Building Innovation Habits If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy. A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits. What is important, useful, new, or counterintuitive about your idea? ------------------------------------------------------------------------------- Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation. Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low. Why do managers need to know about it? How can your idea be applied today? ------------------------------------------------------------------------------- Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement

1. Ready, Willing Able
A HabitBuilding
Approach to make Innovation
Happen!

2. During this talk, you will touch your phone
about 106 times!
Imagine if people thought about innovation
this often!

3. The average person spends
6 minutes a day thinking about how to
how to do things better
DID YOU KNOW?

4. 6 minutes to something
people do as a habit

5. People are born
with intrinsic
motivation,
self-esteem,
dignity, curiosity
to learn, and a joy
of learning.
W. Edwards Demming

6. Active learning
as a habit
THE GOAL:

7. What is
a habit ?
Webster Definition
“ a usual way of behaving :
something that a person
does often in a regular and
repeated way “
”

8. “a behavior that's easier to
do than not to do and
something that happens
usually without thinking”
Mini Habits Stephen Guise- Author Mini-

9. “… we can give reasons for most of our
actions, but the vast majority happen
automatically…
+/- 80% of what we do is right brain driven
and happens automatically before we
think about it.
Our left brain then makes a reason for
what we did “
How much of what
we do is habit?

10. Raise your hands if you
think the answer is true!
POPQUIZ

11. Innovation is the process of
coming up with new and
creative ideas.
TRUE FALSEor

12. 12

13. Innovation is a random
process
TRUE FALSEor

14. FALSE
INNOVATION IS A DISCIPLINE THAT CAN BE
PLANNED, MEASURED AND MANAGED.
IF LEFT TO CHANCE IT WON’T HAPPEN.

15. It would be hard to improve
effectiveness in most
companies
TRUE FALSEor

16. 28% of time
Done Right Done Wrong
Right
things
Wrong
things
There is so much room to improve everywhere..

17. Let’s imagine 28% => 40
42% increase in
effectiveness

18. In my opinion…
Innovation leadership is not
about squeezing more out of
people, but to create an
environment where people can
work at their natural best

19. EVERYBODY
DIES
Innovation
is the only way
to keep living

20. Source: Driving Eureka
THE CYCLE OF LIFE

21. Source: Driving Eureka
INNOVATION CAN HELP YOU RE-START

22. WITHOUT
INNOVATION WE
ALL BECOME
AVERAGE
A 10 year Harvard study
ROI of 692 companies
First 5
years
Next 5
years
Top 20% 39% 21%
Bottom
20%
3% 17%~

23. INNOVATION IS FAILING…
Innovation is a
top 5 priority
for 70% of
companies
80-90% of
new products/
services fail
94% are
unhappy with
their innovation
results
Source: McKinsey 2015

24. What do you need to make
innovation work
Purpose Passion Persistence

25. 25
Innovation
Happens
When No One Is
Watching

26. 26
26
WHAT PEOPLE ARE DOING AT WORK
Where is the time
to think
and work on new
ideas?
Activity Minutes
Emails 116
Meetings 68
Reading news websites 65
Checking social media 44
Lunch 42
Discussing non-work-related things with co-workers 40
Searching for new jobs 26
Taking smoke breaks 23
Making calls to partners or friends 18
Making hot drinks 17
Texting or instant messaging 14
Eating snacks 8
Making food in office 7
Other 20
Total Minutes 508
Hours 8,466666667
Source: Inc Study of 2000 workers in the US (2018) / Adobe Emails usage study 2018

27. WHETHER YOU CHOOSE TO DO IT,
IS YOUR CHOICE!
Key Takeaway:
Every time someone innovates, they are making a
choice. A choice between business as usual and a
new way. A choice between ‘now’ or ‘later’.
Companies which succeed make the choice of
innovation a habit.

