Kick-Start IT-Led Business Innovation: Phase 2: Ideate

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Kick-Start IT-Led Business Innovation

Phase 2: Ideate
Innovate now – formalize later!
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Phase 1: Phase 4:
Executive Phase 2: Phase 3:
Launch Mature
Brief Ideate Prototype
Innovation Capability
You are here to…. Go here to… You are here to… Go here to… Go here to…
• Learn about Info- • Define a • Identify • Design • Design and
Tech’s innovation sponsored opportunities for prototypes. implement
methodology and mandate for innovation. • Socialize improvements to
approach. innovation. • Generate ideas. prototypes with your innovation
• Decide if this • Assemble a team • Prioritize ideas. users. process.
project is right for to start facilitating • Get prototypes • Increase
your team. ideation. approved. innovation
engagement.
• Leverage our
quick-win tactics.
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facilitate a workshop for your organization.

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Consulting
Info-Tech Involvement
Workshop
Guided
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Implementation
have the time or the
“We need to hit the knowledge to take this
DIY Toolkit project on. We need
ground running and
get this project kicked assistance through the
“Our team knows that entirety of this
we need to fix a off immediately. Our
team has the ability to project.”
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assistance to take this over once we
made this critical get a framework and
project a priority, and determine where to
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we have the time and
capability, but some along the way would
guidance along the way help keep us on track.”
would be helpful.”
Degree of Customization
Diagnostics and consistent frameworks used throughout four options

Kick-Start IT-Led Business Innovation – project overview
Launch Mature Innovation
Ideate Prototype
Innovation Capability
1.1 Define the Innovation 2.1 Frame the Problem 3.1 Design Prototype 4.1 Implement Process
Mandate Improvements
2.2 Ideate 3.2 Socialize Prototype
1.2 Structure and Kick-Start 4.2 Increase Innovation
2.3 Prioritize Ideas 3.2 Approve Prototype
Innovation Engagement
Best-Practice 4.2 Leverage Quick-Win
Toolkit Tactics
Introduce innovation and Identify opportunities for Discuss prototyping Document the target
set objectives. IT-led innovation and techniques and review any innovation process.
review any finalized completed prototype
Define the innovation Create an action plan to
problem statements. design work.
mandate. operationalize the process.
Discuss ideation Overcome prototyping
Prepare to launch the Identify innovation program
techniques and review any challenges and review any
initiative. components.
completed idea user feedback.
documents. Create an action plan to
Prepare to submit
implement the innovation
Establish an idea business cases for
program.
prioritization approach and completed prototypes.
help select top ideas. Assess innovation
Guided progress and address
Implementations challenges.
Phase 1 Results: Phase 2 Results: Phase 3 Results: Phase 4 Results:
• An innovation working • New ideas are developed • Prototypes are designed, • A permanent innovation
group is created. and prioritized. socialized, and approved. process and program is
implemented.

Workshop overview
Contact your account representative or email Workshops@InfoTech.com for more information.
This workshop can be deployed as either a four or five day engagement depending on the level of preparation completed by
the client prior to the facilitator arriving onsite.
Day 1 Day 2 Day 3 Day 4 Day 5
Preparation Workshop Day Workshop Day Workshop Day Workshop Day

Workshop Preparation Morning Itinerary Morning Itinerary Morning Itinerary Morning Itinerary
• Complete the CIO • Introduce innovation. • Identify processes that • Select an urgent • Document a process for
Business Vision Survey • Assess IT maturity. present opportunities for opportunity for IT-led ideation.
to assess overall IT • Define current IT-led innovation. innovation. • Assign roles and
maturity. innovation capability. • Map selected processes. • Map the associated responsibilities.
• Discuss the selection of • Finalize problem process. • Identify innovation
workshop participants statements. • Finalize the problem initiatives and program
(based on the types of statement. components.
process pains you would
like to ideate around).
Afternoon Itinerary Afternoon Itinerary Afternoon Itinerary Afternoon Itinerary
• Introduce ideation. • Establish ground rules • Generate ideas. • Select metrics to
• Practice ideation. for ideation. • Assess ideas. measure progress.
• Generate ideas. • Pitch and prioritize • Document an action plan
• Assess ideas. ideas. to roll out the innovation
• Pitch and prioritize • Introduce prototyping. process and program.
ideas. • Map the user journey for • Create a communication
top ideas. plan.
• Summarize findings and
gather feedback.
The light blue slides at the end of each section highlight the key activities and exercises that will be
completed during the engagement with our analyst team.

Phase 2: Ideate
Phase 1: Phase 2: Phase 3: Phase 4:
Mature
Launch
Ideate Prototype Innovation
Innovation
Capability

Guided Implementation for Phase 2
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-
3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Guided Implementation 2: Ideate
Proposed Time to Completion (in weeks): 2 weeks
Call 1: Frame the Problem Call 2: Ideate Call 3: Prioritize Ideas

Start with an analyst kick-off Review findings with analyst: Finalize phase deliverable:
call:
• Review work from call 1 and answer • Review work from call 2 and answer
• Identify organizational drivers. questions. questions about the Idea Document.
• Discuss any opportunities for IT- • Discuss ideation techniques and how • Review Idea Reservoir shortlist and
enablement. to document ideas in the Idea discuss other prioritization criteria.
• Review challenge prioritization Document. • Define next step: Prototyping.
and problem-statement building.
Then complete these activities… Then complete these activities… Then complete these activities…
• Identify high-pain processes. • Define a “box” of ideation constraints. • Prioritize short-listed ideas.
• Expand upon pain contributors. • Facilitate brainstorming. • Fully assess each idea’s candidacy
• Prioritize challenges. • Brainstorm integrated solutions and for prototyping.
• Build comprehensive problem select an owner to document each
statements. idea.
With these tools & templates: With these tools & templates:
Idea Document Template Idea Reservoir Tool
Phase 2 Results & Insights:

