MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY

AND RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST.

UNLEASH THE INNOVATION CHAMPION IN YOU.
FACILITATING
INNOVATION
Copyright @ 2017 by ES Consulting, Everything Brilliant, & Leadership Strategy. All rights reserved.

Published by ES Consulting, Everything Brilliant, & Leadership Strategy.

Published simultaneously in Saudi Arabia

No part of this publication may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic,
mechanical, photocopying, recording, scanning without the express written consent of ES Consulting, Everything Brilliant,
& Leadership Strategy.

For more information, please contact info@innovationtoolbox.org

ISBN 978-0-9997443-0-7 pbk
ISBN 978-0-9997443-1-4 ebk
Printed in the United States of America
MASTER THE CONCEPTS OF INSTITUTIONAL INNOVATION; IDENTIFY AND
RESOLVE CHALLENGES, SELECT IDEAS, PROTOTYPE AND TEST. UNLEASH
THE INNOVATION CHAMPION IN YOU.

FACILITATING
INNOVATION
Written By Bassam Alkharashi, Michael Allen, Patrick Roupin and Michael Wilkinson
 TABLE OF
UNDERSTANDS THE ROLE OF FACILITATOR

GUIDING THE TEAM IN FIGURING OUT THE CHALLENGE

HARVEST PEOPLE’S CREATIVE THINKING

SUPPORTS THE TEAM’S CONCEPTUAL THINKING

PROVIDES THE TEAM THE APPROPRIATE TOOLS FOR CONCEPT DEVELOPMENT

CONTENTS
A. INTRODUCTION 8

B. CHALLENGE 56

C. IDEATE 102

D. CONVERGE 164

E. PROTOTYPE AND TEST 180

22 TOOLCARDS 218
APPENDIX 264
A
INTRODUCTION
 INITIATION TO
10
BUSINESS
INNOVATION
WHY SHOULD I READ
THIS BOOK?
By reading this book, the insights, ideas, tools and 11
guides, you will discover a lot, including but not
limited to;

• A clear view of the key steps in the Innovation

Process

• Guidelines for Prototyping Ideas and evaluating their

quality

• Techniques for facilitating a team through the

Innovation Process

• Understanding which Ideation Technique to use in

any given situation
 GETTING STARTED
LAND OF INNOVATION
12
13
 WHAT IS INNOVATION?
INVENTION
IMAGINATION CREATIVITY

14

“
Change that creates new dimension
of performance.
Peter F. Drucker “ The practical translation of ideas into new
or improved products, services, processes,
systems or social interactions.
The University of Melbourne

BLUE SKY THINKING EUREKA!

“ “
WHAT IS INNOVATION?

The successful exploitation of new ideas. Innovation is converting ideas to numbers.

UK DTI Information Week

It’s the process of identifying NEEDS. Stimulating creativity to find and assess Testing and implementing the best ideas to
IDEAS. deliver VALUE.
 “
INNOVATION OUTLOOK

DREAM BIG, START SMALL, ACT NOW

Robin Sharma 15

INNOVATION HORIZON DEFINING THE OBJECTIVES OF INNOVATION FACILITATION

This guide has been developed to help professionals create
How might we collaborate and support innovation challenges. It combines several
with the information centers to processes that are complementary, parallel or optional.
eliminate the need for regional For each section, you will find the conditions to adapt to a
data collection ? INFO
specific process. Alternatively, we invite you to refer to the
CENTERS Process Timeline.

How to optimize the data

collection from regional center?

REACTIVE NOW NEAR FUTURE PROACTIVE

 THE BUSINESS CASE FOR INNOVATION
You and your organization has been innovating – you may not have called it innovation, but if you go
back to the definition of innovation (the successful implementation of ideas) you’ve been doing that.
DERIVING BENEFITS FROM ENGAGEMENT:
• Asking how to improve the day to day life of employees
16 • Demonstrating that you trust them to come up with
valuable ideas
• Engaging them in turning the innovation strategy into
reality
• Recognizing and rewarding them when they show
initiative and do something new and different
REASONS TO INNOVATE:
• Competitive environment evolving more rapidly
• Shareholders expect increasing returns
• Constant needs to control and reduce costs
• Ambition to serve new markets
• Customer expectations ever more demanding
• Employee’s engagement more complex
• To engage with customers and suppliers
• Desire to create a culture of innovation
TWO BROAD APPROACHES
Innovation is the process of translating ideas into solutions
through using a method we usually refer to as the
Innovation Process.
We have already defined the definition of innovation as the
process of ideas into solutions and agreed that, to a greater
or lesser extent you have been doing this already, but the
questions are whether you are doing it well and fast enough
– and if you are a commercial organization, whether your
competitors are doing it better and faster than you; or if
you are a public organization, whether you are doing it
well and fast enough to be delivering value for the money
invested from the public purse.
Innovation has never been as essential. In the last decade
we have seen whole industries disrupted predominantly
by the digital revolution. Organizations that failed to adapt
have been put out of business and no industry is safe;
In the future, it will seem as quaint that we used to take
our vehicles to a garage to be serviced once or twice a year
as it is that men used to run in front of cars waving red
flags. Maintenance at all, it will likely be similar robots that
assembled your vehicle that do the maintenance.
Advances in home automation and remote healthcare will
likely make the idea that we send our elderly relatives to old
people’s homes to have cared for sound absurd.
That’s the business care for innovation, but you need to
understand and build the business case for innovation in
your organization. There are two broad approaches you
17
(and most organizations) can take;
1) The benefits gained from engaging people – mostly
your employees, but also your customers.
You shouldn’t discount the value you get from ideas, but
any $ benefit from ideas is a welcome by-product. First and
foremost, you are looking to derive benefit of engagement
from: THE QUESTIONS ARE WHETHER YOU ARE DOING IT WELL
AND FAST ENOUGH
• asking how and improving the day to day life of
employees by, for instance by removing waste and
duplication of the work they do;
• demonstrating that you trust them to come up with
valuable ideas;
• engaging them in turning the strategy into reality;
• recognizing and rewarding them when they show
initiative and do something new and different.
2) Or the benefits from transformation and innovation –
new products, services or business models
Which should you focus on? Probably both.
 INNOVATION EXCELLENCE