28. INNOVATION IS HABIT-BASED
• REQUIRES CONSISTENT EFFORT, AND PLANNING NOT
JUST DEVELOPING ONE BIG IDEA.
• CREATIVITY IS ONLY ONE ELEMENT OF INNOVATION.
ALSO BE SYSTEMATIC IN YOUR APPROACH.
• EVERYONE CAN INNOVATE. THERE IS NO FIXED
METHOD OF INNOVATION.

29. WHAT YOU’LL LEARN IN THE NEXT 30 MINUTES
State of the Art
Behavioural
Science
18 books, 105
articles, expert
interview
4 years of
research with
400 companies
on what makes
innovation
happen
One simple
idea how you
could move
forward
A better way to build innovation habits

30. Advances in behavioral science have shown motivation
and willpower are a notoriously unsuccessful way to
build habits.
Habits are built on behavior.
You need to make ACTION possible then reinforce
reinforce the action to create habits.
HERE’S HOW:

31. RESEARCH
The single most important thing
we have learned about habits
motivation is not enough

32. The natural tendency is for leaders
to focus on motivating.
When companies announce new innovation
strategies, too many people see these actions as the
“flavor of the month.” Without the skills and systems
to make innovation happen, little changes.
MOTIVATING PEOPLEDOESN’T WORK

33. Sink or Swim
You can be really motivated
But if you can’t swim and
you’re dropped off in the
ocean you will drown

34. Behaviour
=
Ready
Willing
Able
Ability
Willingness
Behavioural
Threshold

35. WHY?
8 times out of 10, when you adopt
a new good habit, you revert to the
old bad habit

36. Behaviour
=
Ready
Willing
Able
Ability
Willingness
Behavioural
Threshold
Jan 1
Feb 1

37. WILLPOWER FAILS
Too much – You set yourself up for failure when you
try to change too much at once. It’s hard enough to
change 1 thing.
We stop when we fail
We eat too much and the diet is done

38. HOW TO…
MAKE INNOVATION A HABIT

39. HERE IS AQUICK SUMMARY
To have habits you need behaviours first
If you have the right behaviours you can
simply work on reinforcing behaviours
If not, you need to work on building
behaviours
When you have the behaviours you need
work on triggering and then reinforcing
behaviour
Right
Behaviours
Trigger and
Reinforce
Facilitate
Behaviors
Right
Behaviors
YES
NO

40. 1. Facilitate
2. Trigger
3. Reinforce
3-Step Process
Ability
Willingness
Behavioural
Threshold
Trigger
Reinforce
No Behaviour to build on
Habits not possible
Facilitate
1
2
3

41. Your habit building cheat sheet
1. Facilitate Behaviour
Area One-off changes Systemic changes
Ability •Structure the work better
•Trainings
•Learning by doing
• Training / learning by doing
• A culture that focuses and re-
focuses regularly (cutting scope
increases ability)
•A collaborative culture
• A learning culture / Growth
mindset
Willingness •Events
•Speeches
•Special incentives
• A system that helps people win
(small wins = motivation)
• A culture that accepts smart
failures and rewards initiative
• A learning culture/ Innovation
norms
2. Trigger
Readiness •Regular reminders
•Forcing moments
• A culture of effective speed
• A learning culture/ Innovation
norms
3. Reinforce
Tiny Steps
first
Repetition Identity changes
Start small,
let people
succeed.
With success
comes a
belief in
ability,
willingness
and identity
changes
We are
what we do
repeatedly.
Enough
repetition
can make
most
behaviors a
habit
Innovators
Innovate. Think
about how you
can make people
identify
themselves as
innovators
HABITS = BEHAVIOR
REPETITION
REINFORCEMENT

42. Your habit building cheat sheet
1. Facilitate Behaviour
Area One-off changes Systemic changes
Ability •Structure the work better
•Trainings
•Learning by doing
• Training / learning by doing
• A culture that focuses and re-
focuses regularly (cutting scope
increases ability)
•A collaborative culture
• A learning culture / Growth
mindset
Willingness •Events
•Speeches
•Special incentives
• A system that helps people win
(small wins = motivation)
• A culture that accepts smart
failures and rewards initiative
• A learning culture/ Innovation
norms