• Ideation begins with a clear articulation of the problem statement; you do not want to invest in a solution until you know the need
is real. By end the of this phase you will have generated innovative ideas to resolve the problems that matter most to your
organization.
2.1 Frame the Problem
Activities in this step

2.1a Start by identifying critical processes and the IT services that support them.
2.1b Identify processes with high opportunity for IT-led innovation.
2.1c Map selected process(es).
2.1d Define roles and accountability to complete the process map.
2.1e Investigate the concerns and expectations of each process stakeholder.
2.1f Expand upon pain contributors.
2.1g Assess each pain and the value of addressing it.
2.1h Prioritize the pains that have the highest impact.
2.1i Finalize the problem statement.
Immediate outcomes of this step Key insights

• Always define the problem first to ensure that
ideated solutions are relevant, high-impact, and
feasible.
After completing this activity you will have: • Do not limit the scope of your attention;
 A documented list of critical processes with high opportunities may be lurking in overlooked
opportunity for IT-enablement. areas.
• Do not forget the needs of the end user when
 Maps of selected critical processes. analyzing stakeholder needs and drivers.
 A prioritized shortlist of process challenges that • Innovation should be applied to any challenge
can be addressed via ideation. whose solution will have high impact. This might
be an overlooked challenge or a high priority
 A finalized problem statement.
challenge.
• Do not assume that a challenge will be difficult or
easy to solve until you actually ideate around it.
2.1 As your team begins ideating, remember your mandate
In phase 1 you defined a sponsored mandate for IT-led innovation – one that would
help IT advance in maturity. Try to prioritize challenges and ideas that impact the areas
most critical to your advancement to your target maturity level.
If you are And want to be Innovate to… Innovate around…
here… here…
Evolutionary Transformative Lead business • Emerging/Disruptive
Innovator Innovator transformation Technology
• Analytical Capability
• Risk Management
• Customer-Facing Technology
• Enterprise Architecture
Trusted Operator Evolutionary Innovator Optimize business • IT Strategy and Governance
processes and support • Business Architecture
business transformation • Projects
• Resource Management
• Data Quality
Reliable Trusted Operator Optimize IT processes and • Business Applications
Operator services • Service Management
• Stakeholder Management
• Work Orders
Firefighter Reliable Operator Reduce user disruption and • Network and Infrastructure
adequately support the • Service Desk
business • Security
• User Devices

Source better ideas by using our exercises to STOP
2.1
facilitate ideation with small groups of staff
Do not rely on independent submissions to fill your reservoir.
Ideation
Source ideas through facilitated mini-workshops/sessions.

There is no alternative to allotting time and resources to ideate. Have
your facilitators and up to three other participants work through the
steps in this phase to identify pains and begin brainstorming ideas.
The final output of these sessions will be Idea Documents that can
be submitted to the innovation working group for assessment and
prioritization.
If employees want to submit ideas independently, encourage
them to work through these exercises first.
No idea should be submitted without a valid problem statement. You
want all staff to use the same format for documenting ideas; this will
make it easier to input them into the reservoir and assess them fairly.
Info-Tech Insight
The suggestion-box approach to innovation is almost always a
dead end. Even if people do submit ideas, they are unlikely to be as
valuable as those developed through collaboration. Host at least 1
innovation session monthly and try to get at least two ideas through
the pipeline and into prototyping every month.
Start innovation with people in the room; people who really live it and breath it. Innovation is about
those people coming together to solve a problem.
- Kris Woyzbun, Senior Design Lead at IDEO
2.1
Hold initial sessions to identify the problems you want to
ideate around
Resist the urge to jump to ideation, and begin by framing the problem. A clearly-defined
problem statement demonstrates that there is a real need for any ideated solution and results in
higher-value solutions. The steps in this section will help you identify key opportunities for IT
enablement before you begin brainstorming solutions.
Process
When people think of

Identify Process(es)
innovation, they want to jump
ahead to the solution. Naturally
Document IT Support
we try to slow them down and
make sure that they are taking
Map Selected Process(es)
the right action.
Evaluate Stakeholders - Anonymous, Incubator Director
How to Navigate this Section Expand Pain Contributors

• If you already know the process(es)
and pain(s) you would like to ideate
around, move to Activity 2.1d. Assess Pain & Value of Addressing
• If you are unsure which process(es) or
pain(s) present the highest opportunity Prioritize Challenge(s)
for IT enablement, move to Activity
2.1b.
Finalize Problem Statement
• If you already “know” the idea you want
to prototype, use the steps in this phase
to ensure you are addressing the right
problem. Begin with Activity 2.1d. IDEATION
2.1
Start by identifying critical processes and
the IT services that support them
2.1a 30 minutes
Instructions
Participants
Identifying opportunities for IT-enablement begins by mapping core IT services to business
functions and processes. As a group, identify essential IT services that enable the business. • Whiteboard and markers
If you have a mandate to ideate around a specific IT or business process, skip to 2.1c. • IT Service Catalog
Align current IT services to business functions and processes.
1. Have participants identify all critical business functions within the organization (e.g. Materials
sales, marketing, product development, finance, legal). Assign specific business
functions to, if possible, participants who are familiar with them. • Facilitator from the
working group
2. Have participants identify key processes for respective business functions and map
corresponding IT services. Consult your technical service catalog, if available. Discuss • Ideation participants
outcomes as a group.
3. Collate findings and align IT services to business functions.
Note: Perform this exercise for all business functions identified.
Example: Sales & Product Development
Business Functions Sales Product Development
Lead Account
Processes Generation Management
Supply Chain
Comm. and Geo-

IT Services Analytics CRM Services
Telephony Location

2.1
Identify processes with high opportunity
for IT-led innovation
2.1b 45 minutes
Instructions
As a group, document high-pain processes that require further Participants Materials
investigation. Focus on processes that have low end-user
• Facilitator from • Whiteboard and
satisfaction or poor efficiency.
the working group markers
1. Map IT services to each of the selected processes.
• Ideation
2. Use the template below to identify: detailed activities, key
pain points, current IT support, and opportunities for IT participants
enablement.
Business
Function: Sales Product Development Marketing
Lead Generation E-commerce Supply Chain Order Tracking Website Events
Process:
• Customer orders
What are some key
and pays online
Detailed Activities steps within the
• Order completed
process?
and shipped
• Poor web traffic

Key Pain Points What isn’t working? • Inefficient
fulfillment
Current Level of IT
What is IT’s current
Support (high, • Medium
involvement?
medium, low)
Opportunity for IT • High (optimize

Do opportunities for
Involvement (high, search engine
IT enablement exist?
medium, low) results)
Identify processes with high pain and opportunity for IT enablement.