Strategy

18
Like a tree, innovation
should grow evenly with
the contribution of each Leadership
part of the organization.

Marketing Technology

Policy
Collaboration
Networking
Foresight

Customer
Experience
Communication

Service Design
Innovation Excellence
THE BUSINESS CASE FOR INNOVATION

INNOVATION MATURITY MODEL

01 INITIATION 02 FOCUS 03 STRUCTURED 04 PROFICIENT 05 INNOVATIVE 19

Initial decision to Practice and fine Clear expectations Change is internalized, People are proactively
innovate has been tuning are needed to are established. owned and mastered by collaborating to
made first steps improve inconsistent Success is consistent. people. innovate.
being taken. success.
 WHERE TO LOOK FOR INSPIRATION FOR THE NEW IDEAS

20

GO WHERE SMART PEOPLE GO GO WHERE IDEAS THRIVE

BE INQUISITIVE ALLOW YOURSELF TO BE INSPIRED

 “ WRITE ALL YOUR IDEAS DOWN AS
THEY OCCUR TO YOU
21

CREATIVITY & INNOVATION

They are not the same;
• Creativity is the act of imagining something new MAINTAIN YOUR CREATIVITY BOOK
• Innovation is the act of implementing something new
• You can be creative, but if you don’t implement
something, you’re not innovating
 12 BRICKS EXERCISE
THIS IS A GREAT INNOVATION GAME TO GET CREATIVITY STARTED. YOU JUST NEED TO HAVE 12 LEGO ™ BRICKS - ANY COMBINATION
AND LET’S SEE WHAT YOU CAN MAKE

22 Split the group into three. Ask the first group to make a
small box, just big enough for a small pill. The second
group ask them to make something that might be useful for
your desk, then give some examples such as a phone stand,
or business card stand, perhaps a coaster for your coffee
cup or something to hold the phone charger cable. The last
group tell them to let their imagination run wild - they can
make anything. Give them 5 minutes and see what happens.
Typically the person that you asked to make a box starts
first and ends first, but they always make a box. The second
group generally also make something useful, and sometimes
something other than what you suggested.The last group
generally start last and if they finish, they’ve made a ‘robot’ or
something useful for the desk.
The point of the game is
1. Everyone makes something, we are all creative
2. Paradoxily, the people that we gave specific requirements
to tend to be more creative and the people for whom we gave
no boundaries to what-so-ever find it significantly harder
EXAMPLES

23
 INNOVATION TRENDS

24

CO-CREATION
PERSPECTIVE AND FORESIGHT Creating strategic alliances with
Foreseeing best business business partners to develop
SOCIAL INNOVATION practices from around the
Using the crowd to source common projects.
World helps organizations build
and select ideas. their unique values.

RADICAL INNOVATION
There is a stong desire
to change by the whole MARKETING TECHNOLOGY
organization. COMPLEX ECOSYSTEM DESIGN Mass media does not work!
Complex ecosystem design helps Marketing technology addresses
in managing organization from an specific user groups within a
holistic perspective providing tools specific situation with highly
that map stakeholders in a more interactive content.
participative fashion.
 BUSINESS PROCESS INNOVATION
COMMUNITY DEVELOPMENT
Innovating how business processes
work.
25
Crowd-sourcing is utilized by many
organizations to co-create solutions
with specific communities. OUT-IN INNOVATION
Bringing the outside-in to speed up
customers response by anticipating
needs.
CULTURE CHANGE
Creating a culture where innovation
thrives

INFORMATION VISUALISATION
In the world of “Right to information”
information visualization become
critical.

DATA INNOVATION
Data is everywhere and can be used
to create new value.
 THE FACILITATOR ROLE

FACILITATOR

26 Session Roles/Facilitator
ARCHITECTURE

• Guide
• Motivator
• Bridge builder
• Clairvoyant
• Peacemaker
• Taskmaster
• Praiser
• Active listener

Roles/Other Roles
• Session Sponsor
• Project Manager
• Methodologist
SERVICES TOOLS
• Recorder
• Documenter
• Timekeeper
• Participant
• Observer

ARCHITECTURE
• Assess organization’s requirements in
terms of innovation excellence
• Design organization’s Innovation
Architecture
• Support organizations creating a culture
of innovation
• Develop management tools that
encourage innovation
Innovation is… STRATEGY. CULTURE. PROCESS.
SERVICES
• Support client, projects with
international best practices in:
• Innovation Strategy
• Service Design
• Design Thinking
• Social Innovation
• Innovation Management
27
TOOLS
• Support the organization with tools
that fosters innovation capability:
• An online platformt to help the
organization to share challenges and
ideas
• Business Innovation Toolbox
• A set of tools designed in house
to support the organization in
developing innovation excellence
 CREATING ENGAGEMENT
A FEW THINGS YOU MUST DO…

