Project The Minnesota Bureau of Criminal Apprehension BCA had developed a new database, schema set, and several interfaces to gather data from law enforcement agencies across the state and provide centralized reporting services on this data, but its users were encountering difficulty navigating the database. Customer Profile The purpose of LOGIS is to provide effective, reliable and adaptable technology solutions to Minnesota public agencies through the sharing of ideas, risks, resources and costs in a cooperative partnership that evolves with agencies' needs. The team that developed the database and schemas may have underestimated the difficulty local agencies would have finding technical resources with the necessary skills to meet the requirements of the new system.
Nearly every company in the world claims that innovation is important. What matters are the actions the company takes that support those claims.
Intuit is a company that considers innovation to be important and all employees are expected to be innovative and make an impact. Intuit has built an ecosystem of activities supporting Innovation including: Central to these efforts is an employee centered innovation network that increases interest, support teams and build capabilities across the company.
I am currently the leader of one of the most robust and effective innovation networks at the company — the Innovation Catalyst Community. The Innovation Catalysts have been written about elsewhere [MartinCastleman ], but this article will focus on the cultural impact of this network and the implications for other organizations.
We were a caring and collaborative organization where people mattered, but we were not an innovative culture.
However, we also realized that we were the ones who could make that happen. Different initiatives started popping up, some sponsored and some not. Unstructured time was introduced when an engineer developed our first mobile app on her own time over a weekend.
Idea Motorola case study training development began to proliferate to get teams to come up with new ideas and pitch them to our leaders. At the same time, a group of us created a strategy for how we could get the company to move from talking about Designing for Delight and to start doing it.
Included in that strategy was the development of a network of Innovation Catalysts who were passionate, trained employees that coached and facilitated other teams.
The strategic goal was to form a globally disbursed, cross-functional team of innovation experts, who would be champions for innovative activities and drive cultural change across the organization over time. Suzanne Pellican was tasked with creating the first Innovation Catalyst training class in September She pulled together a small group of us to create the curriculum and teach the 3-day training session to the first group of Catalyst participants.
Then, she did something brilliant: This included providing an online portal where members could share documents and report what we were doing, along with an email list to encourage direct communication. She also held community meetups to bring the members of the network back together periodically to learn and share.
Our original training was not a complete success. We rushed through important things, plowed through our processes and tools, and forced trainees to make choices about which areas they would get more hands-on training from. Thankfully I was wrong. It was that employee network that made all the difference.
By joining the network upon completion of the initial training, participants were returning to a work environment that included a supportive network of other employees who had shared experiences with them.
It is our term for how we use Design Thinking to innovate. This vision makes the mission clear to everyone joining the Innovation Catalysts: Build Design for Delight Capabilities across Intuit. Innovation Catalysts use D4D tools everyday, often without even being conscious of it.
Today, there are over active Innovation Catalysts who are passionate and highly engaged. They share best practices, interesting articles, ask each other questions, jump in to help one another, and share their stories. They communicate using email, in-person meetups, and a thriving closed Facebook group.
Most of the activity happens organically within the network. In addition, D4D is being used in every Business Unit, in nearly every group at the company, mostly without the help of Innovation Catalysts anymore. The Innovation Catalyst Community thrives and continues to train, inspire and provoke teams to go beyond incremental and obvious to delight customers.The case study covers a period of about 18 months, following (as previously mentioned) a plumbing product distributor.
The company wasn’t being well-received by . Return on Investment: Training and Development point if the facilitator prefers a case study method. Students should be American Society for Training and Development. Product Documentation – Software, Hardware and Technology Motorola Mobility Case Study.
Smartphone Service and Repair Manuals.
Motorola Mobility. Challenge. Whether your project is the development of a new service and repair manual, an update to existing documentation, or a complete outsourcing project, InfoPros will work with . Product development case studies As part of the Discover England Fund we are delivering a programme of research to support product development in England.
A series of product development case studies highlighting a range of new tourism product from around the world, is available below.
Free Case Study to Stadium Claims Victory Download the use case to experience how this large stadium empowered its employees, so they can be instantly accessible and operate as a unified team to better serve all stadium guests.
Case Study Series on Work-Life Balance in Large Organizations Case Study Series on Work-Life Balance in Large Organizations and training and development are critical HR activities.