2.1 Map selected process(es)
2.1c 60 minutes
Instructions
Participants Materials
Work with process owners (if available) to create end-to-end process
diagrams for your identified high-pain, high-opportunity process(es). • Whiteboard and • Facilitator from
Map your process(es) in enough detail to capture all relevant IT activities, markers the working
but do not make it excessively granular. Do not worry about
• Index cards group
incorporating people yet – focus on documenting process steps and
current levels of IT service. • Sticky notes • Ideation
1. As a group, begin by describing the purpose and ideal outcome for participants
each process.
2. Record all of the major process steps on index cards. Arrange the You really need to understand the
index cards in sequential order.
business process to find their pain
3. On a set of different colored index cards (or sticky notes), record all of
points…We try not to jump to any
the IT services that enable the process. Map these activities to the
process steps. conclusions, we just observe the
4. Document any high-level pains that were identified in Activity 2.1c. steps involved in the business
process. Once we understand the
process we try to find a solution.
Legend: – Anonymous, CIO

Input/Output Process Activity Document Decision Point

2.1
Continued: Define roles and accountability to complete
the process map
2.1d 30 minutes
Instructions
Perform swim-lane analysis to highlight shifting levels of accountability throughout a process and uncover new pain
points.
1. Once you have completed the process-mapping exercise, go through each process step and ask the question:
“Who completes this step?”
• For each row, outline the step owner who completes the process step and/or decision step.
2. The identified owner plays a critical role in determining success of each process step. If you find that a step has
multiple owners, you may need to break it into smaller steps before documenting it.
Customer
Sales
Finance

2.1 Sample Process: E-commerce retailer
1 5 5
Customer
Online Inform Deliver

Customer Payment
No
Customer Invoice
Order
2 No 4 5 7
3
Order Item Invoice Order Point of Sale
Sales
Documented Available Created Cancelled Recorded

Yes
6
Finance
Payment Yes
Received
7
Delivery
Yes Order
Processed &
Shipped
Who enables IT e-commerce services?

1. Web Hosting Service 5. Web Hosting Service, Security Performance
2. LAN Administration 6. Security Performance, LAN Administration
3. Database Performance 7. LAN Administration
4. Desktop Services

2.1
Investigate the concerns and expectations of
each process stakeholder
2.1e 45 minutes
Instructions
For each process step, generate a list of additional, involved stakeholders. Start with the stakeholders on the swim-lane
created in the previous exercise, and add any others who are impacted by the process. Use the template below to analyze
additional stakeholder concerns and expectations. You may have to analyze numerous stakeholders for each process step.
Use a 360o view of all potential internal and external stakeholders.
[Stakeholder Group] Drivers
What are their value drivers? •…
What are their biggest issues? • ...
Key interaction points (or lack of)

• ...
with the process?
What are their expectations? • ...
Greatest opportunities? • ...
Be diligent in your stakeholder identification. Overlooking stakeholders can lead to unforeseen disruptions
during ideation, prototyping, or piloting. Not every stakeholder is easily “found.”

2.1 Expand upon pain contributors
2.1f 30 minutes
Instructions
1. Process-mapping helps identify additional pain points that were previously • Facilitator from • Whiteboard and
overlooked. Have the group document additional pains on sticky notes. the working markers
group • Process map
2. Place pains on the process map to highlight any inefficiencies that you may
• Ideation • Index cards
have found. You can start with the key pains identified in exercise 2.1b, but
participants • Sticky notes
you will likely identify more. Cluster pains if related.
3. Where clusters of pain exist, map out in more detail to identify the root cause
of the pain.
COMMON PROCESS PAINS
1. Unproductive work hours and/or

Customer
steps that take too long.

2. Poor process control and/or lack
1 3.
of accountability.
Duplicated work and/or too many
3 handoffs.
Sales
2 4. Poor visibility into process steps

4 and/or lack of access to records.
Use Info-Tech’s tactics from

Finance
phase 4 to increase your

= Pain Point visibility into business process
pains.

2.1
Assess each pain and the value of
addressing it
2.1g 30 minutes
Instructions Participants Materials

1. List all of the pains identified in the previous exercise
(2.1f) on the chart below. • Facilitator from • Whiteboard
2. Document the level of pain and the value of assessing the working and markers
each pain using the criteria below. group
• Templates
3. Evaluate each criteria on a scale of 1-5 and calculate the • Ideation
total score. participants
Process Pain Evaluation:

Challenge End-user Quality of Compliance Level of Throughput Consistency Total Score
Pain Satisfaction with Outcomes with Process Automation of Outcomes
Outcomes
Pain #1
Pain #2
Pain #3
Value of Addressing Pain Evaluation:

Challenge Is there benefit? Measurable Realistic Specific Attainable Timely Total Score
Pain
Pain #1
Pain #2
Pain #3

2.1
Prioritize the pains that have the highest
impact
2.1h 45 minutes
Instructions
Compare pains by acknowledging their difficultly to address and impact
potential. Place them on the relative prioritization matrix below (details on • Facilitator from • Whiteboard and
the next slide). the working markers
group
1. Document each pain on a sticky note, one • Index cards
for each major process pain identified. • Ideation
• Sticky notes
2. Draw the adjacent quadrant on a participants
whiteboard or flip chart.
3. Have attendees place sticky notes on the
matrix.
Fully supports 4
achievement of 1
4. Collate and discuss findings. Reach business
consensus based on discussion. Begin by objectives Quick Wins High Opportunity
selecting pains that fall into the “Quick
Wins” and/or “High Opportunity” cohort. 2 3
Impact
5. Create a prioritized “pain list.” Potential
• Prioritize pains by numbering each 8 5 7
sticky note. Future
• Choose a pain to ideate around in Limited support Question Need
the next step. for Reassessment
achievement of 9 6
business
objectives Low High
Difficulty to Address
Pains not addressed immediately can be added to a shortlist action plan.

