How to #Innovate – an Example

How to Innovate

In my last post, I was stressing how encouraging Innovation is not simply about layering Innovation over existing processes and culture, but how it really is a change management project about changing the culture of an organization. If you missed it, you can read it here.

Reading through the Winnipeg Free Press today, I was provided with an example of how Winnipeg is not really committed to Innovation, but only interested in it.

The Example

So it turns out that the city of Winnipeg, is building a new library named in honour of former Mayor Bill Norrie and his wife Helen. This is a good announcement for something that is really needed. You can read the story here. I listed the CBC link instead of the Winnipeg Free Press because the Winnipeg Free Press has a pay wall. (but that lack of Innovation is for a later post at another time)

I say this is only a good announcement because libraries are always good things and the library will be addressing some shortcomings in other libraries in regards to accessibility, natural light, and outdoor spaces. And it is also beneficial that it will be connected to other facilities and public transportation. But it could have been so much more if Winnipeg’s leaders were committed to Innovation.

I’m reminded of the old joke about how the chicken is only interested about breakfast while the pig is committed to breakfast. Winnipeg is definitely interested in Innovation in Libraries as they have created Maker Spaces among other Innovations at some libraries.

How could they be committed to Innovation you ask? Well I’m glad you asked.

Empowerment

A key factor in Innovation is breaking down the hierarchy of control and empowering others – changing the culture. This involves those in control letting go of their authority. They no longer ‘approve’ the Innovations recommended by others and plan and design in isolation.

How would this look?

  1. Libraries are a key service provided by the municipality and would be an area where the city can control Innovation if it was interested. So it seems like a very good example.
  2. Define a Library Strategy of what Winnipeg wants to achieve with their libraries. Start with the mandatory items that are legislated like accessibility so it is clear what is non-negotiable.
  3. Create working sessions and involve City of Winnipeg Council, City of Winnipeg Administration, Citizens, Universities, Educational Professionals, and children to help to define the Strategy. The only existing Library Strategy I could find was one to discuss whether we should build or lease libraries. That just made me sad. 😦
  4. Once we have the Strategy, have the same group define what the short-term and long-term objectives are and how we will measure if we are successful.
  5. Once we have the Strategy, Objectives, and Success Factors we can innovate and discuss the features that satisfy the Strategy best. A Library has to be more that just building with books inside. For example:
    1. What is the content we should provide?
    2. Ask the current administration how libraries can be improved?
    3. Ask City Council what their constituents are asking for?
    4. Ask the Teachers what is lacking in the libraries currently?
    5. Ask the students why they study at a Starbucks instead of a Library?
    6. How does the Library change with e-readers? Do we rent e-readers with content? Could we offer books in multi-languages easier this way?
    7. There is a movement to more group spaces in other libraries. Should we dedicate more group spaces?
    8. What other services could be partnered with Libraries?
    9. How do libraries change with Social Media? Do they?
    10. Are libraries next on the cusp of a Blockbuster/Netflix moment? Should we investigate streaming content?

These are just a few ideas. The key is to communicate what you want to achieve and then listen to your clients.

And here is the scary part, implement what they recommend. Majority rules!

That is the scariest part of Innovation. Executives still want to ‘approve’ innovations. A culture of Innovation believes that everyone has great ideas and majority rules. There is no knowing where the great ideas come from, but it is likely to come from those closest to the value.

Usually announcements like this are made once all those things are decided.  Getting everyone involved early and empowering them with real decision making would make these announcements great.

 

Author: Terry Bunio

Terry Bunio is passionate about his work as the Manager of the Project Management Office at the University of Manitoba. Terry oversees the governance on Information Technology projects to make sure the most important projects are being worked on in a consistent and effective way. Terry also provides leadership on the customized Project Methodology that is followed. The Project Methodology is a equal mix of Prince2, Agile, Traditional, and Business Value. Terry strives to bring Brutal Visibility, Eliminating Information islands, Right Sizing Documentation, Promoting Collaboration and Role-Based Non-Consensus, and short Feedback Loops to Minimize Inventory to the Agile Project Management Office. As a fan of pragmatic Agile, Terry always tries to determine if we can deliver value as soon as possible through iterations. As a practical Project Manager, Terry is known to challenge assumptions and strive to strike the balance between the theoretical and real world approaches for both Traditional and Agile approaches. Terry is a fan of AWE (Agile With Estimates), the Green Bay Packers, Winnipeg Jets, and asking why?

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