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Uncovering Layers of an Innovation’s Impact

2018-12-11 by cense

Revealing Many Layers of Impact

Innovators — those seeking to take an idea for a product, service, or policy and make it real — usually have a pretty clear sense of what they are trying to achieve with their innovation. This is the primary purpose and may reflect where the innovation achieves the greatest impact. But is this all it does? Could it be doing much more? 

Evaluation can play a key role in revealing where an innovation achieves more than just its primary purpose and can serve as a means to uncover layers of impact that can demonstrate various returns on investment (ROI) and open up opportunities for further exploration and exploitation of resources. 

Innovation typically involves considerable investment in time, energy, money, and attention and an evaluation can help showcase the return on investment in unexpected ways. Let’s consider something like an event — a learning conference — as an example to illustrate this layering of impact and how evaluation can aid in revealing these layers and supporting innovation. 

Change or Impact for Whom?

A look across many conferences finds relatively consistent language in their purpose that includes mission phrases like:

to inspire…, to educate…., to connect…, to showcase…, etc..

Among the first roles an evaluation can play is articulating the theory of change explaining why something is intended to achieve an outcome. A look at the phrases above is likely to prompt questions in an evaluator like: for whom are these to happen? Is the effect expected to be similar for most people? What are the means that people are using to showcase products (e.g., knowledge) and for the audience to engage with content?

These are some of the questions that an evaluator might ask from these initial goals. For an evaluation of a learning event, this might translate into metrics like: 

  • Attendance including details on those in the audience (e.g., professional background, previous participation, basic demographics)
  • Number of sessions taught and description of those sessions (content)
  • Overall satisfaction with the conference (including session content, speakers, food and drink, format)
  • Self-reported learning outcomes from participants
  • Financial details: Profit, loss, and expenses; sponsorships
  • Registration information (e.g., online vs. in-person, timing, categories, etc.)

This is a pretty standard set of metrics. We see similar evaluative outcomes across educational programming in different contexts. These might work well for simple purposes, but it only provides a small amount of what it could yield and for innovation, going beyond the usual is one way to separate a new idea from a successful one. 

Looking Differently at Outcomes & Impact

An outcome looks different from where we sit in the system that surrounds an innovation. Consider the role of the design of physical space and how that influences outcomes and shifts our understanding of impact. 

A common seating format at conferences is round tables in front of a stage (‘Rounds’). This is usually done where there are meals served and for that purpose, the format works well for everyone — except most of those in attendance and the keynote speakers. Rounds are ideal for serving people including the setting up and clearing of dishes. They are generally lousy for talking with people because, with the exception of speaking with one other person, an attendee must either turn their back on another person to speak to someone else or speak over or past someone. 

Rounds show high positive impact — efficiency, ability to monitor, reduced errors — for the catering staff. This might be an important outcome for a conference, although probably not. Consider how this format might enhance or degrade the impact of things like the keynote address or the networking expectations of individuals in attendance. 

Consider some other potential impacts:

  • It gets people away from their families and friends (this could be positive or negative).
  • It pulls them away from work (it gives them a break, provides an incentive, it adds to their workload, disrupts the teams they leave behind, or all or some of these).
  • It provides supports conference centres and organizers.
  • It creates connections between people like connecting with ‘old friends’ and colleagues; sustains a connection to a field of practice or discipline; re-affirms a mission; instills a sense of perspective at how much a field changes (or doesn’t) over time; instills a sense of alienation of a field or peers.  
  • It generates or maintains employment in a region
  • It’s a tourism and prestige generator. 

These are all possible outcomes and are a sample of what additional areas of impact that a learning event might influence. This is for illustrative purposes, but should still provide some ways to show how an innovation (service, product, or policy) might have additional outcomes and impacts that could emerge through an evaluation. 

Expanding the Field of Vision

Service Convention Sweden 2018

Consideration of these additional outcomes might reveal an opportunity and can more fully demonstrate the impact and potential ROI. Asking different questions can also help prioritize what kind of outcomes make the most sense to optimize the design of your innovation. 