28

Work on the innovation team’s identity Promote through pictures and videos

Ailgn the innovation objectives with HR and management Have an Innovation day!
 29

Compete for international awards Align your innovation strategy with your branding goals

Dedicate spaces for innovation activities and promotion Crowdsource from innovation platforms and social media
 THE INNOVATION PROCESS

30
THE INNOVATION PROCESS AND WHERE THIS GUIDE FITS
The diagram that follows provides a picture of the Innovation
Facilitation Process within the organizational framework
we call “Innovation Architecture”. The facilitator guide
addresses the Central part of the diagram which is described
31
as: Challenge, Ideate, Converge, Prototype and Test.
We can see that the process works best when it is supported
by an organization that has awareness and the capability for
innovation. This is not the case for every organization, but
this should not prevent you from executing the process.
This diagram shows the logical way of developing an
Innovation Architecture from the center to the end passing
through the Architect, Innovate and Implementation
stages. That is the ideal way to develop an innovation
strategy. However, we know that many organizations need
to see some result from innovation efforts before accepting
innovation as an institutional value.
Therefore, this guide for innovation facilitation is designed
to provide an organization quick results from an innovation
challenge to prove the importance of innovation and pave
the way to institutional innovation.
 MANAGING INNOVATION

WHO ARE YOUR STAKEHOLDERS? STAKEHOLDERS EXPECTATIONS

• Different stakeholders value
32 different things.
INTERNAL STAKEHOLDER • Stakeholders expectations provide
a source of innovation.

Contribution INNOVATION SOURCES

Complaints/Requests/Suggestions
Size
Volume
Contribution
ORGANIZATION
Contribution

STAKEHOLDERS VOICE CAN HELP TO:

• Identify and Prioritize Needs
• Identify Innovation Challenges
• Co–create Solutions
EXTERNAL STAKEHOLDER
• Uncover System F ailures
DEFINE THE INNOVATION STRATEGY
BUILDING YOUR INNOVATION STRATEGY
• We define the strategy using a tool called the Strategic • It defines what you are going to do and how you are
Innovation Canvas. going to measure it to make sure it happens.

• It describes your Innovation Strategy on one piece of paper, in

a language that everyone can understand.
• If you prefer, the canvas can be a working document and
you convert it into a Word document.
33
STRATEGIC INNOVATION CANVAS (EXAMPLE)

INTERNAL EXTERNAL

Capabilities & Key Activities Mission Customer / Partner Industry and

Training co-creation Academic foresight
Examples
eng- are es
Launch 16 chall Our customers We have initiativ
r and
Create innovative es this year! associated to ou with university
thinking. chall en ge s. think-tank.

Our mission is to
Strategic Alignment Key Resources and inspire innovation Competitive foresight Key Partners &
Governance and creativity in Benchmarking
everything we do a-
Your innovation We have an innov We collaborate
wed e
strategy is revie Everyone has an tion zone to shar with govt. enti-
qu ar te rly .
innovation agenda
. ins igh ts . ties to evaluate
ourselves.

Measuring our internal Measuring our external

innovation capability innovation positioning
60% of our We speak at 3
n
staff have take national con-
Innovation Facili- ference and 1
tation. international.
 DESIGN THE INNOVATION ARCHITECTURE

34 STRATEGIC INNOVATION CANVAS INNOVATION GOVERNANCE

Who moderates
which Zone &
Challenge?

How do we prioritize What are the innovation

challenges & Zones? benefits?

Are we imple-
menting innova-
tion processes?

INNOVATION PROCESS INNOVATION MEASURES

INNOVATION DIAGNOSTIC CANVAS

INNOVATION CHALLENGE
35

INTER N A L EXTERNAL
 DEVELOP INNOVATION LEADERS

INNOVATION CULTURE INNOVATION OFFICE

36 An Innovative Culture is one that:
• Inspires, encourages and recognizes creativity
• Welcomes (and expects) the sharing of ideas
• Encourages experimentation
• Relentlessly drives the implementation of the best ideas
• Demands these attributes from the top to the bottom of the
organization
Reasons:
• Facilitate Innovation activities
• Accelerate growth
• Improve efficiency and effectiveness of our work
• Enhance consistency of execution
• Provide structure for innovation
• Manage innovation tools, centers, & architecture

MAKE INNOVATION VISIBLE…

Feedback Co-creation Forum Innovation Awards Concept show Live testing

INNOVATION OFFICE
MANAGE INNOVATION MANAGEMENT STRATEGY 37
Develop Innovation Create Innovation Develop Innovation Develop Innovation
Strategy Architecture Roadmap Communication Plan

SUPPORT INNOVATION MANAGEMENT SYSTEM INNOVATE

Maintain Ideas Bank Support Innovation

Challenge Prototype & Test
Projects

Develop Innovation Moderate Challenges & Coordinate

Ideate
Capability Zones Implementation

Enhance Innovation Measure Innovation

Converge Rollout New Idea
Maturity Benefits

SUPPORT THE INNOVATION OFFICE

Administer Office Administer Office Services
Administer Office Roles
Methods and Tools Portfolio
 INNOVATION LEVEL

3
Exploration into
Create new markets new markets

38
2
Adjacent
Existing markets we growth
do not serve
Exploration into
new capabilities

