OUR EXPERIENCE
Bringing innovation and collaboration to life
SUSTAINING INNOVATION CULTURE
WHAT?
Innosis was invited by a global manufacturing firm to run workshops and design a strategy to build the collaboration and innovation capability of their innovation and research teams.
THE PROBLEM
The teams in question were innovating and creative when getting together in person. However, these activities were lost when they returned to their respective home offices, returning to tasks and local office activities.
OUR SOLUTION
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We ran collaboration masterclasses and workshops that gave participants deep insights into effective collaboration and its role sustainable innovation
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Participants collectively determined what was preventing remote collaboration and developed ways forward to overcome these barriers
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We developed future scenarios for the teams
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We produced clear and simple steps to embed collaborative behaviours
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We recommended tools and tactics needed to build engaged digital innovation communities
THE OUTCOMES
The teams acknowledged the habits that had stopped them collaborating and together devised their own new habits. They understood how to transpose those habits into a digital environment, along with an awareness of its importance in sustaining their innovation community. The workshop gave them the start they needed to build innovation as a way of working, underpinned by a newfound trust and shared vision.
Case Study 1
BUILDING INNOVATIVE TEAMS
WHAT?
Innosis was invited by a major oil company to run workshops focused on identifying what was preventing innovation from flourishing in the workplace.
THE PROBLEM
The team in question, although performing effectively in its own right, was not looking outside its own channel. It was failing to connect with the wider organisation, nor was it looking at the bigger company picture.
OUR SOLUTION
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We ran our Innovative Teams Masterclass, which focuses on innovation behaviours and motivation
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Team goals were articulated and approaches to collaboration were learned, mapping these to the team's current maturity, and connecting it to innovation
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Based on the goals, the teams worked through what was holding them back in creative thinking and collaboration
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They identified the key behaviours needed to overcome these blockers
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They collectively worked out tactics that would kick-start good collaboration habits and more innovative thinking
THE OUTCOMES
By collaboratively working through these steps, bringing in our experience of what stops and starts innovation, the participants developed a set of tactics that could be implemented straight away. A simple set of new behaviours.
"You gave us the confidence and self-belief". Feedback like this underscored the team's growth in confidence not just in their own skills but also in applying new thinking and working outside of their immediate remit. They have built trust in their own abilities as everyday innovators.
Case Study 2
DIGITAL COLLABORATION DESIGN
WHAT?
Innosis was invited by an oil company to undertake a collaboration maturity assessment and develop a digital collaboration strategy to underpin a digital transformation program.
THE PROBLEM
Our collaboration maturity assessment revealed several core underlying collaboration blockers. A roll-out of a digital transformation program therefore required strategies and tactics to ensure effective use of the tools
OUR SOLUTION:
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We identified gaps between current work practices and all the available technology
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We ran a workshop to determine collaboration blockers and identify tactics to overcome them
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We helped develop a vision for collaboration, to ensure the tools have a clear purpose
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We designed 'what to use when' guides for the broader suite of collaboration tools, addressing issues uncovered in the maturity assessment
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We designed a digital competencies challenge to engage and upskill the workforce
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We engaged with key stakeholders, bringing them into the process
THE OUTCOMES
Clear purpose was assigned to digital collaboration. Tools were given business problems to solve. People were given help and permission to collaborate. Meeting culture was changed, reducing uneccesary meetings and using collaborative tools to work more flexibly.