal
Outline
the business challenge to that enable the initial business of the business challenge. the ideal solution/s. solution/s and deliver value
enable focused research challenge to be reviewed, for the Transport customer.
and analysis. revised and confirmed.
The project team develops The project team, customer/s Alignment or shared Appropriate rigor and There is appropriate rigor and
a sound initial understanding and key stakeholders possess understanding within the transparency is applied to transparency applied to the
of the business challenge a deep, shared and aligned innovation project team the solution identification, buy/build decision process.
including the identification understanding of the business and with the customer/key evaluation and selection Customers and stakeholders
of assumptions. challenge. stakeholders exists on the process. are effectively engaged
The initial business challenge The business challenge most significant cause/s and The optimal solution best throughout implementation.
consequences associated
Objectives
statement is framed around a statement is well defined and addresses the business The implemented solution
customer centric outcome and is customer outcome focused. with the business challenge. challenge and in turn the resolves the business challenge
takes account of stakeholder The business challenge desired customer outcome/s. as anticipated and delivers
interests and impacts. statement takes appropriate value to the customer.
The data necessary to inform account of stakeholder
a sound initial understanding interests and expectations.
of the business challenge is
identified and gathered.
Suggested Techniques and Tools
SWOT Analysis Affinity Clustering Brainstorming Roadmap Elevator Pitch

Perception Mapping AEIOU Affinity Clustering Multi-voting Quick Reference Guide
Eco-System Mapping Root Cause Analysis 1,2,3 Innovate Evaluate Prototype** Concept Poster
Nirvana Interviewing Importance/Difficulty Matrix Elevator Pitch Storytelling
5 Why’s Walk a Mile Immersion Minto Pyramid Principle Concept Poster Stakeholder Assessment –
AEIOU Stakeholder Assessment – Process Mapping 1,2,3 Innovate Evaluate Stakeholder Engagement
What If Stakeholder Engagement Concept Poster Importance/Difficulty Matrix Storyboarding

Brainstorming Persona Mapping Persona Mapping Stakeholder Assessment –
Stakeholder Assessment – SWOT Analysis Perception Mapping Stakeholder Engagement
Stakeholder Analysis SWOT Analysis Root Cause Analysis
Mind Mapping Business Model Innovation Minto Pyramid Principle
AEIOU Cost-Benefit Analysis
LEGEND
Stakeholder Assessment – Green DIY based on Toolkit guidance
Stakeholder Engagement Amber Support may be required
** A prototype can be physical or conceptual such as a wall of post-it notes,
Red Support highly recommended
a role-playing activity, a space, an object, an interface, or even a storyboard.
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SUPPORT
If you are interested in learning more about the range of innovation capability
development programs and advisory support services available within your
agency please contact you relevant HR or OD business partner.
If you require assistance on a business challenge, please contact any of the

Organisational Development Innovation Team representatives listed below;
DR SCOTT BOURKE
Lead Business Partner – Innovation
Transport for NSW
Phone: 0422 983 083
Email: scott.bourke@transport.nsw.gov.au
JESSICA WHIPP
OD Associate
Transport for NSW
Phone: 02 9752 6535
Email: jessica.whipp@transport.nsw.gov.au
KRISTINA GARLINGE (on Maternity Leave and not contactable until August 2015)
OD Associate
Transport for NSW
Phone: 02 9752 6535
Email: kristina.garlinge@transport.nsw.gov.au
CRAIG GODBEER
Principal Manager – Leadership & Change Services
Transport for NSW
Phone: 0416 333 580
Email: craig.godbeer@transport.nsw.gov.au
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ACTIVITIES
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INVESTIGATE
OBJECTIVES
The project team develops a sound initial understanding
of the business challenge including the identification
of assumptions.
OVERVIEW The initial business challenge statement is framed around
Successful innovation requires a systematic process tailored to suit the business challenge being a customer centric outcome and takes account
explored. Understanding the business challenge begins by investigating it from the customer’s of stakeholder interests and impacts.
perspective. Investigation requires gathering and analysing data relevant to the business
The data necessary to inform a sound initial understanding
challenge as a key input to both the design and conduct of the innovation process.
of the business challenge is identified and gathered.
Innovation also requires deep consultation and engagement – with project teams, customers
and stakeholders – to ensure that the interests, impacts and motivations of all stakeholders are
understood and appropriately taken into account.
GUIDING QUESTIONS
What is the initial business challenge statement?
Who is initially assessed as the customer for the
SUGGESTED TECHNIQUES & TOOLS business challenge?
What is the impact and/or relevance for the customer/s?
Who are the stakeholders interested in, impacted by
or impacting on the business challenge?
SWOT Perception Eco-system Nirvana 5 Why’s AEIOU What assumptions underpin the business challenge?
analysis mapping mapping
What process is best suited to addressing the
business challenge?
What If Brainstorming Stakeholder Mind mapping

assessment
– Stakeholder analysis
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SUMMARISE
OBJECTIVES
The project team, customer/s and key stakeholders
possess a deep, shared and aligned understanding
of the business challenge.
The business challenge statement is well defined
and is customer outcome focused.
OVERVIEW
The business challenge statement takes appropriate
Once the business challenge has been investigated it is beneficial to review, revise and confirm
account of stakeholder interests and expectations.
the definition statement to ensure that it reflects all relevant data, information and insights.
A shared understanding, and agreement, of the definition by the project team and stakeholders
is essential before progressing to more detailed analysis and assessment of the cause/s and
consequence/s of the business challenge.
GUIDING QUESTIONS
What is the confirmed business challenge statement that
will guide the investigation of the challenge causes and
consequences?
SUGGESTED TECHNIQUES & TOOLS
Who is the agreed customer for the business challenge?
What assumptions underpin the understanding of the
business challenge?
Affinity AEIOU Root Cause Interviewing Walk-a-mile What would an ideal outcome look like for the customer
clustering Analysis immersion if the business challenge were to be resolved?
Persona SWOT Stakeholder

mapping analysis assessment
– Stakeholder engagement
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DIAGNOSE
OBJECTIVES
Alignment or shared understanding within the innovation
project team and with the customer/key stakeholders
exists on the most significant cause/s and consequences
OVERVIEW associated with the business challenge.
Diagnosis involves the identification, analysis and explanation of the probable causes and
consequences of the business challenge. Where possible, it is beneficial if the root or primary
cause/s and the most important consequences can be understood.
Not all business challenges have causes and consequences which are objectively discoverable
and in turn knowable. However, regardless of the nature of the business challenge consultation
with all key stakeholders will be instrumental in creating a shared and comprehensive
understanding of a business challenge’s causes and consequences.
GUIDING QUESTIONS
What is/are the possible cause/s of the business challenge?
What are the consequences associated with, or resulting
SUGGESTED TECHNIQUES & TOOLS from, the identified cause/s?
Can the root cause/s of the business challenge be identified
and if so, what are they?
Can the most important consequences connected to the
Brainstorming Affinity 1,2,3 innovate Importance Minto pyramid Process Concept business challenge be identified and if so, what are they?
clustering evaluate difficulty matrix principle mapping poster
Has/have the customer/s and all relevant stakeholders been
appropriately consulted in diagnostic review activities?
Persona Perception SWOT Business model AEIOU Stakeholder

mapping mapping analysis innovation assessment
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SOLVE
OBJECTIVES
Appropriate rigor and transparency is applied to the
solution identification, evaluation and selection process.
The optimal solution best addresses the business
challenge and in turn the desired customer outcome/s.
OVERVIEW
There are typically many solutions that may partially or completely address the business
challenge. It is important to identify and evaluate as many potential solutions as possible GUIDING QUESTIONS
in order to be able to confidently decide on the optimal solution that best addresses What is the process through which potential solutions
– either partially or completely – the business challenge. will be identified?
How might existing solutions already employed in other
divisions, agencies or organisations be identified?
SUGGESTED TECHNIQUES & TOOLS What constraints may impact on the solution identification
process and how might they be addressed?
How will stakeholders be consulted in the solution
identification and evaluation process?
Roadmap Multi-voting Prototype** Elevator Concept 1,2,3 innovate

What are the evaluation or selection criteria against which
pitch power evaluate potential solutions will be evaluated?
**A prototype can be

How will potential solutions will be evaluated to select
physical or conceptual the optimal solution?
such as a wall of post-it
notes, a role-playing What is the cost versus the benefit of the proposed
activity, a space, an
object, an interface, solution?
Importance/ Stakeholder Root-cause analysis Minto pyramid Cost-benefit or even a storyboard.
difficulty matrix assessment principle analysis
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IMPLEMENT
OBJECTIVES
There is appropriate rigor and transparency applied to
the buy/build decision process.
OVERVIEW Customers and stakeholders are effectively engaged

throughout implementation.
Implementing a solution may involve a decision to procure (buy), design and build (build)
or some combination thereof. Implementation activities will typically be governed by a business The implemented solution resolves the business challenge
case and project management methodology.* as anticipated and delivers value to the customer.
Regardless of the solution implementation approach, it is important that the project team
remains conscious that the solution must address the business challenge and that stakeholders
and customers remain appropriately engaged throughout the implementation.
**Please refer to your agency specific project management methodology/process.