1
Improvements,
Markets we extensions & New products &
currently serve cost reductions services

Capabilities we Existing capabilities Create new

currently exploit we do not exploit capabilities

Horizon 1 Horizon 2 Horizon 3

Seen by employees Engage employees Greater resources
Organic improvements Customer insights Insights from employees and customers
Implemented in weeks Market research Part of an open innovation
Months to deliver Innovations are also more likely to be disruptive
EXECUTE INNOVATION
THE FACILITATE INNOVATION MODEL
The diagram that follows, “Outcomes of Each Phase,” presents
the 4 phases, we are going to cover with Facilitate Innovation.
The first phase, Challenge, is optional if the challenge has
already been identified by the organization. However, it can be
worthwhile to go through the phase to assess if the challenge
definition is complete before moving on to Ideate.
THE SUB-PROCESSES
This diagram provides the specific steps for each of the four
phases. While this facilitator’s guide focuses on the “facilitation”
of each phase, it also provides the theoretical framework for each
phase. We invite the facilitator to execute personal research on the 39
subject.

OUTCOMES OF EACH PHASES THE SUB-PROCESSES

PLAN THE
CHALLENGE INNOVATION
UNDERSTAND
STAKEHOLDERS
FRAME THE
CHALLENGE
COMMUNICATE
THE CHALLENGE
UPDATE IDEATE
PHASE PLAN
PROJECT
• Agreement on a challenge statement
which describes the opportunity to
exploit or problem to solve
• Innovation Challenge Profile

UPDATE
IDEATE SELECT IDEATION
TOOL
IDEATE PROFILE IDEAS CONVERGE PHASE
PLAN

• Ideas that meet the challenge

UPDATE
CONVERGE SEGMENT IDEAS ELIMINATE IDEAS SELECT IDEAS GROUP IDEAS PROTOTYPE &
TEST PHASE PLAN

• A shorter list of ideas that are moved to

the next phase

PROTOTYPE AND SELECT DESIGN CREATE A TEST THE DEVELOP

DEVELOP
IMPLEMENTATION
OBTAIN
APPROVAL TO
CONCEPT PROTOTYPE PROTOTYPE BUSINESS CASE
• A Prototype Model
TEST PLAN IMPLEMENT

• Business Case
• Implementation Plan
 CHALLENGE PROCESS

SENIOR CHALLENGE INNOVATION MANAGERS & Where to start?

MANAGEMENT OWNER TEAM EMPLOYEES

DECISION TO
INNOVATION DIAGNOSTIC CANVAS
UNDERTAKE AN

40
INNOVATION
CHALLENGE INNOVATION CHALLENGE

PLAN THE
INNOVATION
PROJECT

UNDERSTAND
STAKEHOLDERS

INTERNAL E X T E R N A L
CHALLENGE

FRAME THE
CHALLENGE

CHALLENGE ABSTRACTION
COMMUNICATE
THE CHALLENGE

INITIAL CHALLENGE
UPDATE IDEATE
PHASE PLAN

SELECT IDEATION
IDEATE

TOOL
Constructing Challenges
Several sources can be used to create challenges…

INNOVATION DIAGNOSTIC CANVAS

INNOVATION CHALLENGE
41

INTERNAL E X T E R N A L

Innovation Diagnostic Canvas Interview Records

Customers

Press
CHALLENGE ABSTRACTION
IMDb Com. Reviewers

Community Buyers

Affiliated
customers Collaborators /
vendors
Twitter
community

EBay
INITIAL CHALLENGE
Challenge IMDb
Sister Stakeholders
company
CEO’s
priority

Management Virgin
Megastore
Our
department’s
high
Marketing exposure
dept. Sony
Nintendo Entertainment
World

Challenge Abstraction Stakeholders Map

 IDEATE PROCESS

Ideas
SENIOR CHALLENGE INNOVATION MANAGERS &
MANAGEMENT OWNER TEAM EMPLOYEES Knowledge and experience
CHALLENGE
UPDATE IDEATE

42 PHASE PLAN

PLAN THE
INNOVATION
PROJECT

SELECT
IDEATION TOOL
Ideas
IDEATE

IDEATE

PROFILE IDEAS
CONVERGE

UPDATE CONVERGE
PHASE PLAN Ideas happen when we create connections
between our knowledge and experiences. The more
connections we can make, the more ideas we have.
It’s as simple as that!
Ideation Techniques

Idea Bridge Subtract

To create novel idea To create disruptive ideas

43

Idea Hacks Reverse Innovation

To fix the existing To improve the existing

+ -
 CONVERGE PROCESS

SENIOR CHALLENGE INNOVATION MANAGERS &

MANAGEMENT OWNER TEAM EMPLOYEES From Ideas to Solutions

44
UPDATE CONVERGE
IDEATE

PHASE PLAN

SEGMENT
IDEAS

ELIMINATE
IDEAS
CONVERGE

SELECT IDEAS

GROUP IDEAS

UPDATE PROTOTYPE
& TEST PHASE PLAN
PROTOTYPE

SELECT DESIGN
CONCEPT
 INFRASTRUCTURE TECHNOLOGY PEOPLE

Low Feasibility Low Feasibility Low Feasibility

Idea Assessment Canvas

Incremental Ideas

High Impact
High Impact
High Impact

Low Impact
Low Impact
Low Impact
IDEA ASSESSMENT CANVAS

High Feasibility High Feasibility High Feasibility

Low Feasibility Low Feasibility Low Feasibility

Substantial Ideas

High Impact
High Impact
High Impact

Low Impact
Low Impact
Low Impact

High Feasibility High Feasibility High Feasibility

Low Feasibility Low Feasibility Low Feasibility

Fundamental Ideas

High Impact
High Impact
High Impact

Low Impact
Low Impact
Low Impact

High Feasibility High Feasibility High Feasibility

45
 PROTOTYPE AND TEST PROCESS

SENIOR CHALLENGE INNOVATION MANAGERS & What is a Prototype?