43. Your habit building cheat sheet
1. Facilitate Behaviour
Area One-off changes Systemic changes
Ability •Structure the work better
•Trainings
•Learning by doing
• Training / learning by doing
• A culture that focuses and re-
focuses regularly (cutting scope
increases ability)
•A collaborative culture
• A learning culture / Growth
mindset
Willingness •Events
•Speeches
•Special incentives
• A system that helps people win
(small wins = motivation)
• A culture that accepts smart
failures and rewards initiative
• A learning culture/ Innovation
norms
2. Trigger
Readiness •Regular reminders
•Forcing moments
• A culture of effective speed
• A learning culture/ Innovation
norms

44. Your habit building cheat sheet
1. Facilitate Behaviour
Area One-off changes Systemic changes
Ability •Structure the work better
•Trainings
•Learning by doing
• Training / learning by doing
• A culture that focuses and re-
focuses regularly (cutting scope
increases ability)
•A collaborative culture
• A learning culture / Growth
mindset
Willingness •Events
•Speeches
•Special incentives
• A system that helps people win
(small wins = motivation)
• A culture that accepts smart
failures and rewards initiative
• A learning culture/ Innovation
norms
2. Trigger
Readiness •Regular reminders
•Forcing moments
• A culture of effective speed
• A learning culture/ Innovation
norms
3. Reinforce
Tiny Steps
first
Repetition Identity changes
Start small,
let people
succeed.
With success
comes a
belief in
ability,
willingness
and identity
changes
We are
what we do
repeatedly.
Enough
repetition
can make
most
behaviors a
habit
Innovators
Innovate. Think
about how you
can make people
identify
themselves as
innovators
HABITS = BEHAVIOR
REPETITION
REINFORCEMENT

45. Innovation is below
the behavioural
threshold in most
companies
Most companies are
here. An unlimited
amount of willingness
will still not lead to
behavioural change.
Ability
Willingness
Behavioural
Threshold
No Behaviour to build on
Habits not possible
Facilitate
1
1

46. Where are
you?
Ability
Willingness
Behavioural
Threshold
1
2

47. HOW DOYOU KNOW
IF YOU’RE AT POINT 1 OR 2?

48. Based on 4 years of research with over
400 companies
There are companies that succeed and
companies that fail. The biggest difference
between winners and losers is smart
winners make good, even mediocre,
mediocre, ideas great over time.
THE REALITY…
Quality
Of Ideas
Time
Start
Learning
Cycles
No
Changes
Bad
Cycles
Smart
Winners
Lucky
Winners
Losers
Losers

49. Cycle 1
Cycle 2
Cycle 3
Cycle 4
Cycle 5
Idea
Quality
Time
CYCLES: THE ABC’S OF GROWTH
Align/Ask
Build
Communicate
Check
Systematically
Improve

50. COMMUNICATE
ALIGN BUILD CHECK SYSTEMS
a a a a Bigger Ideas, faster at lower risk
X a a a Chaos, wasted energy
a X a a Weak Ideas, small improvement
a a X a Resources wasted on bad ideas
a a a X Small wins, no big improvements
RESULTS
YOU NEED EVERYTHING
ALIGN BUILD
COMMUNICATE
CHECK
SYSTEMS RESULTS

51. IF YOU DON’T HAVE ALL THE
ABC’S, YOU’RE AT 1
If you do, but your employees
aren’t constantly thinking about
improving, you’re still at 1.

52. DON’T FEEL BAD.
94% OF COMPANIES
ARE HERE

53. We want to be innovative is an aspiration
What you need to do is find behaviors
“A behavior is something you can do right
do right now or at another specific point
specific point in time”
ASPIRATIONS VERSUS BEHAVIORS
BEHAVIORS
DRIVERS
ASPIRATIONS