GUIDING QUESTIONS
What is the process for which the decision to buy or build
(or some combination thereof) is made?
SUGGESTED TECHNIQUES & TOOLS In the case of a decision to build, could prototyping be
useful and if so how?
How might customers and stakeholders be best engaged
throughout implementation?
Elevator Quick reference Concept Storytelling How can customer value be assessed throughout
pitch guide poster implementation?
Storyboarding Stakeholder
assessment
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REFERENCE MATERIAL: INNOVATION

The following innovation related reference materials have either been acknowledged in this Toolkit, informed development of the
Toolkit or are suggested further reading for anyone interested in practical innovation:
Hands on Systematic Innovation for Business & Management (2009); D. Mann, IFR Press.

Ten Types of Innovation: The Discipline of Building Breakthroughs (2012); Keely, Pikkel, Quinn & Walters, Doblin.

Inside the Box: Why the best business solutions are right in front of you (2013); Boyd and Goldenberg, Profile Books.

Managing your innovation portfolio (May 2012); Nagji and Tuff, Harvard Business Review.

The Minto Pyramid Principle: Logic in Writing, Thinking and Problem Solving (2010); Minto, Pearson Education Limited

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TECHNIQUES
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1, 2, 3 Innovate Evaluate
OVERVIEW QUICK GUIDE

1,2,3 Innovate Evaluate is a simple and tangible method to Once you have ideas and solutions ask yourself:
help prioritise and evaluate innovative ideas and solutions. The 1. Is it Better for our customers?
technique allows you to make a fast decision about whether your 2. Simpler for our people?
solution adds value. 3. Worth It for our organisation?
If your solution passes all tests (better, simpler, worth it), you are
on to a winner.
BENEFIT
A three question framework to quickly decide if your proposed ideas, Timeframe Tools you’ll need
concepts or solutions are innovative.
30 minutes Post-it Notes Pens Flipchart Paper

HELPFUL HINTS
1,2,3 Innovate Evaluate isn’t a deep analytical tool.
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5 Why’s

The 5 Why’s is a technique used in Six Sigma methodology for Write down the business challenge.
analysing problems. By repeatedly asking “Why” you are able to Ask why the problem happens and write the answer down
peel away the layers and get to the root cause of a problem. Very below the question.
often the perceived reason for a problem will lead to another
This will provide another problem so again, ask Why and write
question. Although it is called the 5 Why’s you may find you have to
the answer down.
ask Why fewer or more times to get to the real issue of the problem.
Ask as many Whys as you need in order to get insight at the
level that can be addressed.
You will know you have reached your final Why because it will
BENEFIT not make logical sense to ask Why again and/or there will be
no further answers to the Why.
Help identify the root cause of a problem.
Determine the relationship between the different root causes

of a problem. Timeframe
One of the simplest tools which easy to use and gets results.
30 minutes
HELPFUL HINTS
Use simple statements to ensure you can find the cause and Tools you’ll need
then ask why.
Compounded statements may cause confusion and confuse
finding the real issue.
5 Why’s Tool Post-it Notes Flipchart Paper Markers
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AEIOU

AEIOU is an observational research approach used to structure Activities
observations of stakeholders within their natural environment and What are the ways in which people behave and the specific
to gain a deeper appreciation of their motivational behaviours, activities and processes people go through?
decisions and actions. Environments
What is the character and function of the space overall, and of
individuals’ spaces or shared spaces?
Interactions
BENEFIT What is the nature of the interactions between people and objects,
people and their environment, people and information?
Beyond surveys, interviews and questionnaires, AEIOU helps teams
to build better depth and breadth of understanding which in turn, Objects
often uncovers un-met needs, gaps and new opportunities. What are the objects and devices people have and use, and why do
they use them?
To aid interview preparation and to structure probe questions Users

in interview. Who’s there? What are their roles and relationships?
Timeframe Tools you’ll need

HELPFUL HINTS
Remember: Observations encountered should not be influenced
by the researcher (as much as is possible).
30 minutes AEIOU Tool Pens/Paper
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Affinity Clustering

Affinity clustering is a graphic technique for soliciting ideas from a Identify your business challenge.
group and obtaining a consensus on how the information should be Form a team of collaborators and pick a facilitator.
structured and sorted items according to similarity. Existing items
Explain the problem / solution to the participants.
and/or new items identified by individuals are written on post-it notes
which get sorted into categories. Affinity clustering can be used to Gather a dataset (research findings, ideas, feedback etc).
analyse findings from studies, identify and group user functions as Record each item arising from the dataset on a separate post-it note.
part of design and analyses findings from usability evaluation. Have one person describe, then place an item.
Invite others to place similar items in the proximity.
Repeat the pattern until all items are included.
BENEFIT Discuss and rearrange items as groupings emerge.

Label the clusters that take shape.
Involves the whole team and forms a common consensus on the
issues discussed.
Consolidates data into meaningful criteria to which can Timeframe

be addressed.
HELPFUL HINTS 1-2 hours
The question / problem should be clearly defined so that there

is no ambiguity in its interpretation. Tools you’ll need
Cluster your ideas on post-it notes into related groups – give
the groups a heading and a statement that describes the group
of ideas.
Flipchart Paper Markers Post-it Notes
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Brainstorming

Group brainstorming can be a powerful technique in developing Begin the session with well-defined insights to explore further.
new ideas and solving problems as well as motivating and Ask people to individually spend a couple of minutes thinking up
developing the team. their own ideas/solutions.
The brainstorming session should have a time limit and a clear Instruct participants to individually write their ideas/solutions on
objective to enable you to keep the brainstorming activity under post it notes and keep it to themselves.
control and on track.
Divide participants into groups of three or four.
After the session it is crucial to develop and communicate a
Assign a captain at each group to collect ideas and post on the
clear and positive outcome, so that people feel their effort and
wall/flip chart paper.
contribution was worthwhile. When people see that their efforts
have resulted in action and change, they will be motivated and keen The captain for each group facilitates the conversation at each
to help again. table. Ensure everyone contributes, engages, listens and builds
on ideas shared.
Do not evaluate, reward or criticise ideas. Focus on making the
list longer.
BENEFIT Cluster the ideas into similar themes.
Encourage participants to come up with a headline idea for
Allows the team to develop new ideas and solve problems and feel a concept.
that they are positively contributing to the change process.

HELPFUL HINTS
Brainstorming allows people to suggest ideas at random; never
discount or dismiss ideas.
Always agree a timescale and who’s responsible for the actions. 15-30 min, dependant on Flipchart/ Markers Post-it Notes
your desired outcomes whiteboard
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Business Model Innovation
OVERVIEW HELPFUL HINTS

Business model innovation is about fundamentally rethinking your Business Model Innovation is not a linear process and an
business around a clear customer need or customer benefit, then experimentation mindset is beneficial.
realigning your resources, processes and revenue formula with this It is best used to drive adjacent or transformational innovation.
new clearly defined value proposition. Having cross functional and cross departmental teams is desired
and will improve outcomes.
BENEFIT
Business model innovation can assist an organisation to: QUICK GUIDE

Business model innovation methodology 1
Generate valuable, new ideas for engaging with customers, designing Understand: describe current business model, find fresh
new or transformed business models that fulfill the jobs customers customer insights (apply jobs-to-be-done technique), understand
need to get done more effectively, efficiently and profitably. market trends and mechanisms.
Unlearn and mobilise: unveil tactic assumptions about your
Identify "white space" growth opportunities—tapping into an entirely
industry and your business model, create discomfort with
new customer opportunity with a completely new business model that
current situation, secure backing of top management for
changes the competitive landscape.
rethinking process and necessity for change.
Create new systems, rules and metrics that enable organisations to Ideate: generate ideas, out of box thinking, value proposition,
structure for and successfully implement new businesses. value architecture, revenue model.
Design: decide on three to four strategic directions to work on,
check interdependencies of all components of the designed
Timeframe Tools you’ll need business model, work on uniqueness of your positioning,
optimise components management for rethinking process and
necessity for change.
Select and prototype: select the optimal business models, test
3 days to 7 weeks Business Model Post-it Flipchart Markers PowerPoint
prototype with potential customers, build prototype, select the
(for one iteration) Canvas Tool Notes Paper business model to start with.
Build and learn: execute business model, gather customer data
(Optional: Hypothesis and Experiments Canvas, Lean Offerings Canvas, 7W Action Plan)
and feedback, adapt and improve business model.
1
Fluidminds Business Model Innovation methodology (www.fluidminds.com.au). Quoted with permission.
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Concept Poster

A concept poster is an illustration which can be used to present Identify the new idea which you would like to introduce.
a new idea. Assemble a team and basic drawing materials.
Come up with a name and a tag line for the concept.
Write a short summary of the concept.
BENEFIT Include a description of the key stakeholders.

