Leading Innovation and Change Training Course

Participants can prioritise innovation investments and establish proportionate governance controls.

• Portfolio segmentation by strategic fit, uncertainty, value and delivery complexity
• Scoring criteria weighted against customer impact, feasibility and organisational readiness
• Stage-gate decisions using evidence thresholds, funding tranches and escalation routes
• Innovation accounting separates learning progress from conventional delivery performance
• Decision rights mapped through RACI for sponsors, teams and governance boards
• Risk appetite statements applied to experiments, pilots and scaled implementation

Participants can convert stakeholder evidence into focused problems worth solving.

• Jobs to Be Done identifies functional, social and emotional customer needs
• Stakeholder interviews distinguish stated preferences from observed behaviours and constraints
• Customer journey maps reveal failure points, delays and moments that matter
• Problem statements specify users, needs, barriers and desired measurable outcomes
• Root cause analysis uses Five Whys and fishbone diagrams appropriately
• Assumption mapping separates known facts from critical uncertainties requiring evidence

Participants can generate, assess and strengthen solution concepts for defined problems.

• Divergent thinking produces alternatives before evaluation narrows the solution set
• How Might We questions convert constraints into productive ideation prompts
• SCAMPER generates variations through substitution, combination and purposeful modification
• Brainwriting reduces anchoring and gives quieter contributors equal idea generation time
• Concept posters communicate target users, proposition, assumptions and expected benefits
• Impact-effort matrices identify concepts suitable for testing, development or rejection

Participants can design low-cost tests that reduce uncertainty before major investment.

• Test cards define hypotheses, methods, success criteria and decision consequences
• Minimum viable products test critical value assumptions without full-scale development
• Service prototypes model customer interactions, handovers and operational requirements
• A/B tests compare alternatives using predefined measures and controlled conditions
• Pilot design specifies scope, participant selection, safeguards and exit criteria
• Learning reviews document evidence, decisions, adaptations and unresolved assumptions

Participants can create change actions that build readiness, commitment and sustained use.

• ADKAR diagnoses awareness, desire, knowledge, ability and reinforcement gaps
• Kotter's eight steps organise urgency, coalition building and sustained momentum
• Change impact assessments identify affected roles, processes, systems and controls
• Resistance analysis distinguishes practical objections, loss concerns and trust issues
• Sponsor roadmaps specify visible actions, key messages and decision interventions
• Reinforcement mechanisms align performance measures, recognition and management routines

Participants can plan stakeholder engagement that secures support and addresses concerns early.

• Power-interest grids determine engagement intensity, sequencing and communication ownership
• Stakeholder personas capture motivations, concerns, influence and preferred communication channels
• Message maps link change rationale, local impact and required actions
• Coalition mapping identifies credible advocates, blockers and informal network connectors
• Listening sessions surface operational concerns before commitments become difficult to alter
• Feedback loops convert frontline insight into design changes and communication updates

Participants can organise innovation work through short cycles, clear priorities and shared accountability.

• Product backlogs organise hypotheses, features, risks and improvement work visibly
• Sprint planning selects achievable work based on capacity and learning priorities
• Kanban boards expose work-in-progress limits, bottlenecks and blocked decisions
• Daily stand-ups coordinate dependencies without replacing substantive problem-solving discussions
• Retrospectives identify process improvements, team agreements and unresolved delivery constraints
• Cross-functional team charters establish purpose, roles, behaviours and escalation paths

Participants can define measures that support investment decisions and benefits realisation.

• Theory of Change links activities, outputs, outcomes and intended long-term impact
• Balanced scorecards combine customer, operational, financial and capability measures
• Leading indicators track adoption, experiment progress and emerging delivery risks
• Benefits maps connect innovation outputs to quantified operational and strategic outcomes
• Baseline measures establish credible comparisons before pilots or wider implementation
• Benefits realisation reviews assign owners, evidence sources and reporting cadence

Participants can apply course methods to a prioritised initiative and lead its next steps.

• Leadership styles matched to ambiguity, team maturity and change intensity
• Psychological safety encourages challenge, dissent and early reporting of failure
• Innovation narratives translate evidence into a credible case for action
• Personal influence plans identify stakeholders, asks, commitments and follow-up actions
• Ninety-day roadmaps sequence discovery, testing, governance and adoption milestones
• Application plans define immediate actions, measures, sponsors and review dates