54. THE CHALLENGE
Aspirations to behaviours

55. LET’S TAKE A LOOK 10 INDICATORS OF ALIGNMENT…
1. Our innovation strategy is clearly communicated so that everyone knows
the targets for improvement.
2. My organization strategically allocates specific resources (money, staff,
materials and space) for innovation to make it easier for potential
innovators.
3. There is commitment and support for innovation from top management.
4. There is a clear link between the innovation projects we carry out and the
overall strategy of the business.
5. Company leaders communicate clearly on which innovation
domains/clusters people should focus to set the landscape for ideation.
6. We question decisions and actions that are inconsistent with our values.
7. Our top team has a shared vision of how the company will develop through
innovation.
8. It’s clear what products or services we specialize in.
9. Our firm is oriented more toward the future than the present.
10. All new product and process decisions in our firm require the approval of
the corporate office for strategic alignment.
Let’s drill down
On this one

56. High
Feasibility
Low
Feasibility
High Impact
Source: See focumap.info
Low Impact
Share
Targets
Our innovation strategy is
clearly communicated so
that everyone knows the
targets for improvement.
Simplify
Targets
Answer
Qs
Weekly
discussion
FOCUS MAPPING

57. HEALTHY FAST FOOD

58. POWER OFTHE MISSION ESTATEMENT
“Wendy’s Mission is to deliver
superior quality products and
services for our customers
and communities through
leadership, innovation and
partnerships.”

59. DO PEOPLE KNOW THAT TO DO NEXT?
“Wendy’s Mission is to
deliver superior quality
products and services for
our customers and
communities through
leadership, innovation
and partnerships.”
TRUE Truly Simple Healthy Fast Food
N
Narrative. Why it is
important (the story)
When consumers are looking for ordinary fast food
they have lots of choices; Wendys needs to be the
choice for healthy fast food
O Objective
Better and healthier food that consumers notice is
healthier and better. And they will talk about it
R
Restrictions: We are
not interested in
Being classfied as a health food place. For many health
food = no food
T Tactical Constraints:
The margin needs to be the same as before
H
Here is the place to
start
See Subways: Jared Campaign

60. Step 1:
Facilitating Behavior

61. How to FACILITATE BEHAVIOR
Start with Able
• Simplify goals
• Build ability
Then work on Willingness
• Make them successful
• Make them feel important
When Able and Willing, work on Readiness

62. Facilitating
Behavior
Step 1
Ability
Willingness
Build
ability
Behavioural
Threshold
Work on
willingness
No Behaviour to build on
Habits not possible
Facilitate
1
2

63. If you don’t know how to swim, you’ll drown. If your
employees don’t know how to improve things,
they’ll try hard but inevitably fail
ABILITY
Area One-off changes Systemic changes
Ability
Structure the work
Trainings
Learning by doing
Training / learning by doing
A culture that focuses and re-focuses
(cutting scope increases ability)
A collaborative culture
A learning culture / Growth mindset
Skills or things easier

64. A 5 STEP PROCESS
GIVE PEOPLE TOOLS AND METHODS
TO DO THEIR WORK
1 | What
2 | check
What has
value
3 | how
better
4 | how
to
5 | Share

65. Take away the bad stuff
so we are able to focus
on the good
ANOTHER WAY

66. Top 20% performers kill 9 times more
projects before detailed design starts
(HBR 2017)
“They eliminate the walking dead to
save the living“

67. Make the behavior smaller
and easier
ANOTHER WAY

68. A full strategic
review with all
employees
A detailed
operational plan
Send an email
if you have
questions this
week
An email:
anything
blocking you
this week
Ideas..
Thoughts
suggestions
Suggestions
How to
remove this
block
BIG HARD ACTIONS
SMALLER EASIER
REGULAR ACTIONS

69. You cannot become a swimmer overnight. It takes
motivation. Innovation also takes motivation
WILLINGNESS
Area One-off changes Systemic changes
Willingness
Events
Speeches
Special incentives
A system that helps people win (small
motivation)
A culture that accepts smart failures
initiative
A learning culture/ Innovation norms

70. YOU HAVE TO START SMALL
Not understanding
additive changes –
It’s hard to trust the process.
changes add up to make a
difference.