List key features and benefits.
Allows you to graphically depict initiatives that will be rolling out across
Illustrate the concept with a picture or diagram.
the business.
Add a timeline for developing the solution.
Draft the layout and draw the final poster.
HELPFUL HINTS
Make the first draft quickly; don’t overthink it.
Engage an expert designer for visual refinement.
Display the posters prominently to rally enthusiasm.
1-2 hours for initial design Post-it Notes Flipchart Paper Markers
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Cost-Benefit Analysis
BENEFIT
OVERVIEW
Cost-Benefit Analysis is a relatively straightforward tool for deciding
When you perform a Cost-Benefit Analysis, you make a comparative
whether to pursue a project.
assessment of all the benefits you anticipate from your project and
all the costs to introduce the project, perform it, and support the To use the tool, first list all the anticipated costs associated with the
changes resulting from it. project, and then estimate the benefits that you'll receive from it.
Cost-Benefit Analysis help you to:
Decide whether to undertake a project or decide which of several Where benefits are received over time, work out the time it will take
projects to undertake. for the benefits to repay the costs.
Frame appropriate project objectives.
You can carry out a Cost-Benefit Analysis using only financial costs
Develop appropriate before and after measures of project success.
and benefits. However, you may decide to include intangible items
Prepare estimates of the resources required to perform the
within the analysis. As you must estimate a value for these items, this
project work.
inevitably brings more subjectivity into the process.
However, keep in mind that Cost-Benefit Analysis is best for
making quick and simple financial decisions. More robust
approaches are commonly used for more complex, business-critical
or high cost decisions.
HELPFUL HINTS
Cost-Benefit Analysis is a quick and simple technique that
you can use for non-critical financial decisions. Where decisions
Timeframe Tools you’ll need are mission-critical or large sums of money are involved,
other approaches.
1-2 hours Pens/Paper Excel
Quick guide on next page
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Cost-Benefit Analysis cont.
QUICK GUIDE you anticipate, there are often intangible, or soft, benefits that
are important outcomes of the project.
Step One: Brainstorm Costs and Benefits
For instance, what is the impact on the customer satisfaction,
First, take time to brainstorm all of the costs associated with the
environment or health and safety? What is the monetary value
project, and make a list of these. Then, do the same for all of the
of that impact?
benefits of the project. Can you think of any unexpected costs?
As an example, what is the value of stress-free travel to work in the
And are there benefits that you may not initially have anticipated?
morning? Here, it's important to consult with other stakeholders and
When you come up with the costs and benefits, think about the lifetime
decide how you'll value these intangible items.
of the project. What are the costs and benefits likely to be over time?
Step Two: Assign a Monetary Value to the Costs Step Four: Compare Costs and Benefits
Consider costs for all phases of the project. Such costs may Finally, compare the value of your costs to the value of your benefits,
be nonrecurring (such as labor, capital investment, and certain and use this analysis to decide your course of action.
operations and services) or recurring (such as changes in personnel, To do this, calculate your total costs and your total benefits, and
supplies, and materials or maintenance and repair). In addition, compare the two values to determine whether your benefits
consider the following: outweigh your costs. At this stage it's important to consider the
– Potential costs of not doing the project payback time, to find out how long it will take for you to reach the
– Potential costs if the project fails break-even point – the point in time at which the benefits have just
– Opportunity costs (in other words, the potential benefits if you repaid the costs.
had spent your funds successfully performing a different project) For simple examples, where the same benefits are received each
period, you can calculate the payback period by dividing the
Step Three: Assign a Monetary Value to the Benefits projected total cost of the project by the projected total revenues:
It's often very difficult to predict revenues accurately, especially
for new products. Secondly, along with the financial benefits that Total cost/total revenue (or benefits) = length of time (payback period).
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Eco-System Mapping

An eco-system map is a visual diagram used to highlight Review your business challenge.
connections between stakeholders within a complex environment. Discuss and identify all the entities in the eco-system:
Eco-system mapping can include: people, processes, o Use circles to represent individuals, groups, providers,
technologies and business expectations within a product/service customers, organisations (tangibles).
delivery system. o Use a straight line to represent the direction of transactions
between participants ( document, equipment, payment,
advice, schedule, approvals, criticism, etc) (tangibles).
o Use a dotted line to represent extras (activities that
BENEFIT share knowledge/smooth processes/delivery/accelerate
progress etc.) (intangibles).
To create a clear, comprehensive picture of the system in focus. It’s important to consider how they interact with each other.
The eco-system map helps you to see the network of intersections, What value is being exchanged in each relationship? How
interactions and patterns and their impact on the system as a whole. important is each person in the system?
What are your initial thoughts about desired outcomes for each
It helps identify potential gaps, defines opportunities for
stakeholder (beware of assumptions!)?
improvement, and highlights where value is being exchanged and
where value is not being delivered. What are the desired outcomes for each stakeholder?
(Beware of assumptions!)?
Discuss interesting insights and summarise understanding
of ecosystem.
HELPFUL HINTS
Record as many of the participants in the service system
as possible. Timeframe Tools you’ll need
Describe what is being exchanged within each relationship.
Involve a wider cross-business team, as they can help provide
a broader perspective.
Up to 2 hours Post-it Notes Flipchart Paper Markers
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Elevator Pitch

An elevator pitch is a short overview of your product, business or Define who you are.
idea and is typically used in business setting such as networking or Describe what you do.
in meetings. It is a simple, yet effective, tool that allows you to deliver
Identify your ideal clients / customers.
your message in the time it takes for an average elevator ride.
Explain what is different about your product, idea or business.
Create an attention getting hook.
Identify your desired action.
BENEFIT Pull it all together.
Edit to keep it short and succinct.
If you have an idea to sell quickly then you need to take
advantage of any opportunity that presents itself to pitch quickly
and with confidence.
HELPFUL HINTS
Skip industry jargon.
1-2 hours Elevator Pitch Tool Pens/Paper
Memorise and practice your pitch. (2 available)
Create multiple versions which you can use depending on who,

and when, you are pitching your idea.
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Importance/Difficulty Matrix

The Importance/Difficulty Matrix is a technique in which a range Do be realistic about your timeframes.
of potential solutions to a business challenge can be assessed
and ranked for their ease of implementation (“easy” to “difficult”)
and their relative importance or impact (“high” to “low”).
The results of this assessment can then be plotted in a simple
matrix or box graph. QUICK GUIDE
Methods for assessing the ease of implementation and importance Assemble your project team and any necessary stakeholders
of solutions can be subjective (e.g. team member views) or who can contribute to an assessment of solutions to the
objective (based on evidence) and qualitative (e.g. ‘High’, ’Medium’ business challenge.
or ‘Low’) or quantitative (e.g. 1-10, investment benefits in $). Agree on the methods that will be used to assess the ease of
In the Importance/Difficulty Matrix, ranges for “Importance” on implementation and importance of all solutions.
the X axis and “Difficulty” on the Y axis should match or align Apply the methods to assess the solutions according to ease of
with the method of assessment used. For example, if ‘ease of implementation and importance.
implementation’ is assessed subjectively (‘High’, ’Medium’ or ‘Low’), Create a simple chart on a flip chart with “Importance” on the
this then becomes the X axis values against which solutions X axis and “Difficulty” on the Y axis, then plot the assessed
are plotted. solutions on the chart.
BENEFIT Timeframe Tools you’ll need

Enables a portfolio of solutions to be sorted and prioritised.
Communicates a prioritised portfolio of solutions visually.
2-4 hours* Importance/Difficulty Flipchart Pens/Paper Post-it