Conferences like the one pictured above have optimized for creative thinking within a traditional learning structure by including a poet who composed a unique work summarizing each talk, a (literal!) gallery walk showcasing a prominent local artist’s work (Lars Lerin), and hosting a series of interactive conversation sessions over coffee and snacks.  

For Service Convention Sweden and others like it the outcomes might include the standard ones and a deeper look at the new professional connections made (and followed up along with the material products generated from them), the application of the lessons learned, and the integration of learning into organizations by those participating sponsors. 

Evaluation is not just about the obvious outcomes when deployed in an innovation context. It can demonstrate not only whether an innovation is achieving the expected impact, but the reach of that impact outside of expectations.

And isn’t innovation all about exceeding expectations? 

This is the latest in a series on Evaluation: The Innovator’s Secret Advantage. This series looks at how evaluation can be used to support innovation in service design, product development, and policy implementation. For more on how to do this and any help with it, contact us at www.cense.ca/contact. 

Filed Under: Research + Evaluation, Toolkit Tagged With: conference, education, evaluation, impact, learning, outcome, ROI, service design, sweden, systems thinking

Innovation’s Single Biggest Question

2018-09-18 by cense

There is not a bigger question for innovators — social, product, service, policy — than What are you hiring this [ ] to do for you? 

Let’s break this down a little and then explain why we ask that at the beginning of any engagement and all throughout from the first meeting to the final run of the evaluation data. The question gets us to shape what and how we might design our innovation while the answer is about the ways we tell what kind of value it generates and the impact it produces.

What’s in a question?

The start of the question is about you, the aspiring innovator. This highlights the role of the creator and reminds us that we are generating this ‘thing’ by procurement, by design, or by simply encouraging something to be made. Without us (i.e., you), nothing changes.

The active use of hire is about the reality that we are paying for innovation through our time, our energy, our focus, our social (and often political) capital, and our money. All of these could be spent elsewhere. Design is an investment and it’s purposeful. Asking this big question gets us to pause and think deeply about what we’re putting into innovation and what we’re looking to get out of it.

The [ ] is the thing you’re hiring — the proposed service, experience, product, policy, or ecosystem — and is what you’re purposefully bringing about. This is your idea manifest into something real.

The last part is ‘to do for you‘ is active: it’s about ensuring that you’re clear about what purposes it serves. No matter how beneficial your planned innovation might be for others, you are ultimately asking it to serve a role, fill a need, for you. It is you that wants to solve a problem, build a market, or prevent something from happening, and this requires some clarity to innovate well.

What’s in an answer?

Innovation is not just creating things, it’s about evaluating the things we create. If our novel products, services, experiences, and policies don’t generate value for people, they aren’t really innovations. It’s just stuff.

An evaluation perspective on the question asked above might look at things like:

-The roles people played in the innovation process, including the skills they used, experiences they had, and the insights that they gained along the way. This learning is what feeds into our understanding of how an innovation develops along with the people and organization it is a part of. All of that is part of the innovation dividend or ROI.

-The resources used as part of the ‘hiring‘ process like money, time, human resources, and other capital; all can help look at the value of the initiative to see if the costs and benefits make sense.

-What ‘things’ are produced — the prototypes, their functioning, their benefits, and weakness — as well as provide a means to document the iterations, the steps taken, the new ‘offshoots’ that might emerge, and the resulting products, services, experiences, and policies.

-Lastly, the innovation needs to fulfill some requirements or expectations and evaluation looks at what it does in the world, for whom, under what conditions, and what other impacts might emerge unintentionally. This helps assess risks, benefits, and find new opportunities for further development and innovation.

Better questions, better answers

Innovation is what will drive much of the future value of your organization. It’s what allows you to build, grow, adapt, or sustain what you’re doing because even if you don’t feel a need to change, everything is changing around you and sometimes you need to change just to stay where you are.

By asking this one simple question you might find answers that will lead you to much better innovations to shape and create that future.

We help our clients ask this question. If you want our help, contact us and we’ll gladly help you ask better questions for better answers.

Filed Under: Design, Research + Evaluation Tagged With: design, design thinking, evaluation, impact, value

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