2.1 Idea prioritization matrix
You are unlikely to be able to address every pain point. Compare the potential benefit of
addressing each pain with the cost of implementing it as a means of prioritizing your efforts.
1. Impact potential rates each pain’s pain on the 2. Difficulty to address rates each pain on the
1 enhanced potential benefit of addressing it. 2 level of the effort needed to implement a
• Will addressing this pain enable the solution.
organization strategically? • Why (or why not) is addressing this pain
going to be difficult?
Fully supports
achievement of “Quick Wins” “High Opportunity”
business
Addressing these challenges will
objectives Addressing these challenges will
provide high value to the
help you meet strategic goals, but
organization with relatively small
may be difficult to implement.
effort.
Impact
Potential
“Question Need” “Future Reassessment”
These challenges warrant no These challenges warrant no
Limited support immediate action, but they may immediate action, but they may
for business become a priority in the future if become a priority in the future if
objectives business objectives change. business objectives change.
Low High
Difficulty to Address
2.1 Finalize the problem statement
2.1i 30 minutes

Formulate a problem statement for your top priority • Facilitator from the
pains. • Whiteboard and
working group markers
1. Document the overarching pain by performing a • Ideation participants
root-cause analysis. For example, “Online orders
are often not documented and subsequently not TIPS & TRICKS
fulfilled…”
• Your problem statement should be need-based rather than
2. Document the stakeholders that are affected by solution-based. For example, “identifying leads requires a
the root cause. For example, “Customers do not significant amount of time” will drive better brainstorming than
receive their products on time and the finance “we need a new CRM” – which already suggests a solution.
department spends a significant amount of time
reimbursing customers.” • Documenting the problem is an iterative process. Start by jotting
down rough notes and solicit feedback from the group to refine
3. Analyze the impact on each stakeholder that
it.
lacking a solution results in. Why are you
attempting to solve this overarching pain? How is • Ensure language is understandable and key terms are defined.
each stakeholder group affected? • Identify the root cause of a problem by repeatedly asking “why?”
Keep asking this question until it can no longer be answered. At
this point you have reached the root cause of the problem.
Reframing the problem from the perspective of the end user is a very powerful technique. It will prevent you
from designing a solution that doesn’t address the “real pain” being experienced by your target user.
Remember that there may be distinct groups of users with varied needs. For example, think about how a
product will be utilized differently by a younger demographic versus an older demographic.

Build problem statements by performing root cause
2.1
analysis
Breakdown Example Problem Statement
Our CRM data quality is poor
Build a Problem • Process mapping helps identify well-known and
overlooked pains with a ubiquitous root cause. because management has not
Statement
implemented organizational
• Simply asking “why?” repeatedly will help
standards that ensure data is input
1. Find the Root identify the pain’s root cause.
consistently. Customers do not
Cause appreciate extended wait times and
• Drill down to understand their needs and disorganized services. Our account
concerns. managers spend more time
2. Address identifying leads than assisting
Stakeholders • Who is impacted by the root of this pain? Who
is directly and indirectly affected? customers with solutions.
Concerns
• Re-frame the problem from their perspective.
3. Analyze Pain • Empathize with all of your end users.

Impact
• What is the specific impact on each of the
stakeholders?
• Ensure that addressing each pain is in
alignment with the strategic direction of the
organization.
If I had an hour to solve a problem and my life depended on the solution, I would spend the first fifty-five
minutes determining the proper question to ask, for once I know the proper question, I could solve the
problem in less than five minutes.
– Albert Einstein
Source: Business Analysis for Dummies: How to Create a Problem Statement in Business Analysis, 2013.

Identifying the root cause of a user’s pain leads to better
solutions
Case Study: Defining the user needs helps CAA implement a
novel service.
Industry: Transportation
Location: Thornhill, Canada
Situation Evaluation Solution

• The Canadian Automobile • The VP of IT started by defining • The IT department ideated a
Association (CAA), affiliate of the objectives: mobile phone application that
American Automobile Association would allow the end user to track
“Define what you are offering
(AAA), is a transportation a truck’s location on a
before ideation. Focus on the
company offering roadside smartphone or web browser.
objective you are trying to
assistance, touring and achieve.” • Following implementation, the
insurance services for members. end-user experience with CAA
– Kin Lee-Yow, VP of IT has been significantly enhanced
• When a customer requires road-
side assistance, members call (or • He realized that users were more “and customers are much
SMS) CAA, who sends a tow- frustrated with the uncertainty of happier.”
truck to offer required assistance. arrival times than the lateness of • AAA, their American affiliate, is
the trucks. He understood that now rolling out this service
• Users were dissatisfied with the
the customer wanted more across the US.
amount of time it took for a truck visibility into the status of the
to arrive. truck’s arrival.

2.2 Ideate

2.2a Kick off the session by defining “the box.”
2.2b Facilitate initial brainstorming.
2.2c Use prompts to push for evolutionary and transformational ideas.
2.2d Leverage solutions being applied in other domains.
2.2e Cluster and refine ideas to generate a short list.
2.2f Ask idea owners to document and submit their ideas using the Idea Document Template.
After completing this activity you will have:

• Encourage better brainstorming by identifying your
 An understanding of the assumptions and ideation inhibitors and placing them in a “box”
limitations that will limit the scope of ideation. before you start ideating.
 A clear understanding of ideation techniques and
• Cluster similar ideas to build solutions that are
how to leverage them.
more comprehensive and impactful.
 A reservoir of potential solutions to process pains.
 Idea Owners assigned to each idea. • Do not put an idea in the reservoir if no one is
 Completed Idea Documents that can be used to willing to own it.
assess each idea.