When combined with Affinity Clustering (see Techniques) can show Matrix Tool Paper Notes
linkages or interdependencies between solutions that may influence
solution prioritisation *(dependant on the complexity of the project, the range of solutions to be evaluated
and the sophistication of evaluation criteria) + preparation time.
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Interviewing (Contextual Inquiry)

A contextual inquiry is a semi-structured interview method to When writing the questions, think about useful and inspiring
obtain information about the context of use, where users are feedback. You might want to ask:
first asked a set of standard questions and then observed and
What activities does this person do?
questioned while they work in their own environments.
What are their goals?
Is there anything that worries them?
The key differentiator between contextual inquiry and other user
What role do they play in their network?
research methods is that contextual inquiry occurs in context.
How do they manage their time?
It’s not simply an interview, and it’s not simply an observation.
What types of planning and negotiation processes are taking place?
It involves observing people performing their tasks and having
What motivates people to do certain things?
them talk about what they are doing while they are doing it.
What stops people from doing certain things?
Contextual inquiry allows you to understand your customers Do conduct the interview in their environment. It’ll be easier for
and stakeholders further by speaking with them and seeing the them to talk about what they do and how they do it when their
perceived issues they are facing. Thoughtfully structured questions systems, objects and tools are around them.
will ensure the time you have with your research participant is
Do conduct the interview with a colleague, each with clear roles:
effective and efficient and also increases your chance of extracting
one interviews, one takes notes.
as much value from the situation as possible.
Do spend more time listening than talking.
Don’t take more than two people to an interview.
Don’t defend Client A’s actions.
BENEFIT
By interviewing and observing your customers and stakeholders
you are able to elicit facts and statements from the interviewee,
providing qualitative data to consider when looking at
potential solutions.
1-2 hours for the inquiry, plus Contextual Camera Dictaphone/ Notebook Pens
analysis and report writing time Inquiry Tool recording equipment
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Interviewing (Contextual Inquiry) cont.
QUICK GUIDE Ask them to walk you through what they do, their workspace
or environment. Try to get an overview from the participant’s
Step One: Introduction
perspective that you can probe further later on. Strike a balance
Introduce yourself and thank them for participating.
between covering the required topics and being open to information
Confirm the timeframe (how long it will take).
you haven’t considered.
Briefly describe the purpose of the interview, areas you’d like to cover
and any activities you’d like them to carry out.
Encourage them to be open and honest and to demonstrate things Step Four: Probe for details
where appropriate. Make sure you understand the points they’ve made – even rephrase
Explain you’ll be recording the interview and taking photos and and confirm them. Get specific examples of what actually happens in
assure them of confidentiality. their world which illustrate those points.
Ask if they have any questions.
Step Five: Summarise and close
Step Two: Getting started Sum up what you have learnt in 1–2 sentences.
Begin with straightforward questions to get them talking and Thank them for the benefit of their expertise.
feeling comfortable. Ask permission to follow-up and then confirm the best way
to contact them.
Step Three: Go broad
Ask the participant to describe in their own words: Step Six: Post interview
A sequence of events over a period of time (e.g. “Talk me through the With your colleague, discuss the interview. Use the In-context
process you go through when reporting graffiti?”) the activities, the interview summary sheet to summarise the key out-takes.
tools they use etc.
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Mind Mapping

Mind maps are a useful tool for making notes and organising Assemble a team and basic drawing materials.
information. They provide a visual representation of connections Identify the business challenge that will form the basis of
between concepts and ideas that are related to a central topic and the discussion.
for that reason are a great tool to assist with and formally record
Write the idea in the centre.
brainstorming sessions. Mind maps are particularly useful for
scoping and planning an innovation topic or ideas. From that main idea, create branches each represented by
a single word that relates to the main topic.
Create sub topics and branches that stem from the main
branches to further expand on ideas and concepts.
BENEFIT The sub-branches should also have words that elaborate on the
topic of the branch it stems from.
Help to clarify the key concepts of a topic.
Show links and relationships between ideas.

Timeframe
Organise ideas and information on a single page.
Facilitate memory though key words and phrases.
30 min – 1hr
HELPFUL HINTS Tools you’ll need

It’s helpful to use different pen colours and images to
differentiate the branches and sub-topics.
Mind maps can easily be created on paper but are more easily
and fluidly created online with mind-mapping tools and software.
Flipchart Markers Or online mind map
Paper tool/software
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Minto Pyramid Principle

The Pyramid Principle by Barbara Minto (sometimes also Identify the business challenge.
referred to as SCQA) defines a logical way to structuring reports, Describe what the Situation is. Focus on the “where are we now”
presentations, value propositions and making recommendations. as this helps to establish relevance.
The pyramid structure allows you to formulate your story to
Next look at the Complication. This creates tension in your story
engage your audience’s attention and by exploring the Situation,
and will assist in determining what comes next.
Complication, Question and Answer you can impose an order to
help identify major ideas and their flow and to the minor ideas to The Questions will arise naturally from the complication and will
support them. lead into the answers.
The Answer to the question is the substance of your main point.
By summarising this first it will form your introduction and by
breaking it down further, will develop your presentation.
BENEFIT
Cuts down time on producing draft documents as it increases clarity.
Puts your focus on the customer and their path, while articulating
the issues they face in a concise manner.
Allows you to present complex problems in an easy-to-understand way.

30 min – 1hr Minto Pyramid Flipchart Markers Post-it
Tool Paper Notes
HELPFUL HINTS
Further information can be found in Barbara Minto’s book
“The Minto Pyramid Principle”.
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Multi-voting

Multi-voting is a selection technique used after brainstorming to Begin the session with the clustered ideas and themes from the
prioritise and converge on ideas, concepts, solutions to proceed brainstorm phase.
with. Each team member independently votes on the 3-5 ideas they Instruct participants to take 3 post its and to write their name
believe are the most important. and the numbers 1,2 or 3 on separate post its.
Instruct participants to walk the room and to place their post its
(i.e. votes) on their favourite ideas (e.g. #1 is a favourite idea).
Collate the votes and feedback to the group what the top ideas are.
BENEFIT
Discuss as a group (Use 1,2,3 Innovate Evaluate as a decision tool
Using this technique allows individual and collective prioritisation of in the discussion).
ideas. This means all team members have a voice.
The discussion prompted by this activity gives teams the opportunity

to build on each other’s ideas.
HELPFUL HINTS
Remember – this isn’t an activity where less ‘feasible’ ideas are 45 minutes Post-it Notes Pens Ideas
immediately rejected – they may still have an aspect that is
useful and meaningful.
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Nirvana

Nirvana is a visual thinking technique used to explore the ideal Clearly state the business challenge to the participants.
future state of a business challenge if there were no barriers. This is a fun exercise – Instruct the group to “think outside the
box”, to adopt a curious mindset and to imagine the impossible.
Ask participants to discuss in a team what their vision of the
future looks like.
BENEFIT
Ask the group to select a scribe to “sketch” the future
Allows participants to imagine the “impossible” and explore all types Nirvana state.
of opportunities. Ask the group to describe what their future state represents.
To create a conversation about “what could be”.
Creates an atmosphere of positive thinking to solving a problem.
15 minutes Flipchart Markers Post-it Room with a large Breakout tables

Paper Notes vertical writing area with chairs
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Perception Mapping

Perception Mapping is a technique that provides a way to Perception Mapping approach 1:
document and analyse different perceptions of a complicated Step 1: Have groups record their perceptions of a given situation
or complex business challenge from the perspective of different that is connected to a business challenge;
stakeholders. The technique can be applied to the analysis of
Step 2: In respect of each perception then ask the question
situations to explore and define the primary business challenge
“what does this lead to?” to connect every perception with the
question or to assist in proposing solutions.
perception that it leads to or connects with;
Step 3: Draw a Perception Map (see page 58) by plotting the
perceptions and their connections to each other identified in
Step 2; and
BENEFIT
Step 4: Analyse the Perception Map to identify;
Perception mapping can assist in; o a pair or pairs of perceptions that are in direct conflict or
contradict each other;
Encouraging a more positive and divergent perspective on o Loops (or a perception circle e.g. A B G Z A)
complicated and complex business challenges. o Collector Points (e.g. B F, D F and K F so F is a
Collector Point); and/or
Generating consensus among large stakeholder groups on the most
o Chains (or the perceptions that form a ‘chain’ between
pressing business challenge that needs to be resolved.
perceptions in direct conflict or in contradiction of each other).
HELPFUL HINTS
In Step 2 all perceptions must lead to another perception.
If a perception could lead to more than one of perceptions,
chose the ‘best fit’ perception.
The primary objective of Step 4 (Analysis) in identifying Loops,
Chains and Collector Points is to highlight the most important 1-3 hours Perception Map Post-it Flipchart Markers
perceptions on a complicated or complex business challenge to (see Tools section) Notes Paper
which investigation and understanding efforts should be directed.
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Persona Mapping

