CKX: Some Assembly Required - Innovation for Complex Challenges
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Our communities are facing complex challenges. Whether in areas such as housing, food security, youth employment or other areas, there are no silver bullets and no easy answers. Our capacity to solve these challenges is present, and is even stronger than ever. Only no single individual, group, organization or government can claim to have all the pieces required to solve these complex social challenges, but they can all contribute something. What is needed is to connect, assemble and test the pieces that together can help bring the solution. This is exactly what social innovation labs do. In this CKX opening plenary, Joeri van den Steenhoven, Director of the MaRS Solutions Lab, shares his perspectives on the challenges communities face today and tomorrow, and why we need to think about systems change. He shows how labs work and how community knowledge - in its many forms - can and must be assembled, adapted and reconfigured to bring about the change we want in our communities.
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CKX: Some Assembly Required - Innovation for Complex Challenges
- 1. Some assembly required Innovation for complex challenges Joeri van den Steenhoven Director, MaRS Solutions Lab @joerivds solutions-lab.marsdd.com#CKX
- 4. The basic economic resource – the means of production, to use economist’s term – is no longer capital, nor land, nor labor. It is and will be knowledge. Value is now created by productivity and innovation, both applications of knowledge to work. ! Peter Drucker (1993)
- 5. Good news | Bad news
- 7. We live in an age of mass creativity
- 8. Fire fighters in the US Police Officers in the Netherlands Food Banks in Canada Families in need in Australia The power of the community
- 9. InstitutionsCommunities Difficult to use talents of people Decrease of problem solving capacity People better educated and informed, and many want to be engaged Problem solving capacity on record high PEOPLE
- 10. InstitutionsCommunities Difficult to use talents of people Operate in silos, so remains difficult to collaborate despite technology Decrease of problem solving capacity People better educated and informed, and many want to be engaged Technology enables to collaborate and perform complex tasks horizontally Problem solving capacity on record high PEOPLE TECHNOLOGY
- 11. InstitutionsCommunities Difficult to use talents of people Fewer public resources, often restricted to certain kind of funding Difficult to collaborate, operate in silos Decrease of problem solving capacity People better educated and informed, and many want to be engaged More private capital for social good, and investing it for impact Technology enables us to collaborate and perform complex tasks horizontally Problem solving capacity on record high PEOPLE CAPITAL TECHNOLOGY
- 12. But now the bad news…..
- 14. No more time for band aids Need to work together Solving complex challenges requires innovation
- 15. Understand the problem Space to experiment New solution = new standard Process of Innovation
- 16. Albert Einstein “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” ! Albert Einstein
- 17. Step 1: Understanding the problem User perspective System Perspective Institutional perspective
- 18. Step 1: Understanding the problem Tame problem Crisis Wicked problem
- 19. Step 2: Creating space for experimentation Interpret' Intervene' Observe' Heifetz'et'al.,'2009,'The'Prac4ce'of'Adap4ve'Leadership'
- 20. Step 3: Scaling and turning new solutions into new standards Pilots Prototypes • Targeted system change interventions • Testing small-scale before scaling • Not just focus on new solution, but also how to change system to scale it (e.g policies, capacity) • Stand-alone interventions • Little incentives to scale • Focus on solution
- 21. The lab process H R T M Hypothesis Research Test Market
- 22. Developing new solutions So U Co Pr Sc Solutions Understand Co-create Prototype Scale You only understand the problem once you start to solve it.
- 23. Policy Change Po F V Ev Np Policy change Frame Vision Evidence New policies
- 24. Building capacity for change Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority
- 25. H R T M Hypothesis Research Test Market Po F V Ev Np Policy change Frame Vision Evidence New policies So U Co Pr Sc Solutions Understand Co-create Prototype Scale Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority Periodic Table of Systems Change
- 26. H R T M Hypothesis Research Test Market Po F V Ev Np Policy change Frame Vision Evidence New policies So U Co Pr Sc Solutions Understand Co-create Prototype Scale Ca St I Ea Em Capacity Stakeholders Innovators Early adopters Early Majority Periodic Table of Systems Change A COMMON CHANGE STRATEGY ACTIONS GROWING MOVEMENT
- 27. New Job First year on the job Youth prepare, train & search for job Employers strategize, create & hire STRATEGIZE Workforce planning CREATE Job creation & design HIRE Search & hire PREPARE Education & Training on general/soft skills TRAIN Train & Experience on job skills (eg. Internship) SEARCH Job Search & Application ON-BOARDING PROBATION EXTENSION Seeing the system
- 28. New Job First year on the job Youth prepare, train & search for job Employers strategize, create & hire STRATEGIZE Workforce planning CREATE Job creation & design HIRE Search & hire PREPARE Education & Training on general/soft skills TRAIN Train & Experience on job skills (eg. Internship) SEARCH Job Search & Application ON-BOARDING PROBATION EXTENSION 1 2 3 4 4 5 5 A B CD E E F Designing & Prototyping Interventions
- 29. Scaling for change The Business Model Canvas Systems Change Edition This work is created under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License Problem Concept Users & Customers List your targeted users and customers. Value Proposition others. Systems Change List what your intervention can achieve at scale. Key Activities List the actions you must undertake. Key Partnerships List the partners, suppliers, and allies you need. Key Resources List the resources you need for your key activities. Revenue Streams List your most important sources of revenue. Cost Structure Team Name / Organization
- 30. Affordable Housing ! Food Security ! Youth Employment CKX Solutions Lab Seeing the system ! Designing Interventions ! Scaling for change
- 31. Finally, some design principles
- 32. #1 Work back to the future
- 33. #2 Work back to citizen
- 34. #3 Look for the smallest possible intervention, with the largest possible impact
- 35. #4 No action without reflection, no reflection without action
- 36. Some assembly required Innovation for complex challenges Joeri van den Steenhoven Director, MaRS Solutions Lab @joerivds solutions-lab.marsdd.com#CKX