MANAGEMENT OWNER TEAM EMPLOYEES
CONVERGE
UPDATE PRO- What to Prototype, when and how?

46 TOTYPE & TEST

PHASE PLAN What are the type of Prototypes and their characteristics?
What’s the right attitude to effective Prototype?
SELECT DESIGN
CONCEPT (exploring vs. rendering)

CREATE A
PROTOTYPE
PROTOTYPE & TEST

TEST THE
PROTOTYPE
Aesthetic Aesthetic/Ergonomic

DEVELOP BUSI-
NESS CASE

DEVELOP IMPLE-
MENTATION PLAN

Ergonomic Principle
IMPLEMENT

OBTAIN APPROVAL
TO IMPLEMENT
Prototyping tools

47

Software 2D/3D Hardware Photo/Video Drawing 3D Printing

What is testing? Prototyping/Testing Matrix

PROTOTYPING MATRIX
How to conduct a test? When? For what? PRIMARY
SERVICE SYSTEM SPACE PRODUCT
The types of test tools and techniques. SERVICE
Service Image
Experience Conceptual
Experience
Prototype model
Prototype

Story Board Service Image System Map Service Image Story Board Construction Story Board Mockup
Iteration

Construction Construction System Map

Iteration Iteration Construction
Iteration

SYSTEM

Service Image Conceptual

model

Construction Mockup
Story Board Experience System Map Construction Service Image System Map Construction Service Image Iteration
Prototype Iteration Iteration

System Map System Map

SECONDARY

SPACE
System Map Mockup

Story Board Experience System Map Construction Service Image Conceptual Construction Conceptual Construction Mockup
Prototype Iteration model Iteration model Iteration

Service Image Service Image

PRODUCT
Conceptual Service Image
model

Story Board Service Image System Map Construction Conceptual Construction Mockup Conceptual Construction Mockup
Iteration model Iteration model Iteration

Mockup
Construction
Iteration
 FACILITATOR GUIDE
48
FOR INNOVATION
IDENTIFY INNOVATION
OPPORTUNITIES, PRIORITIZE,
SELECT AND BUILD AN 49
IMPLEMENTATION PLAN FOR
A TARGETED OPPORTUNITY.
 HOW TO USE THIS GUIDE
This guide offers a linear process and sub-process that are parallel or optional.

50 Training section

Schemes and pictures

DEFINING THE OBJECTIVES OF

INNOVATION FACILITATION
This guide has been developed
to help professionals create and
support innovation challenges. It
combines several processes that are
complementary, parallel or optional
with respect to the case it applies.
For each section, you will find the
conditions to adapt to a specific
process. Alternatively, we invite you
to refer to the Process Timeline.

What facilitator do, what he must care

about, what he need to prepare, control, etс
What facilitator say to guide the
team and gain engagement

Tips and time keeping

Page number and chapter color

51
TERMS AND DEFINITION
Innovation is often used as a catch-
all term referring to the process of
translating ideas into solutions through
using a method we usually refer to as
the innovation process.
Challenge is the issue that has been
identified by an organization to be
solved. Alternatively, a challenge can
refer to an opportunity to create added
benefits without focusing on a problem.
Ideate is simply the act of generating
ideas.
Converge is the process of taking a
wide range of ideas and eliminating
or combining those ideas towards a
compelling design.
Test and Prototype is the process of
implementing in an initial form, the
design and solutions proposed in a
smaller form to assess success prior to
full implementation.
22
TOOL CARDS
 INNOVATION DIAGNOSTIC CANVAS
This tool can be used to identify different challenges from various stakeholders. It is particularly useful when
an organization wants to start to innovate without having a specific challenge in mind.

212
INNOVATION DIAGNOSTIC CANVAS

CHALLENGE
INNOVATION CHALLENGE

We have many
challenges

I N T ERN AL EXTERN A L
 CHALLENGE ABSTRACTION
Creating a well-defined challenge will help you to communicate with stakeholders. Harvest best ideas from
collaborators and discard unwanted deviation from the scope. For each challenges identified design a chal-
lenge profile. The suggested Challenge Profile will help to determine challenge components.

214
CHALLENGE ABSTRACTION

CHALLENGE

We have one
challenge INITIAL CHALLENGE
 IDEA BRIDGE
Among the 4 ideation methods proposed in this toolkit, Idea Bridge is the most suitable to generate radically
new ideas. Something that may change your business model or reach new markets. It is not a suitable method
for quick fixes.

218
IDEA BRIDGE

IDEATE
INNOVATION CHALLENGE

IDEAS
Q&A

CONSTRAINTS
 IDEA HACKS
This ideation technique consists of replacing function or benefits by other. It create a rich solutions by combin-
ing things that are apparently not related. Idea Hacks is particularly suitable to repair and fix things that are
broken or does not work well.

