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Bringing the Outside In:
Collaborating with External Stakeholders
to Discover Insights and Build Big Ideas

thegaragegroup.com
Building Innovative &
Entrepreneurial Organizations

Idea
generation &
development
workshops

thegaragegroup.com

Employeedriven Ideation &
development
Programs

Idea Discovery
& Development
Training
Agenda

Module 1: Background & Overview
module 2: Multi-Stakeholder
Collaborative Co-creation
What is

Heineken Ignite Video

External
collaboration?
DDBSocialCreativity ©
Module 1
introduction
& background
External
Stakeholders
Internal

Types of
stakeholders

marketing
sales
research
finance
human resources
management
manufacturing

External
vendors
manufacturers
packaging suppliers
advertising agencies
customers, buyers, users
influencers
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
Why is it important
to involve
External Stakeholders?
Buy-In

Fiona Shields ©
Input &
Better Ideas

Ryan Hyde ©
Focus &
Confidence
Lauri Rantala ©
Expertise &
Capabilities
DDBSocialCreativity ©
Speed
`

Daz Smith ©
Shared
Risk
Steve Montgomery ©
2

Overarching
Occasions
Laurie Chipps ©
Entrepreneurial

Leader

Steve Jurvetson ©
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
How do we

collaborate externally?
1

Open
Innovation.
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.
henry ches

Smart Media ©
Connect & Develop
ag lafley

Acquire 50% of New Innovation
from outside P&G

Jordan Fischer ©
Activity
Monitor
Jeff Shepard
Medacheck
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
2

Crowd
Sourcing.
2. Crowd Sourcing
Engaging a large group of people against a
defined goal or a specific objective.
Robert S. Donovan ©
2012 CBS Interactive ©
3

Collaborative
Co-creation.
3. Collaborative
Co-creation
Pro-actively engaging internal and external
stakeholders in a collaborative process to
solve a business challenge.
Perspective

customer or vendor?
Driver

perspective

leadership
Clarity
Empathy
Investment
Perseverance
Citylink center Video

CityLink Center ©
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
Collaborative Co-creation Process.

1

2

3

4
1. Articulate
the challenge
What is

A need/challenge area?
Essentially, about defining the problem
well and at the right level

Need/Challenge
Areas

– Not a common skill, but critical for
innovation
– Hard to learn; will become easier over
time
Challenge or Need AREA – broad bucket
Challenge or Need STATEMENT – more
specific articulation -- more actionable
– But, not too specific!
NOT a perfect science
Important to drive clarity and
actionability

Nina Matthews Photography ©
What’s wrong with this as a need area?
- Too broad, general

Need/Challenge Area:
we need to grow profit.

What are some STATEMENTS that could
emerge from this broad business
challenge/need area?
- Improve process efficiency in how we
manage projects to drive bottom line
savings
- Create product or service extensions to
drive loyalty among our core customers
- Deliver added value for our customers by
combining three of our services into one
integrated new service
NOT:
- Switch from Outlook to Quickbase for
project management (too specific)
- Open operations in China (not on
strategy)

Nina Matthews Photography ©
GCHC
Challenge
“

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?

”
2. Map the
stakeholders
Map
Stakeholders
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
What’s
Needed

What’s
Possible
Lab

leveraging your stakeholder map
from the first exercise, identify:
1. which stakeholders will help
define needs
and
2. which might help create
possibilities

Nathan Ruttley ©
3a. Assess Needs

via observation & research
Primary Research V.
Observation & Secondary Learning

Observation often a precursor or supplement to primary research
Ways to observe

“Birdwatching” Observation
In-Context Visit/Interview
Observational Tour
Search Publicly Available
Information
Blogs, Articles
Books
Data, Reports
Social Media (mine existing or query)

Steve Woodmore ©
Pricing
Delivery Models
work processes

What to look for

roles & Responsibilities
Usage Experiences
experience vs. expectations
words & actions
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?
In-Context Interview/ Observation
Personal
Background

Habits

compensatory behaviors

Beliefs

Ah-Ha’s

Usage
After observation, think through...

Insights That Emerge from Learning
Implications
Insights & Implications T
emplate
Key insights gathered
during research
Messaging/ Awareness
Distribution
Pricing
Product Features

Product Benefits

User Experience

Ideal Experience

Insight:

implications:
Supplement with Primary Research

focus groups
in-depth interviews
Quantitative surveys
Re-articulate the Need
via a more robust understanding

of the Problem
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
3b. Create
& Assess
Possibilities

via networking & observing
How can we

network?
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
Need NIL picture -maybe one from
delight conf?
Conferences
Books/Authors
Ask for Connections/Referrals
Coffee Shops
Meet Ups
Training Events

Where

to look

Blogs/News
Other Categories/Brands
Other Functions
Trend Forecasts/Public Trend Reports
New Products on the Market
Social Media: LinkedIn, Twitter, Facebook

Mattt.org ©
GCHC Networking
Dr. Walker
Thought Leaders
Local Experts
Health Care Users
Analogs (Universities, etc)
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
4a. Connecting
to Form Ideas
& Hypotheses
Need/Insight

+

possibility/Analog

Lennart Tange ©
Mariko ©
trends

Collect
questioning

trends

empathy
technology
needs

observing

empathy

need a better
insights design

networking

Mattt.org ©

insights
case studies

execution for this slide...

business
resources
resources
models

business
models

compensatory
behaviors

technology

Collect

perience
exexperiences s

needs

behaviors

behaviors

case studies
compensatory
behaviors

Co
Id

ea

!

Connect

Idea!
Giuliano Antonio Lo Re ©
put slot machine
can we use this
template here, need
picture?
to find...

Jeff Kubina ©
Need/Insight

+

Analog/Possibility

Connecting to Create Ideas

=

Idea!

thegaragegroup.com
4b. Iteratively Develop
with stakeholders
Build
A Garage
Charter
Background/Objectives
business purpose
scope
roles & responsibilities
key phases and
measures & milestones
Resources Required
(human and funding)
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
The Garage Group on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas
Iteratively
Develop

Nordstrom ©
Pilot

eren {sea+prairie} ©
1. Enabling care everywhere
2. Consistent order sets
3. epic talent pool

5 Ideas

4.Greater Cincinnati Epic OnGoing Education Program
5. Plan, Prepare and Implement

Nordstrom ©
Where are they now?
1. Users Conference
2. Menu of services (still being
vetted); a la carte pricing
Methods for
Coming together
Workshops
Smaller Workshops
or 1-1 Discussions
Principles
& watchouts
Clarity of Message
is critical!!
Skin in the Game
for everyone!!
Make Sure Partners
Understand your business
Internally...
What has to be true?
Be Aware of
Competitive issues &
Sensitivities
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
Building Innovative &
Entrepreneurial Organizations

Idea
generation &
development
workshops

thegaragegroup.com

Employeedriven Ideation &
development
Programs

Idea Discovery
& Development
Training

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