Front End of Innovation Part 5

17 Jun 2016 by

Day 2 started with an interesting session by Dan Heath where he talked about designing for behaviour change.

How to Lead a Switch by Dan Heath

Dan is the co-author of the book Switch. In his keynote he shed light on  creating bheaviour and why big changes happen easily while many small changes prove impossible. He discussed the working of the emotional and the rational system stating the former is like an elephant and the latter is the rider. In short, human beings are emotional creatures and taming the emotional system is like taking that large elephant. He cited examples of how we all like to exercise daily but reason why we can’t live up to our promises is because the rational parts of us makes them while emotional does as it pleases. Three ways of creating the switch from emotional to rational:

  • Direct the Rider
  • Motivate the elephant
  • Shape the path for more and better collaboration

The way we have been trying create change is all wrong, a fundamental attribution error: We think change happens through:

Analyse- Think-Change

while in reality it works like-
See-Feel-Change (spark)

Dan used this analogy in the context of business and innovation suggesting that inviting others to see the need invites buy-in. He stressed on the importance of bright spots as the way to form the desired behaviours. “Find the bright spots and clone them."


He suggest the following to inform behaviour:

  • Do not try to motivate people through information
  • Show the scale, don’t tell; Show what’s wrong

Creating an Innovation Lab- Best Practices (Panel)

Definition of an Innovation Lab: A place to cultivate and test new ideas, separate from the demands and pressures of the business units. Labs typically have some kind of ‘showcase’ element to them- they’re intentionally designed to look and feel different from the rest of the company, serving as  palace to expose employees to new tools, approaches and technologies; to bring in outsiders like entrepreneurs or customers for collaboration to help with recrutiing.

  1. Mission
  2. Teams
  3. Support from Senior Management
  4. Communicate and test ideas
  5. Executive take ideas to market
  6. Find powerful ways to measure results


How to Design your Disruption- Mohan Nair from Cambia Health Solutions (Manoj Nair)

Manoj is the chief innovation officer of Cambia Health Solutions. 


Toolkit for Tranformation

  • Business Design
  • Information Curation
  • Rapid Prototyping

Healthcare industry’s first open collaborative research and innovation centre- Optum Labs

Sanji Fernando is the VP innovation at Optum Labs. Optum is a join venture of Mayo Clinic and United Health group set up three years ago. The lab essentially uses insurance claims and purchase data to identify key insights to create tools and products that improve patient care and creates value for patients and others stakeholders in U.S. Healthcare ecosystem. Pfizer is one of their partners with access to the data and insights that Optum creates. It is an insurance company’s data analytics wing that collaborates with other companies.

Optum partners with Mayo to synthesise healthcare data across claims, EHR and consumer data. The research uses de-identified data to be HIPAA by changing key fields. This statistically deidentofqied data used is safe and controlled and hence is HIPAA compliance. Optum’s research allows UHG and partners to detail results for hypothesis, validate learnings and helps inform next actions. 

Read more here:

The Anatomy of Legedary Design by Frank Stephenson

Frank Stephenson is the chief design officer at McLaren automotive and has had the most remarkable career path. His design journey from Ford to BMW to Ferrari is the dream of any car designer.  Frank spoke mostly about his career switches while sharing about the iconic designs he was behind. His keynote included his process, how he takes to nature to learn good design from. Here are a few of his Biomimicry tips:

  • It is all about engineered proportion (golden ration, design inspire day nature)
  • Nature uses inter-weaving to make things minimise weight and make things lighter and stronger
  • Shrink wrap- Minimum surfaces in nature
  • Nature designs for purpose and not beauty, yet.


From solo to symphony: how teams can individuality while working together by Christian Gansch

Christian is a grammy winning orchestra conductor and a management coach. In his keynote he used the analogies of the challenges of conducting an orchestra to highlight key leadership lessons.  He threw light on the fact that while the audience hear a symphony, the work, co-oridation, leadership and management issues that happen in the background are in no way as harmonies as the outcome. Some of the interesting points from his enthralling presentation are:

“You need to be a diva to manage 40 divas.”

A conductor is trained and excellent at feeling something before something happens in a concert. To conduct is about anticipation.

The leads (e.g.: cello) has to change strategy everyday because each concerts hall is different and no one can say that they know how to do it unless they do it. Lesson: Be open, Be curious

“Consciousness is everything. It is not verbal acrobatics.”

“We know you pay for a great performance and not to know who the trouble maker is. You want to close your eyes and enjoy and not know how we are doing it.” - On innovation management

You want all your players to open your hearts and give it all in a performance.

How to get rich in design by Brian Singer

Brian is a graphic designer, artist and also a social activist. He uses design as tool to bring about behaviour change.  In his keynote, he shared his 1000 journals project as  well as TWIT (Texting while in traffic) spotting.