This is the deck from a talk we gave on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas at the 2013 Cincinnati Innovation Summit.
Involving key stakeholders in innovation is a critical, but often overlooked criterion for success. Suppliers, influencers, third party buyers, customer gate keepers and other partners are not only critical to an initiative’s success, but they often have insight that can lead to bigger, better ideas.
This breakout session will share the importance of involving external stakeholders in the process of generating insights that lead to ideas; and in the process of developing, piloting and launching new initiatives. We’ll share 2-3 case studies to inspire participants to build an action plan (template to be provided) to map key stakeholders and specific action steps to involve them in a current or future innovation initiative.
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
1. Bringing the Outside In:
Collaborating with External Stakeholders
to Discover Insights and Build Big Ideas
thegaragegroup.com
2. Building Innovative &
Entrepreneurial Organizations
Idea
generation &
development
workshops
thegaragegroup.com
Employeedriven Ideation &
development
Programs
Idea Discovery
& Development
Training
8. Business Challenge:
internal stakeholders
How?
n
p
External Stakeholders
r&D
BUYER
marketing
USER
research
INFLUENCER
human resources
COMPETITOR
management
business partner
other
business partner
other
OTHER
other
p
CUSTOMER
sales
n
VENDOR
finance
How?
OTHER
Collaborative Co-Creation Worksheet
thegaragegroup.com
9. Why is it important
to involve
External Stakeholders?
19. Change your business model
Launch a new product/service
Realize you
want or need to
Enter a new segment
Drive efficiency
Thrive amongst new competition
Adapt with a change in the market
22. 1. Open Innovation
*Open innovation is a paradigm that assumes
that firms can and should use external ideas
as well as internal ideas, and internal and
external paths to market, as the firms look to
advance their technology.
*Definition sourced from Wikipedia.
44. “
How can we add value for our
current members beyond current
membership and fee for service
offerings including significant
cost-reduction opportunities
around Epic/EMR?
”
47. EMR Activity Stream
Technology Activities
Purchase and
Initial Setup
System
Upgrades
System
Maintenance
EMR Activity Stream Roles
Security &
Regulatory
Data
Entry
CIO
CIO
Administrators
Data
Transfer
Reporting
& Analysis
Administrators
Medical
Staff
IT Director
IT Director
IT Director
Purchasing
Technical IT
Staff
Internal
Help Desk
Review
Board?
External
Epic
Consultants
External
Epic
Consultants
External
Epic
Consultants
External
Agency?
Training
Staff
Training
Staff
Epic
Corporate
Usage Activities
Internal
Departments
Analysts
Clerical
Support
Staff
External
Organizations
Medical Staff
54. Primary Research V.
Observation & Secondary Learning
consider:
Risk Level -- higher risk, more need for primary research
Access to Customer -- harder to reach/find, more need for primary
Regional Differences -- more differences, more need for primary
Initiative Life Cycle -- farther down path, more need for primary
Experience -- what’s the “research” experience level of your team?
57. Insights & Implications T
emplate
Key insights gathered
during research
Messaging/ Awareness
Distribution
Pricing
Product Features
Product Benefits
User Experience
Ideal Experience
Insight:
implications:
60. Among Stakeholders
interviews in context
interaction with EPIC/usage
interviews with current team members
GCHC
Observation
Publicly Available
Web Searches
Articles
Blogs
EPIC site
Job Postings for EPIC roles
Trends/Data Reports
Government Info
63. A few
Tips
Use the 60/40 rule
Avoid the “yes or no”
Learning vs. Confirming
“Tell me more...”
“Help me understand...”
Learn, don’t sell
Pay attention to non-verbals
Move from general to specific
67. Business Challenge:
internal stakeholders
How?
n
p
External Stakeholders
r&D
BUYER
marketing
USER
research
INFLUENCER
human resources
COMPETITOR
management
business partner
other
business partner
other
OTHER
other
p
CUSTOMER
sales
n
VENDOR
finance
How?
OTHER
Collaborative Co-Creation Worksheet
thegaragegroup.com
77. conceptual prototype template
Title/headline
Who is the target (primary & secondary)?
2 to 3 sentences to bring the idea to life...
Products/Services leveraged
logic for How idea reaches financial goals
key players (internal)
key players (external)
supply chain implications/ideas
distribution channels
Pricing model
organizational model implications
92. Collaborative Co-creation
Take-aways & next steps depending on where you’re at in the process...
Phase
1. Articulate the challenge
2. Map the stakeholders
3a. Assess Needs via observation &
research
3b. Create & Assess Possibilities via
networking & observing
4a. Connecting to Form Ideas &
Hypotheses
4b. Iteratively Develop with
stakeholders
My Top 3 Take-aways/next Steps
thegaragegroup.com
93. Building Innovative &
Entrepreneurial Organizations
Idea
generation &
development
workshops
thegaragegroup.com
Employeedriven Ideation &
development
Programs
Idea Discovery
& Development
Training