Persona mapping allows you to understand the needs your Identify a body of research (data) to inform your work.
customers have. Through the use of qualitative and quantitative (survey, feedback, focus group, interviews, social media etc)
data you will be able to create a profile of your typical customer/s Determine a set of archetypes to develop in detail.
allowing you to better understand their values, pain-points and
Write a personal description for each persona.
what they’re looking for.
Give them realistic names.
Include a representative portrait for each persona.
Describe their distinguishing characteristics.
BENEFIT Establish their needs and goals.
Outline their thoughts, feelings and behaviours.
By having a good grasp on what your customers look like and want,
you are better able to target new and existing products, services Summarise their mindset with a quote.
and campaigns to them. Persona mapping is a great way to pre-test Compose a one-page summary of each persona.
products and services and make considered decisions when planning
new initiatives.
HELPFUL HINTS
Avoid disrespectful stereotypes.
By creating a great persona you are really able to think like them 1-2 hours Flipchart Paper Markers
and gain real-life customer insight.
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Process Mapping

Process mapping is essentially a flow diagram which describes Identify the process to be mapped, then give it a name and
how work is performed and shows each step in the process as number (for example Building Inspection process: 020).
an individual activity. Each activity is displayed in order, from
Define the scope of the process. Where will you start your map?
beginning to end, alongside the role of the person who performs it.
With which supplier? Where will you end your map? The aim
here is to prevent you covering too much ground in one process
and getting weighed down.
BENEFIT Identify the users of the process, then set up rows with a
heading for each user.
Creating a process map is a useful way to get you and your team
Brainstorm the major process activities, using a verb-noun
to take an objective look at what you do. It highlights places where
sequence to describe each broad step (like ‘Collect information’,
confusion or a change in procedures might mean you don’t meet your
‘Enter information’).
customers’ needs. It can be used to create both an understanding of
Group the activities into similar categories or ‘major steps’ in
the current process as well as an improved process for the future.
the process – it’s good to aim for about 20 process steps in one
process map.
Determine the key decisions required that influence the process
flow (for example: Is a pre-application meeting required?).
HELPFUL HINTS
Assign each of the activities to a user.
Verify the process map: Once you’ve created your process map,
you should take time to make sure that what you have captured on Create symbols around each step indicating the type of action
paper is in fact what happens. To confirm, you can track some users taking place (e.g.: beginning/end of the process, data exchange,
through the process or take some experts through your process map. sub–process start/finish, actions/steps/tasks).
Arrange the steps in sequence.
Place steps on the block diagram, in a row for the owner of the step.
1-2 hours Pens/Paper Online process

mapping tool eg. Visio
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Prototyping
BENEFIT
OVERVIEW
For Transport Innovation, a prototype can be physical or conceptual Prototypes allow you to reduce uncertainty, get deeper customer
such as a wall of post-it notes, a role-playing activity, a space, an insights, limit the financial risk of failure and learn from small low-cost
object, an interface, or even a storyboard. It may not necessarily be failures earlier in the process rather than at the end.
an expensively constructed physical object. Prototypes are early
samples, models or releases used to test a concept or process or to
act as something that is replicated for the purpose of understanding
how it works and learning how it may work better. HELPFUL HINTS
Use simple resources like Lego, paper, cardboard, plasticine
and popsicle sticks.
Timeframe / Tools you’ll need
QUICK GUIDE 4. Design the experiment for learning

Exactly what output will you collect? Will the output actually answer
1. Begin with clear objectives Available Timeframe Tools you’ll need
What exactly are you trying to learn? Recognise the difference the objectives/hypothesis? Record any ‘unanticipated’ learning and
between the ‘need to knows’ and ‘nice to knows’’. share these learnings with others.
What will success look like? Primary success factors will not 5. Plan the experiment within ambitious time and cost limitations –
always be financial. scope, scale, constraints
Tool x 2 Paper Pen
2. Identify the assumptions you want to test Limit the assumptions1-2being
hours tested if necessary. Conduct many
Are you testing market acceptance, technological feasibility, small experiments rather than a few big ones. Is the scope sufficient
internal capabilities etc.? but realistic? Should the experiment be simplified? How long will it
take? What constraints on events and resources are there? Are there
3. Create a prototyping plan
particular risks associated with the experiment itself?
What do you want to learn about the concept?
Why is it important? Where are the most risky aspects? 6. Do the test
What will the experiments be and what are their components? Review the concept whilst you’re extracting new learnings.
How will you judge success? Keep the feedback loop fast and short.
What are the resources you will need? People, skills, time, Capture the feedback using notes, photos and video.
money, materials. Summarise the learnings and take them into the next cycle of design.
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Quick Reference Guide

A quick reference guide is a short document summarising the key Identify a design that is ready to be documented.
principles and element of a proposed solution. Quick reference Assemble the team that originated the solution.
guides could be succinct instructions with bullet points coupled
Ask them to communicate the design intent.
with charts and graphics that condense a process on one or two
pages. Most quick reference guides can walk the user through Summarise the guiding principles for the design.
a process. Indicate the standards for colour, typography etc.
Provide a library of design patterns and templates.
Package the specifications in a concise manner.
Prepare a small booklet and/or online reference.
BENEFIT
Quick reference guides provide the end user with a concise and easy
to understand guide on the new product or service. It can help answer
questions or lower apprehension about the products.
HELPFUL HINTS 2-3 hours Flipchart Paper Markers Electronic design tools
(or MS office suite)
Keep it short.
Engage an expert designer for visual refinement.
Make the guide clear enough to aid implementation.
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Roadmap

A Roadmap is the best format to communicate clear, shared Assemble your project team and any necessary stakeholders.
understanding of project plans to executive boards and Write key steps on Post Its. These steps should be key activities or series of work
stakeholders. It provides your audience with a graphical depiction required to get the solution from where it is now to a fully implemented solution.
of the product plan and strategy. It may include enhancements and
Arrange the Post Its across the wall or table in sequential order, generally
changes to current products as well as showing future products.
starting from the final deliverable and working backward.
As a group discuss the dependencies between the steps, arranging the steps
with no dependencies below each other, and steps that are dependent on
each other in an ordered row. You should now have a visual representation of
BENEFIT
all the steps required and the order in which they will need to be carried out.
Communicates project plans at a glance. Discuss as a group the estimated timeframe for each step and note these
on the Post Its.
Tells your stakeholders what to expect and when.
Using PowerPoint, convert your Post Its into one slide.
Demonstrates where your resources and budget are being allocated. Divide your slide vertically into an appropriate time scale
(e.g. 3 months, 6 months and 9 months) and place each step
Draws attention to important issues. as a coloured block with a title inside the timeframe.
Use different coloured blocks to highlight your tasks, compared to external
Highlights what you need from stakeholders.
activities on which you are dependent.
Manages expectations. Draw onto the slide any dependencies between steps using a line connecting
the blocks.
You may also wish to provide a brief description of each step.
HELPFUL HINTS
Do make sure your roadmap can fit onto one PowerPoint slide.
Do be realistic about your timeframes.
1-2 hours (dependant on Flipchart Paper Pens/Paper Post-it Notes PowerPoint

the breadth of the project)
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Root Cause Analysis

Root Cause Analysis is a technique that seeks to identify the origin To be effective, Root Cause Analysis must be performed
of a problem. It uses a set of steps, to find the primary cause of the systematically, usually as part of an investigation, with
problem, so that you can: conclusions and root causes that are identified backed up by
1. Determine what happened documented evidence. Usually a team effort is required.
2. Determine why it happened There may be more than one root cause for an event or a
3. Figure out what to do to reduce the likelihood that it will problem, the difficult part is demonstrating the persistence and
happen again. sustaining the effort required to determine them.
You can apply Root Cause Analysis to almost any situation; The purpose of identifying all solutions to a problem is to
determining how far to go in your investigation requires good prevent recurrence at lowest cost in the simplest way. If there
judgment and common sense. are alternatives that are equally effective, then the simplest or
lowest cost approach is preferred.
BENEFIT
Root Cause Analysis assists in solving problems by identifying and
correcting the root causes of events, as opposed to simply addressing
their symptoms. Focusing correction on root causes has the goal of
preventing problem recurrence.
2-3 hours Flipchart Paper Markers Post-it Notes
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Root Cause Analysis cont.
QUICK GUIDE Step Four: Identify the Root Cause(s)