2.2 Facilitate an ideation session for each problem statement
Now that you’ve defined the problem, you are ready to brainstorm solutions. Info-Tech’s
ideation ground rules will help your team succeed.
• Don’t treat ideation as a solo activity; involve diverse, cross-functional

1 Encourage collaboration teams.
• Involve subject-matter experts early to facilitate productive discussion.
• Encourage lateral thinking. No idea should ever be judged or evaluated

2 Every idea is a great idea during the initial ideation stages.
• Encourage participation but do not force it.

3 Balanced participation • Ensure that everyone has the opportunity to speak.
• The purpose of ideation is to build a reservoir of many potential solutions.

4 Quantity, not quality • Do not kill any ideas during ideation, regardless of perceived value or
feasibility.
• As ideas are generated, flag similar ideas to begin clustering them.

5 Cluster similar ideas • Clustering ideas often leads to an integrated solution that better addresses
the problem statement.
• Ideation is best facilitated in a high-paced, non-threatening environment

6 Have fun! where every opinion is of equal value.
• Encourage team-building exercises to build a positive atmosphere.
Everyone's time is important – share the problem statement before the ideation session.

2.2 Kick off the session by defining “the box”
2.2a 30 minutes
Instructions
Participants
It is human nature to make assumptions and/or place limitations on the scope of ideas. Deal with
this head-on by acknowledging perceived constraints, and deciding whether or not they should be • Facilitator from the
considered during the ideation process. working group
1. Discuss the definition of the “box” surrounding the selected problem statement; that is, what will
• Ideation participants
limit the scope of ideation?
2. For each identified assumption and limitation identified, evaluate its validity.
Materials
• Is this limitation or assumption actually valid?
• If we generate a great idea, can we alleviate this constraint, or is it non-negotiable? • Whiteboard and
3. Decide which assumptions and limitations should be ignored for the purposes of ideation. You markers
will likely find that there are few true limitations.
• Sticky notes
Limitation (L) or Validity of Limitation Restrictive to
Assumption (A) Ideation (Y/N)
L: Budgetary restrictions Appropriate funding can be No
acquired if revenue potential exists
Budget
L: Limited professional New talent can be hired if needed No

consumer experience
A: We cannot make changes to The CIO will mandate change if the No Legacy
our current process solution’s benefit can be Systems
demonstrated
A: End users will not be End users can be involved through No

engaged with solution the ideation and prototyping phases

2.2 Facilitate initial brainstorming
2.2b 60 minutes
Instructions
Participants
Begin generating ideas by looking at the process map and pains identified in the previous
step. Think about process additions or subtractions that might resolve these pains and • Facilitator from the
improve the process. The more complex a process is, the better the opportunity for working group
simplification or automation.
1. If using a tabletop, add or subtract index cards/process steps to demonstrate potential
changes. Materials
2. Summarize these ideas briefly on paper or sticky notes. Continue until you have • Whiteboard and
exhausted all possibilities. markers
• Process Map
• Index cards
Customer
• Sticky notes
1
3
Sales
2 Generate ideas:
4 • What can be done to
streamline this process?
• Are there any manual
Finance
processes that can be

= Pain Points automated?
• Do we need to design a
new process?

2.2 Use prompts to push for additional ideas
2.2c 30 minutes
Instructions
As participants are brainstorming, use the following prompts to help them overcome the Participants
“box” and push for novel ideas. • Facilitator from the
A What could we do if resources were not limited? working group
B What are the transformative touchpoints (user experience)?
C What if we gutted everything and started brand new? Materials
E What if we did nothing at all? • Whiteboard and

F Are there any emerging technologies to leverage? markers
• Index cards
G Is there anything similar being done in other industries that we can leverage?
(See Activity 2.2d.) • Sticky notes

2.2
Leverage solutions being applied in other domains; a
similar problem has likely already been solved
2.2d 45 minutes
Instructions
The Theory of Inventive Problem Solving (TRIZ) methodology enables you to Participants Materials
map a specific problem to a generic problem and leverage solutions applied in
• Facilitator from • Whiteboard and
other domains. It is based on two principles:
the working group markers
That every problem has already been solved in another domain, it just
1 needs to be adapted to your specific situation. • Ideation • 40 Inventive
participants Principles
A solution with contradictions is not valuable. Eliminate contradictions to
2 build an innovative solution. For example, building a faster search
engine at the expense of result relevance is not valuable.
Use the Systematic Approach of TRIZ

2. General 3. General
Problem Solution 1 Define the specific problem that needs to be solved.
2 Correlate the specific problem to one of the 40 Inventive (business) Principles to

identify where this problem has been previously addressed.
3 Identify general solutions that have been used to solve the problem. This will help you
1. Specific 4. Specific generate candidate solutions. The problem should essentially solve itself.
Problem Solution
4 Translate the general solution to specific solutions that can be used to solve your
problem statement.
123456789
987654321
1. Google identified the 2. Google recognized the 3. Academic literature is 4. Novel algorithm developed
problem of poor search results problem as a ranking issue ranked on popularity and to rank websites based on
as a common online problem. and mapped to other domains. relevance. popularity and relevance.
Source: Can Innovation be disciplined without killing it?, PWC, 2011 Source: 40 Inventive (business) Principles, The TRIZ Journal, 1999

