Understand two things first when doing needs assessment of your stakeholders. 1. They also don’t know exactly what they want or need. They don’t know what they don’t know. 2. Whatever they think they know today can change drastically tomorrow. Above are only to right size your own expectations. Finally make sure the innovation you’re offering is in the context of the market you’re operating in, the customers you’re offering values to and the competition you’re trying to outsmart.

It's impossible to improve something you don't understand. Innovation is irrelevant if the need to innovate is not understood. That's why this first step of understanding your audience is so important - they're the ones who work with the product/process daily, who recognize where improvements can be made or processes can become more efficient. Through this initial research, you'll recognize patterns of stagnation and understand when innovation is needed. When I started my new role, I made it a point to meet with each business leader and understand their pain points and how I could make their lives easier. Not only was this well-received, but helped build relationships that organically led to collaboration and innovation. Give it a try!

Stakeholders, be they investors, partners, or clients, each have unique goals and challenges. Tailoring communication to these specifics is crucial for buy-in. For instance, aligning innovation with an investor’s focus on scalability or a client's need for efficiency is key. This approach demonstrates respect for their perspectives and fosters trust. It’s not just about presenting innovation; it's about creating a dialogue, acknowledging their concerns, and showing how your innovation fits into their broader strategy. This not only secures support but can also turn stakeholders into advocates for your innovation.

Create measurable outcomes and provide tangible metrics and key performance indicators (KPIs) that showcase the return on investment in innovation. You can present data on cost savings, efficiency improvements, or revenue generated through previous innovative projects. It would be helpful to develop a compelling narrative around the quantifiable benefits of innovation, making it crystal clear that embracing innovation is not just a theoretical concept but a proven path to organizational success.

I always use the word unique proposition as an innovative way to meet customers needs and wants . To get the interest and close sales the unique proposition must be of an innovative nature which means it should be different than your competitors offerings . By having innovation in your offering your product become distinct from the competitor and provides a clear vision for your customers to make their decision.

The only concern you should have in the back of your mind is that all that you are saying in support of your innovation is still on paper. All the data, evidence, claims, projections of revenue & reduced costs etc. are all a theory. In order to reduce the risk of failure, do consider proposing running a pilot with the innovation you are suggesting. Adopt a 'fail first, fail fast' mindset to see if there are any early signs of success, stability or failure. Depending on a few pilots ideally, either in parallel or in sequence, adjust your pitch accordingly whether to go full steam with your innovation, tweak it or bin it.

In #DesignThinking, this step aligns with the 'Ideate' and 'Prototype' stages, focusing on communicating the value of solutions in tangible terms. It's about translating the empathetic understanding of stakeholders' needs into clear benefits. Using data, stories, and examples not only makes the benefits relatable but also credible. This approach helps stakeholders envision the practical impact of the innovation, whether in efficiency, satisfaction, or profitability. Simplifying complex ideas into understandable terms ensures inclusivity, fostering wider acceptance and support for the innovation. It's about bridging the gap between idea and implementation by focusing on real-world impact.

Include input from others if you are selling an idea. If you want support for your ida, you must permit others to have some ownership in the idea. Always remember the WIFM’s.

Everyone is inclined to go with “wiifm”( What’s is in it for me?). By clearly stating what the Team members stand to benefit from the innovative solutions, you get them to take ownership of the whole process.

The normative keyword is alignment. Specifically, how can innovation align with business needs on multiple vectors? Starting at a high level and working toward lower levels, alignment of innovative practices can have a positive impact at multiple levels within a group's, stakeholders', or SMEs' needs hierarchy.

In #DesignThinking, addressing stakeholders' concerns aligns with 'Test' and 'Iterate' phases. It's about acknowledging that innovation is a process, not a one-time event. Anticipating and addressing concerns shows a deep understanding of the stakeholders' context and an empathetic approach. Proactively discussing potential challenges and risks, along with prepared contingency plans, demonstrates thoroughness and builds trust. Openness to feedback and willingness to adapt are key to co-creation, a fundamental aspect of Design Thinking. This approach not only improves the innovation but also strengthens stakeholder engagement, making the innovation process more inclusive and collaborative.

Address concerns head-on by acknowledging potential risks and presenting mitigation plans. Share success stories, emphasizing quick wins to illustrate the immediate benefits of innovation. Foster open communication channels, inviting stakeholders into the process and creating a compelling narrative around the journey of innovation. By providing measurable metrics and involving stakeholders in decision-making, you not only demonstrate the impact of innovation but also build a collaborative culture that supports ongoing success. In a rapidly changing business landscape, positioning innovation as a core driver is essential for staying competitive and future-proofing your organization

To anticipate and prepare for stakeholder concerns involves conducting detailed research and employing active listening skills to understand their perspectives and priorities. Establishing clear communication channels before and during negotiations allows for early detection of concerns. It's also beneficial to develop a range of flexible strategies and solutions to address different scenarios, ensuring you can adapt to evolving stakeholder needs. Creating an environment of trust and openness encourages stakeholders to voice their concerns early, allowing for timely and effective management of issues as they arise.

Proactively anticipating and addressing issues related to feasibility, budget, timeline, and impact demonstrates foresight and thorough planning. Acknowledging feedback and collaborating with stakeholders not only fosters a sense of inclusion but also enhances the adaptability of your innovation, aligning it more closely with their expectations and requirements

Don’t get carried away with your own beliefs in the topic, yes you will be passionate and totally believe in your own capabilities but we often set unrealistic goals during the rant of target and journey ends.

Engagement is key. Meaningful engagement where their ideas are welcomed and included as appropriate. People who feel the ownership of an idea, a project, a movement become zealots who spread the word with authenticity and passion.

