Introduction - UN Innovation Toolkit

The UN Innovation Toolkit

Let's make UN Innovation the New Normal

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Team information

Berin McKenzie

Paula de Blas

Johanna Jochim

Learning Portfolio ManagerUNSSC

Associate FellowUNSSC

ManagerUN Innovation Network

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1.

UN Innovation Toolkit

Introduction and Overview

un-innovation.tools/register​

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Developed by the UN for the UN

A living resource

Case studies and leading practices from within the UN-system​United Nations Innovation Network (UNIN) ​

A living resource to be refined and updated based upon contextualization and iteration​

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Innovation

“We can do things differently, and we can do different things…innovation is not only the most sophisticated technologies, sometimes it’s the simplest of things. Be bold, be revolutionary…and disrupt…because without innovation, there is no way we can overcome the challenges of our time.”​

- UN Secretary-General António Guterres​

Poll #1 Have you already used the Toolkit and its Diagnostic?

Motivator

Yes

Motivator

Motivator

No

UNSSC Free Course: Introduction to Innovation

www.unssc.org/courses/blue-line-free-open-courses-and-tools-un-staff/

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2.

UN Innovation Toolkit

Main Features

Online Diagnostic Tool: 27 Questions​

• Evaluates team/unit/organization readiness to innovate​, giving an Innovation Profile and Detailed Results.
• Identifies current capabilities as well as needs and challenges, with five recommended tools.

Systemwide Diagnostic Results

Weaknesses

Strengths

Sourcing Ideas

Considering Trends

Understanding Capabilities

Planning to Scale

Evaluating the Enabling Environment

Designing for End Users

Monitoring Innovation

Diversifying Partners

Poll #2 What is your Innovation Profile?

Motivator

Motivator

Strategist

Motivator

Collaborator

Implementor

Motivator

Early-Stage Innovator

Motivator

Trailblazer

Profiles: Six Innovation Profiles

Motivator

Strategist

Collaborator

Early-Stage Innovator

Implementor

Trailblazer

Profiles: Motivator

Strengths

Weaknesses

• May struggle to effectively direct and implement the innovative ideas and initiatives being generated.

• Strongest at developing an innovative culture;​
• Foster a culture of innovation: innovation can happen organically;​
• Staff feel both encouraged and empowered to innovate.

Profiles: Strategist

Strengths

Weaknesses

• Tend to know where they want to go and how they want to get there, but they may lack the right structures or processes to effectively execute on their plans.

• ​Strongest at setting a strategy for innovation;
• Typically understand and create alignment around common goals and objectives for innovation efforts.

Profiles: Collaborator

Strengths

Weaknesses

• Strongest at developing partnerships for innovation;
• Actively engage broader ecosystems of actors to drive innovation;​
• Effectively identify partners and deploy the right strategies to engage them.

• Usually focus on incentivizing, enabling, or convening others to innovate, but may be missing opportunities to foster innovation within their own organization.

Profiles: Implementor

Strengths

Weaknesses

• Strongest at setting up an architecture for innovation;​
• Frequently engage in innovation activities and tend to have a robust process for managing ideas through implementation.

• Often struggle to measure the impact of these activities in order to know whether they are collectively advancing the organization towards achieving its goals.​

Profiles: Early-Stage Innovator

Strengths

Weaknesses

• EarlyStage Innovators can accelerate innovation by developing the right strategy and structures to effectively identify, elevate, and direct their efforts.

• May have projects here and there but are often not yet systematically cultivating innovation;​
• May face or perceive barriers to innovating further.

Profiles: Trailblazer

Strengths

Weaknesses

• Effectively drive and set the direction of innovation;​
• Strong understanding of the broader innovation ecosystem.

• May miss opportunities to assess and adjust their innovation activities to ensure that they are both sustainable and delivering impact.

S. P. A. C. E.

The UN-derived Tools are arranged in the S.P.A.C.E Framework, aligning to five critical pillars of Innovation: Strategy; Partnerships; Architecture; Culture; and Evaluation.

Poll #2 Which module do you think is the most popular to date?

Strategy

Motivator

Motivator

Partnerships

Collaborator

Architecture

Motivator

Culture

Motivator

Evaluation

S.P.A.C.E

Strategy | Partnerships | Architecture | Culture | Evaluation

Based on the analysis of users to date, the most visited page of S.P.A.C.E Framework is Strategy (36% of pageviews), almost doubling the next one, Partnerships (19% of pageviews).

3.

The Tools

21 UN-derived tools

Strategy

Scenario Blueprint

Portfolio Strategy

Innovation planner

Headlines of the future

Ecosystem Analysis

Each of the five tools in the Innovation Strategy Module helps users answer specific questions to chart the course of their innovation journey.

Partnerships:Most Popular Tool

Prepare to Partner

Prepare to Partner

Find Different Partners

Define a Value Proposition

Each of the four tools in the Innovation Partnerships Module helps users articulate their value proposition and identify, engage, and manage innovation partnerships more effectively.

Architecture:Most Popular Tool

Operating Model

User-Centered Design

From Pilot to Scale

Scan the Horizon

Each of the four tools in the Innovation Architecture Module help users answer specific questions to systematize their innovation efforts.

Culture

Create Incentives and Opportunities

Engage Governing Bodies

Define Strategic Risks

Embrace Failures

Each of the four tools in the Innovation Culture Module helps users encourage innovative behaviors within their organizations, celebrate and learn from failures, and engage governing bodies in the innovation process.

Evaluation

Enabling Environment Scan

Stage-Gate Assessment

Life Cycle Analysis

Innovation Storytelling

The Evaluation Module consists of four tools to help users evaluate their innovation processes.

Users' to Date

+14,800

32,596

206,165

Pageviews

Sessions

As of June 23th 2021

22%

78%

Average of New Users per Month

Almost 800

New Visitors

Returning Visitors

33.5%

Thursday

13%

20%

67%

Top day of the week by sessions

Between 25-35 years

Team Perspective

Organization Perspective

Unit Perspective

45.85% female

Percentage of Diagnostic Assessments undertaken from each Perspective

54.15% male

When to use it?

When you want to start conversations

When you want to innovate​

When you want to establish baselines

When you want to validate and test your ideas

When you want to contextualise

When you want a framework

When you want to be curious

When you want to scope

Questions and Answers with...

Berin McKenzie

Learning Portfolio ManagerUN System Staff College UNSSC

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Thanks!

www.unssc.org