222
IDEA HACKS
SUBJECT INNOVATION CHALLENGE
IDEATE

CATEGORIES

ATTRIBUTES

IDEAS
 REVERSE INNOVATION
This exercise requires the participants to think the worst experience they could offer to their customers which
seems to be contradictory to the principle of innovation. However, it offers interesting insights to make things
really different and contextually integrated.

224
REVERSE INNOVATION

IDEATE INNOVATION REVERSE

CHALLENGE SCENARIO

DO
WELL

DO
BETTER

NOT
GOOD
 IDEA ASSESSMENT CANVAS
This canvas helps you to evaluate the ideas and prioritize solutions for responding to the challenge. It has 3
Business categories and 3 columns the idea contribution. At the intersection of business line and idea contri-
bution you will find a classical Feasibility/Impact Matrix.

226
IDEA ASSESSMENT CANVAS

CONVERGE
Incremental Ideas Substantial Ideas Fundamental Ideas

High Impact High Impact High Impact

High Feasibility

High Feasibility

High Feasibility
Low Feasibility

Low Feasibility

Low Feasibility
PEOPLE

Low Impact Low Impact Low Impact

High Impact High Impact High Impact

TECHNOLOGY

High Feasibility

High Feasibility

High Feasibility
Low Feasibility

Low Feasibility

Low Feasibility
Low Impact Low Impact Low Impact
INFRASTRUCTURE

High Impact High Impact High Impact

High Feasibility

High Feasibility

High Feasibility
Low Feasibility

Low Feasibility

Low Feasibility

Low Impact Low Impact Low Impact

 CONCEPTUALIZATION
This tool helps you to find the relationship between ideas, group them and create concept solutions. It is
probably the most challenging task of the process where ideas get integrated into desirable working models.
Concept solution must be seductive and unique.

232
Social media

Saving

CONVERGE A
B to B
opportunity
Real time
transaction
B
C Best deal

D
 PROTOTYPE DECISION MATRIX
This grid helps you to sort solution ideas and assess what the concept solution is about. The solution will be a
service, system, space or product, most probably a combination of those.
Place the solution ideas on the grid with respect to the nature of each ideas and idea contribution.

238
PROTOTYPE DESICION MATRIX

PROTOTYPE SERVICE SYSTEM

& TEST

1 1 1 1 1 1

1 2 2 2 2 1

1 2 3 3 2 1

1 2 3 3 2 1

1 2 2 2 2 1

1 1 1 1 1 1

SPACE PRODUCT
 STORYBOARD
The storyboard is a graphical technique that helps at understanding user tasks across a specific process of
execution. It includes a picture or drawing that focusses on the user experience. Storyboard can be used to
describe the current user experience as well as the desired one.

242
STORYBOARD

PROTOTYPE
& TEST
 CONSTRUCTION ITERATION
The storyboard is a graphical technique that helps in understanding user tasks across a specific process of exe-
cution. E.g.: Driving through a fast food chain would include a sequence of tasks to reach the desired outcome
for the user.

244

PROTOTYPE
& TEST
 SYSTEM MAP
A way of representing complex ecosystem, when many microsystem are interdependent. System Map focuses
on the “big picture” to provide an understanding of stakeholders relationship with systems, policies, technolo-
gy and target.

246

PROTOTYPE
& TEST
 CONCEPTUAL MODEL
An exploration of the multiple possibilities a design could be. Functional and aesthetical preference, model
of interaction. It is mainly the same design but seen from different angles in such a way that stakeholders can
make an informed decisions.

248

PROTOTYPE
& TEST
 MOCKUP
Initially, Mock Ups can be of very low quality. But as the designers understand better the volumes and func-
tional aspects of the product, the mockup can be of higher quality. A Mock Up is used to demonstrate what a
product or space will be after industrialization.

250

PROTOTYPE
& TEST
 SERVICE IMAGE
A unique picture that describes at once all the interaction possibilities with the design. The Service Image illus-
trates the main functions of a product, service, system or space. Graphic design helps in presenting the design
in a compelling manner.

252

PROTOTYPE
& TEST
 EXPERIENCE PROTOTYPE
The Experience Prototype aims in materializing a series of touchpoints with the user in such a way that we can
understand what the experience will be. From the Experience Prototype, designers discover new insights they
need to take for the account in the design of a Product, Service, System or Space.

254

PROTOTYPE
& TEST
THE AUTHORS
BASSAM ALKHARASHI
Bassam takes challenges as opportunities and stepping stones to
success. He believes that his 20 years of experience in the business
consulting industry, working in top public and private organizations
in Saudi Arabia is instrumental in keeping innovation at the
forefront of every business discipline.
He is an experienced consultant and visual facilitator. He worked
with local and global teams to develop various reference models
such Office of BPM, Office of Strategy, Sprint methodology for
process improvement, and Business Innovation methodology
(www.innovationtoolbox.org). Also, he is a coauthor of
“Establishing the Office of BPM”.
@bkharashi bassamalkharashi
MICHAEL ALLEN
Michael is a passionate idea generator and innovator. He has been
working in the field of improvement and innovation for over 17
years and helped some of the largest private and public sector
organizations in the UK, Northern Europe.
He talks and writes about the latest trends in innovation on his
blog, Everything Brilliant starts with an Idea (everythingbrilliant.
co.uk).“I’m fascinated by brilliant ideas and where they came from.
How is it that some people seem to have loads of brilliant ideas? Or
do we all have brilliant ideas, but most of us simply can’t describe
them and get other people excited about them? Michael hopes
to inspire people to share their ideas by doing exactly what – he
publishes all his ideas online.
“Our instinct is to keep our ideas to ourselves and not to share
them. I take the opposite view – you can have any of my ideas for
as long as you promise to do something with them because without
execution, ideas are worthless.”
@BrillianttIdeas michael-allen-b03360