2.2 Cluster and refine ideas to generate a shortlist
2.2e 30 minutes
Instructions
Several partial ideas may constitute a solution. As ideas are generated, Participants Materials
see if any of these ideas can be grouped or integrated to create more
• Facilitator from the • Whiteboard and
comprehensive solutions. You may need to repeat this exercise
several times to generate a final long list. working group markers
1. If they have not already, have participants write a brief description of • Ideation participants • Sticky notes
each idea on a sticky note and place it on the whiteboard. Read
them aloud to ensure the whole group understands the idea.
2. Cluster any related ideas and create a new brief description that
describes the integrated idea. Idea Idea
3. Review the list of both clustered and standalone ideas and ensure
that the entire group feels comfortable submitting each of them to
Idea
the working group. If the group feels that there are too many ideas,
Group
you can conduct a quick voting exercise to narrow the list.
Idea Idea
Idea Ide
a Idea Idea Idea Idea
1 13 3 4 11 2
Idea
Idea
Idea 5 Idea Idea
8
6 9 10
Integrated
Idea
12 Solution
Students with good ideas learn to pivot and grow their own ideas by talking to people with different ideas.
– Patricia Morgan, Dean of Applied Research and Innovation at Humber College

2.2
At the end of the session, assign an idea owner and idea
support group to each idea on the short list
Do not let people leave the session until every idea is assigned an owner. If
no one is willing to own the idea, you should question its value.
IDEA OWNERS SHOULD:
• Participate and/or lead prototyping should • Be or have access to the initial submitter of the
A this idea be selected for prototyping by the C idea(s). If the submitter is not the idea owner,
working group. he/she should be part of the support group.
• Help socialize any future prototypes with • Ensure all required resources are available (or
B users. D can become available) during prototyping.
Idea Support Group:
Have the idea owner identify 2-3 individuals with the

expertise and passion to participate in any future
prototyping. This group of individuals will make up the
support group.
If an idea is not voluntarily picked by an owner, it isn’t worth pursuing further.

– Anonymous, former CIO of Royal Trust

2.2
Ask idea owners to document and submit their ideas
using the Idea Document Template
2.2f 45 minutes

1. Each owner should document his or her idea so that it can be
properly assessed by the working group. • Idea Owner • Idea Document
2. Use Info-Tech’s Idea Document Template to document: • Idea Support Template
• Problem Statement – Identify the major problem and Group • Whiteboard and
shortcomings of current solutions. markers
• Idea/Solution Description – What is the solution and how will it
work? Provide a brief description of the idea here.
• Idea Owner – Who will be the point of contact for this idea and
commit to participating in possible prototyping?
• Strategic Alignment – Which strategic goals does this solution
provide benefit to?
• Expected Benefits – What is the expected satisfaction with this
solution? Is the solution cost-reducing or revenue-generating?
• Alternative Solutions – What other potential methods exist?
Why are they not being investigated?
• Estimated Costs of Prototype – Determine the amount of time
and resources that need to be allocated to this prototype.
Estimate a dollar figure.
• Prototyping Evidence – The Idea Document should be an Info-Tech’s Idea Document
idea’s living document; populate this section with prototyping template will be used to expand
evidence as it becomes available. This section does not have to upon ideas and bring them to
be completed before submitting to the working group. prototype proposal.
3. Submit the completed template to the working group.

2.3 Assess and Prioritize Ideas

2.3a Decide how you will filter the reservoir by defining your strategic objectives.
2.3b Review and rank submitted ideas using the Innovative Idea Reservoir Tool.
2.3c Vote to decide which ideas should be prototyped first.
After completing this activity you will have:

• Don’t dismiss ideas under the assumption that a
 A reservoir of potential solutions to process
prototype will require a considerable amount of
challenges that align with current organizational
resources. You do not have enough information to
innovation goals.
gauge cost. If the idea has high potential benefit, it
deserves to be investigated further.
 A shortlist of potential solutions that are ready to
be prototyped.

2.3
As the reservoir starts to fill, assess the ideas to identify
those that should be prototyped
Idea Reservoir
Store Ideas in the Idea Reservoir
The Idea Reservoir is an internal idea pool that ranks ideas
based on their alignment with organizational strategic
goals. Ideas that are closer to the surface are more
strategically aligned than those near the bottom. When
organizational priorities for innovation shift, the internal
arrangement of ideas shifts accordingly.
Move Ideas to Prototyping

Once you have ideas in the reservoir, it is time to start
prototyping. The reservoir will provide you with a
preliminary shortlist. As a group, decide which of these
ideas should move forward to prototyping.
Remove Ideas from the Reservoir

Ideas should only be removed from the reservoir once
prototyping has demonstrated that the idea has no
organizational value. Keep a record of removed ideas for
future reference.

2.3
Use Info-Tech’s Idea Reservoir Tool document and rank
your ideas
• This tool can be used by the innovation working

group to document and rank ideas that are
sourced from across the organization.
• Organizational strategic innovation goals can be
set on the on the “Innovation Goals” tab. These
can be adjusted or changed as organizational
strategies shift.
• Use the “Idea Log” tab to record ideas, their
overall impact, and their alignment to each of the
strategic objectives
• Ideas will be ranked on the “Shortlist Idea
Generator” tab of the tool. Ranking is based on
the relative alignment of ideas with your current
innovation goals.
Document ideas in Info-Tech’s Idea Reservoir Tool. Update the

reservoir to ensure it always reflects the current status of ideas. If
your innovation goals change, be sure to change their weightings in
the tool; this will impact idea ranking.

