Building resilience and capability: Shaping the future of Morgan Sindall Construction

Phase two

Innovation hothouse Facilitating innovation thinking

Keen to delve further into the insights unlocked in Phase One, Morgan Sindall’s learning and development team sought to develop more strategic innovation thinking at an operations level, with a view to understanding the key strategic business challenges identified and how the organisation might need to change and develop in order to address them. A customised ‘Innovation Hothouse’ programme was designed and 45 colleagues from across the business selected to participate. The aim of the hothouse was to embed innovation thinking and practice across the business, encouraging people to step away from ‘business as usual’ and make space for more strategic thinking at an operations level. Embedded within the process was a philosophy of ‘leaving titles at the door’ and giving all colleagues the opportunity to voice their ideas and thoughts in a safe ‘sand pit’ environment. • Articulate the key ideas and mindset that underpin the management of innovation of products, services and business models, • Identify innovation opportunities and create compelling value propositions, • Test critical assumptions and assess the desirability, viability and feasibility of new concepts, • Drive innovation by accelerating decision-making cycles, • Feel more (comfort)able leading innovation even when not the subject matter expert. Innovation hothouse learning aims

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