In #DesignThinking, engaging stakeholders in the innovation process is essential. This approach is deeply rooted in the principles of co-creation and collaboration. By involving stakeholders in brainstorming, prototyping, and testing, you're not just gathering inputs; you're empowering them to shape the innovation. This inclusive process builds empathy, understanding, and a shared sense of purpose. It transforms stakeholders from passive recipients to active participants, fostering trust, rapport, and a sense of ownership. Additionally, when stakeholders become advocates or champions, it amplifies the innovation's reach and potential impact, creating a more robust support network.

This can be achieved through active listening, open communication, and by involving them in setting agendas and decision-making processes. It's also important to regularly update stakeholders on progress and seek their feedback, demonstrating that their input is valued and considered. Establishing a collaborative environment and showing respect for diverse viewpoints fosters a sense of partnership, making stakeholders feel more invested in the negotiation's success. Lastly, transparently addressing any conflicts or concerns and providing reasoned explanations for decisions can build trust and keep stakeholders constructively engaged throughout the process.

Highlighting the tangible benefits, such as increased efficiency, cost savings, and competitive advantage, can effectively convey the importance of innovation to stakeholders outside your team. Share success stories and real-world examples to illustrate the positive impact on overall business goals.

Highlighting the tangible benefits, such as increased efficiency, cost savings, and competitive advantage, can effectively convey the importance of innovation to stakeholders outside your team. Share success stories and real-world examples to illustrate the positive impact on overall business goals.

Start by highlighting key achievements and how they align with the stakeholders' goals and objectives. Use data and visuals like charts or graphs to make complex information more accessible and impactful. It's important to contextualize the results, explaining how they were achieved and the impact on the organization's broader strategy. Address challenges and lessons learned transparently to build trust and credibility. Additionally, providing a forward-looking perspective on how these results pave the way for future initiatives can help maintain stakeholder engagement and support. Personalizing communication to cater to different stakeholder groups and delivering the information through their preferred channels is a best practice.

Express sincere thanks to your stakeholders for their crucial role in this journey, and invite them to share their feedback and suggestions. By involving them in the celebration, you not only recognize their importance but also foster a culture of continuous improvement, ensuring that future innovations align even more closely with their expectations and the evolving needs of the organization. Together, these efforts create a powerful narrative of success and collaboration.

In #DesignThinking, showcasing results and celebrating achievements is crucial in the 'Implementation' phase. It's about closing the loop, demonstrating how the innovation journey has led to tangible outcomes. Presenting results through various mediums like reports, testimonials, or demonstrations not only highlights the success but also reinforces the value of the innovation to stakeholders. This step is about storytelling – narrating the journey from conception to realization, emphasizing how stakeholder needs were met and organizational goals achieved. Thanking stakeholders and seeking their feedback for future improvements reinforces the collaborative spirit of Design Thinking. It keeps the process iterative and dynamic.

Explain all this for your own sanity, your own beliefs about creating a service for the greater good of humanity and mankind…. then forecast the potential financial benefits, profits and how this can remain for the longest period possible.

By stepping back from daily tasks and prioritizing quarterly achievements for your team, you shift the spotlight onto the company's goals and recognize accomplishments worthy of applause

In many organisations, Innovation is; "That thing we get to once we have done everything else". When working with teams I often get them to think about the organisation's 'Innovation Priority Index' which is made up of two questions; 1) How important is innovation to the business? (0-10 ) and 2) How urgent is innovation to the business? (0-10) Then multiply the two numbers together to get the IPI. When deciding the scores I get the teams to think about everything else going on and what they are focusing on and measuring and get them to score where innovation sits against everything else. The result is often a good wake-up call as innovation is often spoken about but rarely given the strategic priority it deserves.

A few things are important. The cost of innovation is obviously high and so as the benefits also. So the project charter should cover all these aspects. Involve all the stakeholders in the process of discovery, design changes and implementation. First thing is to get the buy in from the project sponsor . Engage subject matter experts and identify capable project champions for leading the project. Everything needs to be done in a structural manner, the freedom is given during brainstorming sessions to ensure creative thinking . There are very great techniques to use at every step which has to be utilised

Innovation is rarely a shared vision initially. If it was brilliant and obvious to start with, someone would have done something already! Your job as a communicator is not only to share the function, logic, outcome etc but to engage them in the scope, scale and significance of the idea. This is often as much a feeling as a logical inspiration. You need to "champion" the innovation so they see it the same way you do. That means keeping it simple i.e sharing the concepts and principles (initially) before the details and by helping them see the significance of the nature of the idea. That may be a story about discovering the root cause of the issue or painting a "what if..." scenario of how this could be a game changing idea.

Facing a room of skeptics, I ditched the usual charts for storytelling. I compared two companies: one that embraced cybersecurity innovation, deflecting a major attack, and another that, clinging to outdated methods, suffered a catastrophic breach. This vivid tale turned the complex topic of cybersecurity into a relatable narrative of triumph and loss. I lightened the mood with an analogy, likening old security to a padlock on a digital vault. Concluding with a crisp infographic on the ROI of innovation, I watched as skepticism turned into enthusiastic support.

Innovation is no longer optional. 1) All the minutes from all those meeting should discuss innovation in the first two or three item numbers, if they don’t, we know that innovation is a meaningless buzzword. 2) Create a culture of learning and innovation and others will take part. 3) Don’t confuse innovation with doing things your competitors have already done - copy and paste isn’t innovation. 4) Innovate everywhere you can if it will bring about greater customer satisfaction and lifetime value. There is a farce about innovation for innovation sake, but we see companies who made it happen disrupt the industry. You also see them stop innovating and then they launch the iPhone 30 .. cut and paste your old playbook is not innovative.