2.3
Decide how you will filter the reservoir by defining your
strategic objectives
2.3a 30 minutes
Instructions Participants
Use this exercise to identify your organization’s strategic objectives for innovation, so that you can
• Innovation
prioritize ideas based on their alignment to a standard set of current objectives.
project lead
1. Start by creating two columns on a whiteboard: one for cost drivers and one for revenue drivers.
• Innovation
2. As a group, decide which strategic objectives facilitate an increase in revenue or decrease in cost, working group
and list them in the appropriate column. Info-Tech has developed a list of comprehensive strategic
objectives that innovative ideas are likely to impact, which you can adjust to suit your organization.
Materials
3. Document these objectives on the “Innovation Goals” tab in the Ideas Reservoir Tool, or use the
sample goals provided. • Whiteboard
4. Decide how high of a priority each of these goals is to your group, and refer to your mandate and markers
for guidance. For example, if your mandate is to innovate to optimize business processes, the • Idea
business process improvement goal should be of the highest priority. Reservoir
Tool
Cost Drivers Revenue Drivers

Objectives
Financial
Re-visit goal priority every time

Business Process
Revenue Increase
Product & Service
you are ranking ideas. The

Cost Reduction
Improvements
Improvements
Improvements
New Markets
priority of these goals is likely

IT Process
to change periodically, and you

want the ranking to reflect your
Objectives
Strategic
current needs.

2.3
Document, review, and rank submitted ideas using
the Idea Reservoir Tool
2.3b 60 minutes

1. As ideas are submitted, document them in the reservoir. If
information is missing, engage the idea owner to fill the gaps. • Innovation project • Whiteboard &
2. Document all distinct problem statements on the “Problem Statement lead markers
Documenter” tab. This ensures that ideas can be filtered by problem • Innovation • Completed Idea
statements and will help you flag ideas that should be clustered to working group Documents
form a more comprehensive solution.
• Idea Reservoir Tool
3. Document all of the critical criteria from each Idea Document in the
“Idea Log” tab of the tool. This includes: Idea Name, Idea
Categorization, Idea Description, and Problem Statement.
• Note: Store your Idea Documents in an accessible place as
they will be required for future reference.
4. Categorize the idea’s impact. Does this idea represent an
incremental, evolutionary, or transformational change? While it is too
early to accurately assess cost and risk, the impact category can
serve as a proxy:
• Incremental ideas: Lower risk and cost
• Evolutionary ideas: Moderate risk and cost
• Transformational ideas: High risk and cost
5. Rate the alignment of each idea with your innovation goals.
6. Before consulting the “Idea Shortlist Generator” tab, adjust the
Document ideas in Info-Tech’s Idea
priorities of the goals on the “Innovation Goals” tab to reflect your
Reservoir Tool. This ensures that all ideas
current needs.
are documented and accessible should
7. Document a shortlist of ideas to prioritize for prototyping. organizational strategies shift.

2.3
After ideas have been ranked in the tool, vote to decide
which should be prototyped first
2.3c 30 minutes
Instructions
1. As a group, vote on the ideas that placed highest on the “Shortlist Idea Generator” from Participants
the Idea Reservoir Tool. • Innovation project lead
• Provide a single color of dots. People will only be voting “yes.” You want to keep this
• Innovation working group
exercise positive and focus on the ideas people connect with instead of highlighting
the ones that do not make the cut.
• There is no minimum or maximum number of dots that can be placed beneath each Materials
idea. A participant can use all votes for one idea if he or she chooses.
• Whiteboard and
2. Select the top 2-3 ideas to move forward to prototyping and update the tool to reflect
markers
this.
• If there are only two clear winners, do not feel that you need to select three. • Voting dots
3. Contact the idea owner and jump to Phase 3 to start prototyping your ideas. • Sticky notes
Idea List: Info-Tech Insight

Idea Ide
a Idea Idea Idea
Idea
Remember, prototyping should be quick
3 4 5
1 2 6 and inexpensive; don’t dismiss ideas
under the assumption that a prototype
would require a considerable amount of
resources. If the idea is highly beneficial, it
8 2 5 4 3 10 deserves to be investigated further.

If you want additional support, have our analysts guide
you through this phase as part of an Info-Tech workshop
Book a workshop with our Info-Tech analysts:
• To accelerate this project, engage your IT team in an Info-Tech workshop with an Info-
Tech analyst team.
• Info-Tech analysts will join you and your team onsite at your location or welcome you to
Info-Tech’s historic Toronto office to participate in an innovative onsite workshop.
• Contact your account manager (www.infotech.com/account), or email
Workshops@InfoTech.com for more information.
The following are sample activities that will be conducted by Info-Tech analysts with your team:
Identify opportunities for IT-led innovation

2.1 The analyst will facilitate several exercises to help you and your stakeholders identify
opportunity for IT-led innovation. The output will be a list of processes for the team to
ideate around. Your team can dictate the focus; you can choose to ideate around IT
processes or customer-facing processes.
Define the problem

Before you brainstorm solutions, you want to ensure that you are solving the right
2.1 problem. The analyst will help you map the process being addressed, and document
and prioritize process pains. The end result will be an effective problem statement. Our
facilitators will leverage recognized design-thinking techniques and can offer an
unbiased perspective that will help the group reach consensus.

If you want additional support, have our analysts guide
you through this phase as part of an Info-Tech workshop
Book a workshop with our Info-Tech analysts:
Generate and assess ideas

2.2 The analyst will help you consider the art of the possible. The analyst will facilitate
several exercises to help you and your group generate ideas to address the pains
that matter most to your users and customers. The analyst will push the group to
consider all alternatives and will ensure that each team member is fully engaged in
brainstorming.
Validate and prioritize ideas

The analyst will help you and your team validate ideas by assessing their alignment
2.3 with your organization’s strategic objectives. The analyst will then facilitate
an exercise to prioritize ideas and create a shortlist of ideas that should be
investigated further through prototyping.