Step One: Define the Problem Why does the causal factor exist?
What do you see happening? What is the real reason the problem occurred?
What are the specific symptoms?
Step Five: Recommend and Implement Corrections/Solutions
Step Two: Collect Data What can you do to prevent the problem from happening again?
What proof do you have that the problem exists? How will the correction / solution be implemented?
How long has the problem existed? Who will be responsible for it?
What is the impact of the problem? What are the risks of implementing the solution?
You need to analyse a situation fully before you can move on to Analyse your cause-and-effect process, and identify the changes
look at factors that contributed to the problem. To maximise the needed for various systems. It’s also important that you plan ahead to
effectiveness of your Root Cause Analysis, you may wish to utilise predict the effects of your solution. This way, you can spot potential
a working group or your stakeholders. People who are most failures before they happen.
familiar with the problem can help lead you to a better
understanding of the issues. You’ll usually find three basic types of causes:
Physical causes – Tangible, material items failed in some way (for
Step Three: Identify Possible Causal Factors example, a car’s brakes stopped working).
What sequence of events leads to the problem? Human causes – People did something wrong, or did not do
What conditions allow the problem to occur? something that was needed. Human causes typically lead to physical
What other problems surround the occurrence of the causes (for example, no one filled the brake fluid, which led to the
central problem? brakes failing).
During this stage, identify as many factors as possible. Organisational causes – A system, process, or policy that people
Too often, people identify one or two factors and then stop, use to make decisions or do their work is faulty (for example, no
but that’s not sufficient. With RCA, you don’t want to simply one person was responsible for vehicle maintenance, and everyone
treat the most obvious causes – you want to dig deeper. assumed someone else had filled the brake fluid).
41
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Stakeholder Assessment

A stakeholder is any individual or group impacted by the project Convene a team of collaborators relevant to your business challenge.
or that has the ability to impact on the success of the project. Complete the Stakeholder Analysis.
Stakeholder engagement and commitment are paramount to the o Under each column fill in the requested information for each
success of any project, particularly one that involves change. stakeholder identified, including:
Stakeholders will perceive change in different ways, depending WHO the stakeholders are.
on their expectations, interests and prior experience and these WHAT success looks like to them.
differences greatly impact on stakeholder engagement and HOW they are impacted by the change.
commitment, making a thorough Stakeholder Assessment essential. WHAT their role in the change will be.
The Stakeholder Assessment identifies the most effective WHAT level of influence (positive and negative) they have.
communication strategies to use based on individual WHAT their commitment / resistance levels are.
stakeholder needs. Complete.
Next you are able to complete the stakeholder engagement plan.
o Under each column fill in the requested information for each
stakeholder identified, including:
BENEFIT WHO the key contact is for each stakeholder group.
WHAT the engagement approach will be.
By having a central document with a clear outline of your WHAT the frequency of engagement will be.
stakeholders, their interest in your project and their preferences will WHO is responsible for managing the communication.
allow you to tailor your communication and engagement with them. WHAT the expected outcome of the engagement is.

HELPFUL HINTS
Try to brainstorm and include a broad range of stakeholders.
Strike a balance between breadth and relevance. *(n.b., a full version of this tool is found in
30 minutes– 2 hours Stakeholder the Change Management Toolkit, we have
Assessment Tool* included the “lite” version).
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Storyboarding

Storyboarding is the creating a series of images that show the key Identify a concept or idea to develop.
elements and interactions of a new scenario. Make a poster containing approximately 10-12 blank rectangles.
Assemble a diverse range of collaborators.
Equip them with basic drawing materials.
BENEFIT Draft the main story line (beginning, middle, end).

Determine the main characters and the setting.
By creating a storyboard you have a resource to assist you in
Draw the key frames for a future scenario.
presenting concepts, ideas and solutions to stakeholders, focus groups
or committees. Include a descriptive phrase beneath each frame.
Transfer to an electronic version for easy reference and circulation.
2-3 hours Flipchart Paper Markers/Pencils Post-it Notes
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Storytelling

Through links with tangible examples, a story has the potential to 1. Start with the context.
help the listener make sense of a complex or abstract problem. 2. Use metaphors and analogies.
Telling a meaningful story can be an effective way to help people to 3. Appeal to emotion.
understand business ideas, thoughts and concepts. 4. Keep it tangible and concrete.
5. Include a surprise.
6. Use a narrative style appropriate for business.
7. Move beyond telling your audience a story to creating
BENEFIT a scene or event for them to participate in.
The balance Once upon Consider what the current

People learn and remember information that applies to them. By telling
a time… experience is for the
meaningful stories that resonate with your audience you are able to get
And every day… customer/stakeholder
buy in to the solution you are proposing.
identified in your business
challenge.
The un-balance And then Consider the major pain

one day… points/needs identified in
Until finally… your business challenge.
The quest for And because Consider the major insights
a resolution of that… uncovered about why your
45 minutes Pens/Paper business challenge occurs.
The new balance Until finally… Consider what the future
And ever since experience will be like
that day… for your customer/
stakeholder once your
proposed solution is
implemented.
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SWOT Analysis

SWOT Analysis is a very useful technique for understanding Use the SWOT template tool or draw up a new 2 x 2 matrix.
Strengths and Weaknesses and for identifying the Opportunities For large project groups use 4 x pieces of flipchart paper
available and the Threats you face. A SWOT Analysis helps you to headed with Strengths, Weaknesses, Opportunities and
carve a sustainable niche in your market. You can complete a SWOT Threats at the top.
analysis individually or as a group / project team.
With your business challenge as the focus, start to brainstorm
factors in each of the four categories:
Strengths: Describe the positive attributes, tangible and
intangible.
BENEFIT Weaknesses: Outline the aspects that detract from the value
your offer or place you at a disadvantage.
SWOT is a powerful tool that, with a little thought, can help uncover Opportunities: Consider the attractive factors that represent
opportunities that you are well placed to leverage. By understanding why the idea / project is likely to succeed.
weaknesses of your business, product or idea, you can manage and Threats: Think about factors beyond your control that could
eliminate threats that may otherwise catch you unaware. place your strategy, idea or project at risk. You have no control
over these but you may benefit by having contingency plans to
address or eliminate these.
Only record the factors that are most relevant in each of the
HELPFUL HINTS four categories.
Only accept precise, verifiable statements. Once you have finished brainstorming create a final, prioritised
version of your SWOT analysis listing factors in each category
Cut long lists of factors and prioritise them so that you spend
from highest to lowest in priority order.
your time thinking about the most significant factors.
Make sure that options generated are carried through to later
stages in the strategy/solution forming stage.
Apply SWOT at the right level (e.g. at product level) rather than Timeframe Tools you’ll need
level.
Use in conjunction with other analytical tools so that you get a
comprehensive picture of the situation you’re dealing with.
1 hour SWOT Tool Flipchart Paper Markers
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Walk a Mile Immersion

There is nothing quite like experiencing something personally to Identify whose experience you want to replicate.
help to expose the cracks and inconsistencies in a customer journey. Choose the tasks and activities you will perform.
This activity will help you to identify potential drop off points, Assemble what is needed to run the simulation.
understand customer and stakeholder frustrations, confusions and
Determine the best location.
time/effort-intensive processes.
Obtain the necessary access and permissions(s).
You may wish to observe and interview a customer(s) while they
are going about their task enabling you to further understand, and Conduct the targeted tasks paying particular attention
add credibility to your research. to the following:
Pain-points: Aspects of their role relating to the topic that
provides them with challenges and obstacles. These could be
processes, tools, mindsets etc
Work-abounds: These are solutions your customer has created
HELPFUL HINTS themselves to solve challenges. We can learn and be inspired by
solutions already in practice.
Commit fully to the activity; don’t give up early.
Needs: What are the needs of the service provider as they
Ask another observer to help capture your findings.
endeavour to serve their customer?
The more time you spend as a customer (and with customers),
Do each activity as realistically as possible.
the better your understanding will be.
Note your findings on the way.