71. When we talk
about where we
want to go, we
remind ourselves
that we aren’t
there yet.

72. THE BEST WAY TO BUILD WILLINGNESS IS TO
MAKEPEOPLE SUCCESSFUL
Success leads to success.
More importantly, the size of the success
doesn’t matter much.
THE
SOLUTION
SMALL
REGULAR
WINS
=

73. Step 2:
Trigger

74. Trigger
Step 2
Ability
Willingness
Behavioural
Threshold
Trigger
Reinforce
No Behaviour to build on
Habits not possible
Repetition
Builds Ability
Wins
Build
Motivation2
3
Ability
Willingness

75. 75
ANEXAMPLE:
What we see What we think What we forget
Big feet
Amazing talent
Fish like features
Natural born
swimmer
Has been
practicing
swimming
at 4 am for
10 years!

76. How do you get up at 4am? The first day is hard, but
after 275 days, the 276th is easy. Innovation needs
to be something that you do everyday
READINESS
Area One-off changes Systemic changes
Readiness
Regular reminders
Weekly meetings
(what did we learn?
we improve?)
A culture of effective speed +
progress
A learning culture/creativity and

77. Step 3:
Behaviors to Habits

78. Reinforce
Step 3
Ability
Willingness
Behavioural
Threshold
Reinforce
No Behaviour to build on
Habits not possible
3
Ability
Willingness

79. THE BUILDING BLOCKSOF HABITS ARE:
How do you Turn Behaviour into Habits
Let
people win
Repetition
Identity
changes

80. Do you have a place
where people succeed
at innovation?
Start small, let
people succeed.
With success comes
a belief in ability,
willingness and
identity changes.
LET PEOPLE WIN

81. My favorite example is
a company that asks its
employees every
Monday
“What did we learn last
week?”
We are what we do
repeatedly. Enough
repetition can make
most behaviours a
habit
REPETITION

82. YOU ARE A SWIMMER!
YOU ARE AN ATHLETE!
YOU ARE A HEALTHY
EATER! YOU ARE AN
INNOVATOR!
When you’re an
innovator, you
innovate.
Innovators Innovate.
Think about how
you can make
people identify
themselves as
innovators
IDENTITY CHANGES

83. MOVING FORWARD
7 GUIDELINES
1. MANAGE MOTIVATION
2. THINK 100 DAYS
3. STRATEGY LAST
4. SEARCH FOR 10%
5. LEARNING BY DOING
6. PUT IN FORCING MOMENTS
7. BE SPECIFIC

84. THERE IS A NATURAL EBB AND FLOW IN MOTIVATION
1. MANAGE MOTIVATION
2. THINK 100 DAYS
3. STRATEGY LAST
4. SEARCH FOR 10%
5. LEARNING BY DOING
6. PUT IN FORCING MOMENTS
7. BE SPECIFIC

85. The stuff you accomplish when you’re motivated
helps you when you aren’t motivated.

86. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific

87. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific

88. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific
The 10% Rule of Change
Unshakeable belief is built on doing

89. STRONG
NO
UNCOMMITTED
STRONG
YES
STRONG
NO
UNCOMMITTED
STRONG
YES
If you can get 10% strong yes, you can convert the uncommitted

90. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific
During struggles we
learn best

91. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific
Up and running in 82 cities. Moments
of truth (they call them forcing
moments) is their secret sauce

92. 1. Manage Motivation
2. Think 100 Days
3. Strategy last
4. Search for 10%
5. Learning by doing
6. Put in forcing moments
7. Be specific
The best and simplest way to form a new habit is
to fill out this sentence:
Example:
I will mediate for 10 minutes at 7a.m. every
morning in my kitchen sitting at the table.
I will exercise for one hour at 6p.m. in my local
gym.

93. Practicing
”Ready, Willing and Able”

94. Think Habits
Able, Willing and Ready
Start with something small
today
CONCLUSION

95. A FINAL THOUGHT…
If Innovation is going to be a
habit… your employees will
not be doing it for you, but
for themselves

96. It is your job to make this
possible!