Vybrant's vision is for an organization where leadership is brilliant at every level and inspires employees. The document outlines a plan to reinvigorate innovation within an organization by establishing a definition and framework to make innovation a key driver. It proposes activities like workshops with top management to create alignment, rolling out an innovation blueprint, and setting up processes and metrics to develop innovative ideas and ensure they translate to business results. The goal is to significantly increase innovation across all functions through both top-down and bottom-up engagement.

1. everyleveloftheorganisation,hasabrilliantmanager……………….
competent, credible, principled and inspirational, and where everyone at work, at
Vybrant’svisionisofaworldwhereleadershipis

2. The Context
 An organisation that has always held a high value for
Innovation
 It has been part of the company values for 10 years
 There are annual Innovation awards and a “Dragon’s Den”
style investment award of £100k
 Innovation is believed to be a key differentiator that can drive
success
 There is now a desire to re-invigorate Innovation and make it a
real focus for, and driver of, the business

3. The Need
• To get a strong and inspiring definition of Innovation that unites
people and drives the business
• To significantly improve the level and positive impact of
Innovation in the business
• To increase Innovation across all functions and teams
• To make sure it does not just get paid ‘lip service’ in a very
numbers-driven business
• To be clear on how much risk the business wants to take – in
order to make sure that good ideas can flourish

4. Activities - High Level View
Working with the
Top Team
The role of the
Top Team in
Innovation clear
and defined
A new blueprint
of the ‘Innovative
Organisation’
A set of desired
business
outcomes
Agreement on the
activities which
necessarily flow
from the desired
outcomes
The Innovation
Intensive
Embedding
Innovation
Innovation
blueprint rolled
out to all parts of
the business
Clarity around
Innovation and
the intended
business
outcomes
Take up of
activities by
individuals and
groups – with
reporting
mechanisms and
timelines
Virtual Innovation
Hub set up
involving external
stakeholders and
partners
‘REAP’ and
‘Eureka’
processes in
place
Measurable
results in
developing
innovative ideas
which have
translated into
actual business
results
Activity
Outputs

5. Working with the Top Team
Process: Interview – Prepare – Workshop – Report
• Interview – A Deep Dive to Gain Rich Insights: Ensure there is a clear
understanding of the size of opportunities, business context, hurdles and levers
• Workshop – The Innovation Experience: We will deliver -
– Specific outcomes – “At the end of this we will have a blueprint, a set of
outcomes and a set of activities...”
– Focussed processes
– Methods for creating alignment and agreement
• Report – The RoadMap - TurboBoosting Innovation: Becomes the foundation
of the Innovation Intensive – Distils the values, gathers great examples, forms
communications
Intention
• To deliver active and visible sponsorship of the programme to encourage and
nurture its pervasiveness throughout the business
• To identify hurdles and quick wins so these can be addressed and capitalised
upon

6. Useful
Benchmarking
Measurable
Outcomes
Senior level
Sponsorship
A Compelling
‘Why’
Great upfront
communications
Senior level
initial workshop
The Virtual
Innovation Hub
Top level sponsor
Key internal
stakeholders
Make-it-happen
individuals
External
stakeholders and
partners
Idea Creation
‘REAP’ and
‘Eureka’
Workshops
Building the
Innovation
Pathway
Back to the Top
Team for risk
appetite
Keeping Innovation
on the Top Team
agenda
Instituting
processes
Innovation in
Customer
Relationships
Customer focus in
business decisions
Partnering with
customers in
Innovation
Innovating in long-
term relationships
– ‘making things
more pleasantly
complex’
Expanding InnovationKey support
activities for success
Team and Individual activities
Innovation Plans to build into the fabric
The Innovation Intensive
Embedding Innovation

7.  Sharing Values
 Rewarding behaviours
 Board Reviews
 A Champion
Local Teams
Across the Business
 Take on projects
 Recommend projects
 Communicate success
 Motivate action
The Virtual Innovation Hub
Senior level
Sponsorship
Building the culture
Cross Functional
Steering Group
Champions
Benchmarking
Team and Individual activities
Innovation Plans to build into the fabric

8. Creating ideas - The REAP
Innovation Process
Radar
What has
changed in the
environment?
What has
NOT changed
internally?
Empowerment grid
Me
Resistant relationship
Follower relationship
Enthusiast relationship
Unknown relationship
Alliance map Project plan
Section Questions
Purpose
Problem/Opportunity
Goal
Objectives

9. Building the Innovation Pathway
Building the
Innovation
Pathway
 Back to the Top
Team for risk
appetite
 Keeping
Innovation on
the Top Team
agenda
 Instituting
processes
Disciplines to Encourage Innovation
 Nurture New Ideas
 Select the Best
 Assess and Reduce Risk
 Communicate to Key Stakeholders
 Link to Business Goals and Priorities
…Simple and Practical

10. Innovation in Customer
Relationships
Building cooperation, collaboration and co-creation with customers in:
But advance to this stage only once
the internal competence is fully
embedded!
Products Supply Chain
IT Systems Strategy

11. everyleveloftheorganisation,hasabrilliantmanager……………….
competent, credible, principled and inspirational, and where everyone at work, at
Vybrant’svisionisofaworldwhereleadershipis