PATRICK ROUPIN
Patrick advocates innovation for business, government and non-
profit organizations across Europe and Asia.
His area of expertise includes organizational transformation,
entrepreneurship, creativity and facilitation. Patrick was awarded
with the prize Victor Papanek, design for the real world. He is
deeply human-centered in approach and ground rooted to business
realities.
He believes in the power of engagement to get the best from team
work and facilitation. Believes in alternative thinking to open sky
for business growth and social progress. Expertise in creating stories
and scenarios to ease the risk and client’s feasibility. Enable leaders’
achievements with organizational behavior and systemic thinking.
He loves to dismantle paradigms and create opportunities for new
perspectives to grow. He talks and writes about creative leadership at
www.kovent.com.
@patrickroupin patrickroupin
259
MICHAEL WILKINSON
Michael Wilkinson is a Certified Master Facilitator™ and the founder
and Managing Director of Leadership Strategies, Inc. His unique
talent, skills and passion for facilitation form are the core of the
company’s mission and are the reasons for which he is a much
sought after as a facilitator, trainer and speaker. Michael is the
author of the best-seller book: The Secrets of Facilitation, The Secrets
to Masterful Meetings, The Executive Guide to Facilitating Strategy,
CLICK: The Virtual Meetings Book, and Buying Styles. Michael is
one of the nation’s leaders in the facilitation industry. He is a board
member of the International Institute for Facilitation and founder of
The Facilitator Database.
He has been awarded both the Certified Professional Facilitator™
and the Certified Master Facilitator™ designations for experience
and demonstrated expertise in facilitation. In 2016 he was named
to the International Facilitation Hall of Fame by the International
Association of Facilitators.
@LeadStrat MichaelWilkinson
EDITOR-IN-CHIEF

THE DESIGNERS
CELERINA ARAZA BEGUAS KOSTIANTYN AKSONOV
Celerina is a Managing Director of ES Assisting. She has over 15 Kostiantyn is a Freelance Graphic Designer from Ukraine who
years of experience in the fields of Business Administration, Project believes that great design can make the world a better place.
Management, Creative Designs, Publishing and Digital Marketing.
His main specialisation is print design. He can make any type of
She worked with various clients in public and private organization printing production for sturtups, small and middle business.
in the USA, Canada, Australia, Europe, Saudi Arabia and South East
Asia. See Kostiantyn`s Behance portfolio through the following link
www.behance.net/aksyan
She leverages her experiences across a wide range of industry
sectors to help companies, by bringing a range of multi-disciplinary
solutions to every problem. She embraces strategic thinking and
business innovation to deliver on client’s objective.

@cabeguas celerinabeguas @kosaksonov kostiantyn-aksonov


JUNO ABREU
Juno Abreu is a freelance illustrator based in the Philippines and
currently studying Architecture.
He also draws for children’s books under Vibal Publishing House
and Independent Writers. Juno has had his artworks and comics
published in FHM and by Summit Media.
You may visit his artworks at junoabreu.carbonmade.com
@june_abreu Juno Abreu
261
HARRIS IAN UGABAN
Harris is a Senior Graphic Designer at ES Assisting. With more than
5 years helping a variety of industries, including but not limited
to: Educational Institution, Consulting Firm, Digital Advertising
Agencies, Publications, Real Estate with the design of their
marketing materials for print and web.
His passion as a distinctive visual artist is his key strength. He is an
innovative and driven individual who sees design as a hobby as well
as a job.
@heyheyHarris hicugaban
INDEX A-E
# # C Culture Change 25

12 Bricks Exercise 22 Call to Action 96

22 Toolcards
3 Innovation Horizons
211
82
Challenge
Challenge Abstraction
55
66
D
Data Innovation 25
3d Printing – Direct 179 Challenge Example 55
Define Innovation Strategy 33
3d Printing – Indirect 179 Challenge Process 54
Defining the Objectives of Innovation Facilitation 50
4 Basic of Good Writing 103 Challenge Profile 55
Deriving Benefits From Engagement 16
4 Ideation Techniques 107 Challenge Setting Interview 92
Describe the 3 Innovation Horizons in Order to
4 Types of Prototype 191 Checkpoint and Ask for Feedback 83 Seek Clarification on Their Priorities 92
Choosing Which Ideation Tool to Use 109 Design Innovation Architecture 27
Co-Creation 36 Develop Innovation Leaders 36
A A Color Code 152 Drawing 47
A clear view of picture of the key steps in the Complex Ecosystem Design 24
innovation process 31
Conceptual Model 248 D
Activity: challenge checklist writing
Allow yourself to be inspired
77
20
Constraint 118 E
Constructing Challenges 94 Example Solution Design 170
Analysing the challenge profile 106
Constructing Your Idea 102 Execute Innovation 39
Architect Level 30
Construction Iteration 244 Experience Prototype 254
Architecture 31
Contribution to Challenge Resolution 164 Explain the Process to Get Started 86
Converge 161 Eye Tracking Test Room 181