This will vary,
depending on the
setting and the
experience you
wish to replicate. Notebook Pens Questions Camera
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What If

What If is a simple tool to use in conversation to generate or further Individually, on post it notes, using What If, brainstorm as many
develop ideas or to provide constructive feedback. ideas and solutions as you can to solve the business challenge.
Stick your post it notes on the wall, walk around the room and
read other people’s ideas and solutions.
In teams, re-cluster ideas on the wall into themes. Re-assess if
BENEFIT the headline concepts for clustered ideas has changed.
Spark imagination and explore alternatives when generating ideas.
Push the boundaries on existing ideas.
Provide constructive feedback.
45 minutes Flipchart Paper Post-it Notes Pens/Markers Room with a large

vertical writing area
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TOOLS
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5 Why’s Worksheet
Define the Problem:
Why is it happening?
Why is that? Remember: You don’t

want to list 5 different
reasons; you want to go
deep on 1 reason
Why is that?
Why is that?
Why is that?
CAUTION
If your last answer is something you can’t control,
go back up to the previous answer on 1 reason
Cannot be because of a person
Action:
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AEIOU Framework
A CTIVITIES
What are the specific actions and processes

E NVIRONMENTS
What are the characteristics and functions of the area

INTERACTIONS
What are all the touch points between a person and

people go through? where the activity takes place? Define it as a whole as someone/something else within the context of the
well as individual shared spaces. activity and environment?
O BJECTS
What are the objects and devices people have in their

U SERS
The people (users) whose behaviour, preferences and

NOTES
environment, and how and why do they use them needs are being researched. What are their roles and
during their activities? relationships? What are their values and prejudices?
50
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Business Model Innovation Framework

Questions for a successful Business Model
Value Architecture Value Proposition
Offer đƫ$0ƫ%/ƫ+1.ƫ+û!.ĕ Customers đƫ$+ƫ.!ƫ+1.ƫ1/0+)!./ĕ

đƫ$0ƫ&+ƫ +ƫ3!ƫ/+(2!ƫ"+.ƫ+1.ƫ1/0+)!./ĕ
Value Chain đƫƫ$0ƫ.!ƫ+1.ƫ2(1!ƫ.!0%*#ƫ/0!,/ĕ
đƫ$0ƫ%/ƫ+1.ƫ2(1!ƫ$%*ĕ
Customer Benefit đƫ$0ƫ!*!ü0/ƫ +ƫ3!ƫ.!0!ƫ"+.ƫ+1.ƫ1/0+)!./ĕ
Core Capabilities đƫƫ$0ƫ.!ƫ0$!ƫ+.!ƫ,%(%0%!/ƫ3!ƫ*!! ĕ đƫ$0ƫ!*!ü0/ƫ +ƫ3!ƫ.!0!ƫ"+.ƫ+1.ƫ,.0*!./ĕ
Distribution & đƫƫ+3ƫ +ƫ3!ƫ.!$ƫ+1.ƫ1/0+)!./ĕ

Communication Channel đƫƫ+3ƫ +ƫ3!ƫ+))1*%0!ƫ3%0$ƫ+1.ƫ1/0+)!./ĕ
Partner đƫƫ$%$ƫ,.0*!./ƫ +ƫ3!ƫ*!! ĕ
Revenue Model Teams & Values
Cost Structure đƫ+/0ƫ/0.101.!ƫ%/ƫ !ü*! ƫ5ƫ0$!ƫ2(1!ƫ.$%0!01.!ċ Team đƫ$+ƫ%/ƫ+*ƫ+1.ƫ0!)ĕ

đƫ$0ƫ+),!0!*%!/ƫ +ƫ3!ƫ$2!ƫ+*ƫ0$!ƫ0!)ĕ
Revenue Sources đƫ%0$ƫ3$0ƫ +ƫ3!ƫ!.*ƫ)+*!5ĕ Values đƫ$0ƫ2(1!/ƫ +ƫ3!ƫ,1./1!ĕ

đƫƫ+3ƫ +ƫ3!ƫ%*0!.0ƫ3%0$ƫ!$ƫ+0$!.ƫ* ƫ0$!ƫ
customers?
*Published with permission by fluidminds
51
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Elevator Pitch
TARGET AUDIENCE AND TOPIC
Specify your target audience:
(Examples: customers, employees, suppliers, partners, investors, personal
networking contacts, business networking contacts, family, and friends)
Specify topic:
(Examples: product/service, company, personal, new job)
MESSAGE COMPONENT DEVELOPMENT

Who do you do it for?
(For example, start with “For low income earners and students”)
Why do your customers/clients care? Or, what’s in it for them?

(For example, include “so that they can,” “who can no longer afford,”
or “who are tired of”)
What does your solution do?
(For example, start with “We provide”)
Why is your solution different?

(For example, include “as opposed to” or “unlike”)
What is your agency?

(For example, start with “We are...”)
OPTIONAL QUESTIONS
What environment are you operating within?
(For example, start with “Our industry is challenged to implement
new compliance legislation”)
What single thing do you do better than any other?

(Example: “We are the best in the industry at mitigating risk
in this critical area.”)
PUT IT ALL TOGETHER

Assemble the combined results here:
TELL ME MORE
How would you like your interlocutor to respond?
(Examples: “How do you see that affecting my business?”
“What do you think I can help you achieve?”)
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Elevator Pitch – Connecting Others

with your Proposed Solution
Points to remember TO HELP:
1. MAKE THEM CARE
People can be kind and caring, but in a pitch it comes

down to answering the pivotal question of: "What can
you do for me?"
To get to this point, introduce yourself and explain the OUR TEAM:
business challenge first. Connect with your audience
emotionally around the problem and then offer your
proposed solution as the remedy to that problem.
2. LEAVE THEM WANTING MORE

IN DIFFERENT AND BETTER WAYS
Elevator pitches are meant to be short, so don't try
to pack in too much.
Explain your proposed solution and why you believe
this is the best approach.
3. HAVE A CALL TO ACTION

TODAY WHAT WE NEED FROM YOU IS:
Let your audience know exactly what you want/need
from them to continue.
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Generating Ideas & Alternatives –

Using Concept Sketching
Name of idea? Simple description:
Who is it for? Concept sketch
What insight or need does it relate to?

Why do you believe the idea will meet this need?
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Importance/Difficulty Matrix
High
DIFFICULTY
Med
Low Med High
IMPORTANCE
55
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Interviewing (Contextual Enquiry)

1. Make sure you get a good ‘portrait’ shot to use as a profile picture.
2. Write lots of notes to remember key points of interest.
3. If possible, get a guided tour of their environment and take lots of photos.
4. Also take photos of the wider environment in which they work e.g. outside.
5. Add each profile picture to the wall as you conduct each interview, to build
a full picture of your customers and research.
Name: Role:
KEY QUOTES GOALS KEY OUT-TAKES
MOTIVATIONS PAIN POINTS SATISFACTION POINTS
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Minto Pyramid
INTRODUCTION
Situation
Complication
Question
Answer
Why?
How?
or
In what way?
temporal flow
CONCLUSION
57
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Perception Mapping
Question you are trying to answer or business challenge you are trying to solve:
Perceived answer Leads to Conflicts Perception Map:
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
Look for:
U
V Loops Collector Points Conflict Connector Chains
W
X
Y
Z
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Stakeholder Assessment –
Stakeholder Analysis
A full, editable version of this document is available in the Change Management Toolkit
Definitions
Commitment to change Impact of Change
Stakeholder Analysis How enthusiastic and How will the change affect the group, in terms of changing their
"bought in" are this group working practices and behaviour?
to the change? Influence over Change
What is the group's ability to block, delay or the delivery
of the change?
Project:
HIGH (5) - low (0)
HIGH (5) - low (0)
HIGH (5) - low (0)

Influence over
Delivery Team
<insert other>
<insert other>
Last Updated
Commitment
Audiences
to change
Impact of
Impacted
Enabler
change
change
Name of Stakeholder Description Point of Contact / What does success look Group's Objections /
Group (scope of group) Key Individual(s) like/wins for this group Concerns / Issues
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Stakeholder Assessment –
Stakeholder Engagement Plan
A full, editable version of this document is available in the Change Management Toolkit
Stakeholder Engagement Plan
Engagement Approach / Frequency Expected Outcomes

Stakeholder Key Contact(s) Stakeholder's Role Who is Responsible Status
Method (e.g. weekly, monthly, etc.) of the Engagement
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SWOT Analysis Template

State what you are assessing here:
CRITERIA EXAMPLES STRENGTHS CRITERIA EXAMPLES WEAKNESSES