Appendix: Select References and Resources
Allison, Debra. “The Future CIO: Critical Skills.” Boulder, Colorado: EDUCAUSE: Center for Applied Research, 2010. Web. 5
December 2014. <https://net.educause.edu/ir/library/pdf/ERB1015.pdf>.
Barry, Katie, Ellen Domb and Michael S. Slocum. “TRIZ – What is TRIZ?” The TRIZ Journal (1999). Web. 26 February 2015.
<http://www.triz-journal.com/triz-what-is-triz/>.
Baya, Vinod, Bo Parker and Christopher Wasden. “Can innovation be disciplined without killing it?”
PricewaterhouseCoopers LLP. 18 March 2011. Web. 10 December 2014.
<http://www.pwc.com/us/en/technology-forecast/2011/issue2/features/innovation-disciplined.jhtml>.
Beaudouin-Lafon, Michel and Wendy Mackay. “The Human-Computer Interaction Handbook.” Hillsdale, NJ : L. Erlbaum
Associates Inc. , 2003.
d.School: Hasso Plattner Institute of Design at Stanford. “An Introduction to Design Thinking Process Guide.” 2010. Web. 3
March 2015. <https://dschool.stanford.edu/sandbox/groups/designresources/wiki/36873/attachments/74b3d/
ModeGuideBOOTCAMP2010L.pdf?sessionID=ab003347e062cf30ef56ef3d1a473be898a49776>.
d.School: Hasso Plattner Institute of Design at Stanford. “Bootcamp Bootleg.” 2011. 3 March 2015.
<http://dschool.stanford.edu/wp-content/uploads/2011/03/BootcampBootleg2010v2SLIM.pdf>.
Day, George. “Harvard Business Review: Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an
Innovation Portfolio.” December 2007. Web. 27 January 2015. <https://hbr.org/2007/12/is-it-real-can-we-win-is-it-worth-
doing-managing-risk-and-reward-in-an-innovation-portfolio>.
Info-Tech Research Group. “CIO Outlook: September 2014. Corporate Report.” London, Ontario: Info-Tech Research
Group, 2014.
Kelly, Tom and David Kelly. “Creative Confidence.” London: Crown Business, 2013.
Kelly, Tom. “The Ten Faces of Innovation.” London: Crown Business , 2005.

1.2 Appendix: Select References and Resources
Kupersmith, Kupe, Paul Mulvey and Kate McGoey. “How to Create a Problem Statement in Business Analysis.” 17
September 2013. Web. 24 February 2015. <http://www.dummies.com/how-to/content/how-to-create-a-problem-statement-in-
business-anal.html>.
Mann, Darrell and Ellen Domb. “40 Inventive (business) Principles with Examples.” The TRIZ Journal (1999). Web. 26
February 2015. <http://www.triz-journal.com/40-inventive-business-principles-examples/>.
Mears, Chris. “User Interviews – The Beginner’s Guide.” 15 August 2013. Web. 3 March 2015.
<http://theuxreview.co.uk/user-interviews-the-beginners-guide/>.
Mears, Chris. “User Journeys – The Beginner’s Guide.” 8 April 2013. Web. 5 March 2015. <http://theuxreview.co.uk/user-
journeys-beginners-guide/>.
OpenIDEO. “Create an Experience Map.” 2013. Web. 2 February 2015.
<https://d3gxp3iknbs7bs.cloudfront.net/attachments/f53aa20f1ed8de1438de7d1cf97b58f961fd2410.pdf>.
—. “What to Prototype.” 2013. Web. 2 February 2015.
<https://d3gyq8wptu1by3.cloudfront.net/attachments/2c911d636249657916fa23d17adb57358385faeb.pdf>.
Seelig, Tina. “How Reframing A Problem Unlocks Innovation.” 13 April 2013. Web. 24 February 2015.
<http://www.fastcodesign.com/1672354/how-reframing-a-problem-unlocks-innovation>.
Stikeleather, Jim. “Transformative new role for the CIO: Chief Innovation Officer.” 2013. Web. 5 December 2014.
<http://i.dell.com/sites/doccontent/business/solutions/power/en/Documents/ps2q13-20130290-stikeleather.pdf>.

Kick-Start IT-Led Business Innovation: Phase 2: Ideate

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V4

Headline / Subhead Vertical pacing

Kick-Start IT-Led Business Innovation

You are here

View the entire Blueprint

Info-Tech Research Group 2

Info-Tech Research Group 3

Info-Tech Research Group 4

Info-Tech Research Group 5

Day 1 Day 2 Day 3 Day 4 Day 5

Preparation Workshop Day Workshop Day Workshop Day Workshop Day

Info-Tech Research Group 6

Phase 1: Phase 2: Phase 3: Phase 4:

Info-Tech Research Group 7

Call 1: Frame the Problem Call 2: Ideate Call 3: Prioritize Ideas

Phase 2 Results & Insights:

Activities in this step

Immediate outcomes of this step Key insights

Info-Tech Research Group 10

Source ideas through facilitated mini-workshops/sessions.

When people think of

How to Navigate this Section Expand Pain Contributors

Business Functions Sales Product Development

Comm. and Geo-

Info-Tech Research Group 13

• Poor web traffic

Opportunity for IT • High (optimize

Identify processes with high pain and opportunity for IT enablement.

Legend: – Anonymous, CIO

Info-Tech Research Group 15

Info-Tech Research Group 16

Online Inform Deliver

Documented Available Created Cancelled Recorded

Who enables IT e-commerce services?

Info-Tech Research Group 17

[Stakeholder Group] Drivers

What are their value drivers? •…

What are their biggest issues? • ...

Key interaction points (or lack of)

What are their expectations? • ...

Greatest opportunities? • ...

Info-Tech Research Group 18

1. Unproductive work hours and/or

steps that take too long.

2 4. Poor visibility into process steps

Use Info-Tech’s tactics from

phase 4 to increase your

Info-Tech Research Group 19

Instructions Participants Materials

Process Pain Evaluation:

Value of Addressing Pain Evaluation:

Info-Tech Research Group 20

Pains not addressed immediately can be added to a shortlist action plan.

Instructions Participants Materials

Info-Tech Research Group 23

3. Analyze Pain • Empathize with all of your end users.

Info-Tech Research Group 24

Situation Evaluation Solution

Info-Tech Research Group 25

Activities in this step

Immediate outcomes of this step Key insights

After completing this activity you will have:

Info-Tech Research Group 26