B B
Converge Process 162

Be Inquisive 20
Creating Challenges From These Insights 91 F E
Creating Engagement 28 Facilitator 26
Blind Test 181
Creative Attitude 104 Facilitator Guide 31
Blue Sky Thinking 14
Creativity 21 Facilitator Guide for Innovation 31
Building Your Innovation Strategy 33
Creativity & Innovation 21 Factors Map – Grouping 72
Business process innovation 25
Creativity Booster 20 Factors Map – Labeling 73
INDEX F-H
Factors Map – Linking
Factors Map – Listing
71
70
I IG H Innovation Conceptual Model
Innovation Construction Iteration
206
244
Idea Assessment Canvas 165
From Ideas to Solutions 160 Innovation Culture 36
Idea Bridge 112
Functional Prototype 181 Innovation Diagnosis Canvas 62
Idea Bridge Model 114
Innovation Excellence 18
Idea Categorization 165
Innovation Experience Prototype 200
G G Idea Elimination
Idea Hacks
168
138
Innovation Horizon 15
Gain Assessment 184 Innovation Horizons (Graph) 60
Idea Hacks Model 43
Gain/Pain Matrix 186 Innovation Level 38
Idea Selection 170
Getting Started 12 Innovation Maturity 19
Ideas 20
Getting Started With Ideation 108 Innovation Maturity Model 19
Ideate 99
Getting Started With Innovation Challenges 78 Innovation Mock Up 208
Ideate Process 100
Go Where Ideas Thrive 20 Innovation Office 36
Ideation Environment 105
Go Where Smart People Go 20 Innovation Outlook 15
Ideation Ground Rules For the Facilitator 111
Goal Assessment 182 Innovation Process 30
Ideation Techniques 43
Goal Assessment Tool 183 Innovation Service Image 204
Identifying Challenges 64
Innovation Story Board 188
Identifying Needs 89
Innovation Sub-Process 39
H H Imagination
Impact/Feasibility Assessment
14
168
Innovation System Map 198
Hardware Prototype 178 Innovation Trends 24
Influencing Factors 68
Horizon & Want 59 Inspiring Model 58
Information Visualization Community
Horizon 1 60 Intelligent Sticky Notes 169
Development 25
Horizon 2 60 Interview Questionnaire 76
Initiation to Business Innovation 10
Horizon 3 60 Interview Records 41
Innovation 14
How to Use This Guide 50 Interview Screener 75
Innovation Architecture 27
Innovation Challenges 54 Introduction 9
Invention 14
INDEX I-S
K K P P S S
Knowledge and Experience Illustration 42 Pain Assessment 236 Select the Right Prototype/Test tool 188
Pain/Gain Assessment 236 Service Image 204
Photo/Video 47 Services 26
L L Posters 233 Setting the Scene 86
Land of Innovation 12 Preparing Idea Hacks Workshop 140 Setting Up Workshop With Multiple Member 84
Preparing the Idea Bridge Workshop 116 Social Innovation 24
Preparing the Reverse Innovation Workshop 146 Software 2d/3d 47
M M Preparing the Subtraction Workshop 130 Solution Assessment 172
Maintain Your Creativity Book 21 Process Assessment 187 Solution Design 170
Managing Innovation 32 Prototype & Test 175 Some Samples of Good Challenges 81
Marketing Technology 18 Prototype & Test Process 46 Sponsor 59
Mock-Up 189 Prototype Decision Matrix 192 Stakeholder Group - Representative 74
Prototyping Matrix 193 Stakeholder Group – Labeling 74

O O
Prototyping Tools 47 Stakeholder Group – Linking 74
Prototyping/Testing Matrix 47 Stakeholder Group – Listing 74
One Way Mirror Test Lab 181 Stakeholder Map 182
Our Capabilities 63 Stakeholder’s Interview 76
Our Clients
Our Culture
63
63
R R Stakeholders Expectations 32
Radical Innovation 24 Stakeholders Voice Can Help You To… 32
Our Organization 63 Reasons to Innovate 16 Start & Stop Date 58
Our Partners and Community 63 Reduce Anxiety 104 Storyboard 194
Our Position in Our Marketplace 63 Reverse Innovation 107 Strategic Goal 182
Out-in Innovation 25 Reverse Innovation Model 107 Strategic Innovation Canvas 33
Outcomes of Each Phases 39 Reward and Recognition 59 Strategic Innovation Canvas (example) 33
Subtract 43
Subtract Model 43
INDEX S-W
Subtraction
System Map
43
198
W W
What is a Prototype? 46
What is Innovation Challenge? 55

T T What is Innovation?
What is Prototyping?
14
177
Target Audience 59
What is Testing? 180
Terms and Definition 51
What Makes a Successful Challenge? 55
Test and Prototype 175
When to Use This Tool? 84
The Benefits from Transformation and Innovation
17
Where To Start? 40
The Benefits Gained from Engaging People 17
Who are Your Stakeholders 32
The Business Case for Innovation 19
Why Challenge? 55
The Drawing Challenge 104
Why Should I Read This Book? 11
The Facilitator Role 26
Wrapping Up 90
The Idea Assessment Canvas 164
The Idea Bridge Consist of Five Key Parts 115
The Ideation Tools 109
The Innovation Process 30
The Innovation Process and Where This Guide
Fits 31
Timeline 15
Tool Cards 211
Tools 27

U U
Understanding the Barriers 110
Utilizing Influencing Factors 74