Advantages of proposition? Disadvantages of proposition?
Capabilities? Gaps in capabilities?
Competitive advantages? Lack of competitive strength?
USP’s (unique selling points)? Reputation, presence and reach?
Resources, Assets, People? Financials?
Experience, knowledge, data? Own known vulnerabilities?
Financial reserves, likely returns? Timescales, deadlines and pressures?
Marketing – reach, distribution, awareness? Cashflow, start-up cash-drain?
Innovative aspects? Continuity, supply chain robustness?
Location and geography? Effects on core activities, distraction?
Price, value, quality? Reliability of data, plan predictability?
Accreditations, qualifications, certifications? Morale, commitment, leadership?
Processes, systems, IT, communications? Accreditations, etc?
Cultural, attitudinal, behavioural? Processes and systems, etc?
Management cover, succession? Management cover, succession?
Philosophy and values?
CRITERIA EXAMPLES OPPORTUNITIES CRITERIA EXAMPLES THREATS

Market developments? Political effects?
Competitors’ vulnerabilities? Legislative effects?
Industry or lifestyle trends? Environmental effects?
Technology development and innovation? IT developments?
Global influences? Competitor intentions - various?
New markets, vertical, horizontal? Market demand?
Niche target markets? New technologies, services, ideas?
Geographical, export, import? Vital contracts and partners?
New USP’s? Sustaining internal capabilities?
Tactics: eg, surprise, major contracts? Obstacles faced?
Business and product development? Insurmountable weaknesses?
Information and research? Loss of key staff?
Partnerships, agencies, distribution? Sustainable financial backing?
Volumes, production, economies? Economy - home, abroad?
Seasonal, weather, fashion influences? Seasonality, weather effects?
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APPENDICES
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MAKING SENSE OF INNOVATION

Doblin ‘s Ten Types of Innovation provides a useful classification framework for
understanding areas where innovation is possible. The Doblin framework provides a
structure for classifying business challenges and establishes a common language to discuss
and explain the innovation types when undertaking an innovation process.
Doblin’s innovation types are grouped into three (3) distinct categories – Configuration,
Offering and Experience. The Doblin framework recognises that in practice innovation can,
and does, occur within, across and between Types.
Network connections Process signature or Product system Channel how your Customer engagement.
with others to superior methods for complementary products offerings are delivered to Distinctive interactions
create value doing your work and services customers and users you foster
Profit Model Network Structure Process Product Product Service Channel Brand Customer
Performance System Engagement
C O N F I G U R A T I O N O F F E R I N G E X P E R I E N C E
Profit model. Structure Product performance Service support and Brand representation of your
The way in which alignment of your distinguishing features enhancement that offerings and business
you make money talent and assets and functionality surround your offerings
Diagram 3 – Doblin’s 10 Types of Innovation* *Source: Doblin’s 10 Types of Innovation Copyright Deloitte LLC Quoted with permission TBC
63
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BUILDING ON DOBLIN ‘S TEN TYPES OF INNOVATION Diagram 4 – Core, Adjacent and Transformational innovation explained*
CREATE NEW MARKETS.

Core innovation – “Change the known”
Core innovation tackles simple business challenges. These innovations typically require TRANSFORMATIONAL
CUSTOMER NEEDS
improving existing products and services for existing customers through incremental or Developing breakthroughs
TARGET NEW
operational changes to products and services or business processes. and inventing things for
markets that don't yet exist
These innovations generally involve making incremental changes to one or two innovation
Types simultaneously, for example, Process and/or Product Performance.
Adjacent innovation – “Change the boundaries”
ADJACENT CUSTOMERS
Adjacent innovation tackles complicated business challenges. These innovations typically
ADJACENT
ENTER ADJACENT
require building a new way of operating – impacting one or more of the Doblin Innovation
MARKETS. SERVE
Expanding from existing
categories of Configuration, Offering or Experience – that is an extension or expansion of
business into "new to the
an organisation’s existing capabilities, products/services or way of operating. company" business
These innovations involve making substantial changes to three or four innovation types
simultaneously, either within or across category boundaries, for example creating new
products or services for existing customers or finding new customer markets (and
SERVE EXISTING MARKETS

applications) for existing products or services.
CORE
Transformational innovation – “Change the game” Optimizing existing
AND CUSTOMERS
products for
WHERE TO PLAY
Transformational or breakthrough innovation tackles complex business challenges. These
innovations typically require defining entirely new ways of operating, new markets, existing customers
new products or services or new organisational capabilities that extend well beyond an
organisation’s existing business.
These innovations involve making substantial changes to four, five or more innovation types USE EXISTING ADD INCREMENTAL DEVELOP NEW
simultaneously and across category boundaries, for example creating entirely new products PRODUCTS & ASSETS PRODUCTS & ASSETS PRODUCTS & ASSETS
HOW TO WIN
or services or ways of operating that transform industries rather than just organisation itself. *Source: HBR, May 2013
64

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"doing things differently and better"

Sea Cliff Bridge, Northern Illawarra Region , New South Wales

Innovation at Transport means

TABLE OF CONTENTS TOC

TRANSPORT INNOVATION TOOLKIT ..............................................................1 Nirvana .................................................................................................................................... 33

TRANSPORT INNOVATION TOOLKIT

Diagram 2 – Simple, Complicated or Complex Business Challenge

SIMPLE, COMPLICATED AND COMPLEX PROBLEMS

Recipes are tested Sending one rocket Raising one child

HOW TO USE THE TOOLKIT to assure easy

Everyone can Innovation

TECHNIQUES AND TOOLS

“Doing things differently and better”

Not all innovation initiatives or

Diagram 3a: Example “Core” innovation process

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

Diagram 3b: Example “Adjacent” innovation process

HOW TO USE THE TOOLKIT

Simple business challenges associated with simultaneously making changes in 1 or

Complicated business challenges associate with simultaneously making changes to 3 or

Complex business challenges associate with simultaneously making changes to 5 or more

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

SWOT Analysis Affinity Clustering Brainstorming Roadmap Elevator Pitch

What If Stakeholder Engagement Concept Poster Importance/Difficulty Matrix Storyboarding

If you require assistance on a business challenge, please contact any of the

What If Brainstorming Stakeholder Mind mapping

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

Persona SWOT Stakeholder

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

Persona Perception SWOT Business model AEIOU Stakeholder

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

Roadmap Multi-voting Prototype** Elevator Concept 1,2,3 innovate

**A prototype can be

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

OVERVIEW Customers and stakeholders are effectively engaged

**Please refer to your agency specific project management methodology/process.

INVESTIGATE SUMMARISE DIAGNOSE SOLVE IMPLEMENT

REFERENCE MATERIAL: INNOVATION

OVERVIEW QUICK GUIDE

30 minutes Post-it Notes Pens Flipchart Paper

OVERVIEW QUICK GUIDE

Determine the relationship between the different root causes

OVERVIEW QUICK GUIDE

To aid interview preparation and to structure probe questions Users

Timeframe Tools you’ll need

OVERVIEW QUICK GUIDE

BENEFIT Discuss and rearrange items as groupings emerge.

Consolidates data into meaningful criteria to which can Timeframe

HELPFUL HINTS 1-2 hours

The question / problem should be clearly defined so that there

OVERVIEW QUICK GUIDE

Timeframe Tools you’ll need

Business Model Innovation

OVERVIEW HELPFUL HINTS

Business model innovation can assist an organisation to: QUICK GUIDE

OVERVIEW QUICK GUIDE

BENEFIT Include a description of the key stakeholders.

1-2 hours Pens/Paper Excel

Quick guide on next page

Cost-Benefit Analysis cont.

OVERVIEW QUICK GUIDE

OVERVIEW QUICK GUIDE

Create multiple versions which you can use depending on who,

Offer đƫ$0ƫ%/ƫ+1.ƫ+û!.ĕ Customers đƫ$+ƫ.!ƫ+1.ƫ1/0+)!./ĕ

Distribution & đƫƫ+3ƫ +ƫ3!ƫ.!$ƫ+1.ƫ1/0+)!./ĕ

Partner đƫƫ$%$ƫ,.0!./ƫ +ƫ3!ƫ!! ĕ

Cost Structure đƫ+/0ƫ/0.101.!ƫ%/ƫ !ü! ƫ5ƫ0$!ƫ2(1!ƫ.$%0!01.!ċ Team đƫ$+ƫ%/ƫ+ƫ+1.ƫ0!)ĕ

Revenue Sources đƫ%0$ƫ3$0ƫ +ƫ3!ƫ!.ƫ)+!5ĕ Values đƫ$0ƫ2(1!/ƫ +ƫ3!ƫ,1./1!ĕ