1. Creating an Innovation and Culture Change Plan
The Youth Social Enterprise Leadership programme is delivered as part of the Catalyst consortia. Catalyst is a consortium of four organisations working with the Department for Education’s (DfE) as the strategic partner for young people, as part of the Department’s wider transition programme for the sector. Catalyst will work to deliver three key objectives over a two year period. It will strengthen the youth sector market, equip the sector to work in partnership with Government and coordinate a skills development strategy for the youth sector’s workforce. The consortium is coordinated by the National Council for Voluntary Youth Services (NCVYS) with three partners: National Youth Agency (NYA), Social Enterprise UK, and The Young Foundation
Creating an Innovation and Culture Change Plan

2. Influences and Outlook
What are the organisation’s influences' and out look (use the PEST and SWOT for reference)

3. Organisation Vision and Mission
…………..
What needs to be innovated to meet that vision?

4. Innovation Strategy/Plan
Overall Innovation Goal (s)
Key Innovation Objectives
Innovation Projects to deliver those objectives

5. The key stages in a road map for development and innovating
New products/services/ideas
New markets
New delivery options
Innovation approaches
Efficiencies, effectiveness,
Process reengineering
Feasibility studies
Market intelligence
Enterprise change readiness
The wider landscape - PEST
The Business Model
Structure & governance
The strategic plan
Financial & resource plan
Risk management plan
Brand development
(all to be tested)
Hot Housing:
Modelling & testing with an initial contract (low risk)
Feedback & measures
Review & refine model
Develop rollout plan
Overall Programme Plan for the Roadmap
Culture and Change Management Plan
Communication and Stakeholder Engagement Plan

6. INNOVATION - OVERALL PROJECT PLANNING
Jan
Feb
March
April
May
June
July
August
Sep
Oct
Nov
Dec
Innovation Project A
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Opportuntiy Research
Concept Generation
Testing and Hot Housing

7. Innovation Project Overview Template
Project Names
Name
Text
Objectives
Objectives …. …
Brief description of initiative
Assessment against our key criteria
TEXT
Key criteria
Score
Competitive Advantage
1-10
Customer Experience
Staff
Alignment with Strategy
Risk
Doability
System simplification
Benefits
Costs
Risks
Aspirational timescales
TEXT
Start Date
End date
Initiation
Nov 2008
Dec 2008
Feasibility
Jan 2009
Concept
Mar 2009
Hot Housing
Mar 2011
Dependencies & any critical deadlines?
How does this project support business strategy?
Synergies with other projects
Critical support needed
Text
Why should this project proceed in 2012? What is the impact if this project is not funded?
Text
Key Contacts – Name & mobile telephone number
Project lead
Accountable Executive

8. Resource requirements
Innovation Template – Indicative financial assessment
Costs:
Project Costs
Resource Costs
Resource requirements
Other
Capital Costs
Total £s
Benefits
FTEs
Improves Income
Cuts
Costs
Year 1
Year 2
Year 3
Year 4
Year 5
Rationale/assumptions for cost assessment. Please indicate the source of any cost data or state as ‘project estimate’
Rationale/assumptions for benefit assessment & details of non-financial benefits

9. Competitive Advantage Alignment with Strategy System Simplification
Project Self-assessment Key 3 5 7 10
Competitive Advantage
No material impact
n/a
Builds a temporary competitive advantage or removes a competitive disadvantage
Gives a sustainable competitive environment in one major channel
Gives a sustainable competitive environment across channels
Customer Experience
Negative or No material Impact on customer experience
Positive impact on moderate % of overall business unit customers
Superior impact on moderate % of overall business unit customers
Positive impact on high % of overall business unit customers
Superior impact on high % of overall business unit customers
Staff
Negative or No material Impact on staff experience
Medium positive impact on moderate % of overall business unit staff
High positive impact on moderate % of overall business unit staff
Medium positive impact on high % of overall business unit staff
High positive impact on high % of business unit staff
Alignment with Strategy
Does not make a material impact
Aligned to strategy but small step
Aligned to strategy and required to achieve strategy but small step
Fundamental to strategy and takes a big step in one of the objectives
Fundamental to strategy and takes a big step towards delivery in more than one of the key objectives
Risk
Material increase in risk to organisation
Some increase in risk to organisation
No change in organisation
risk
Some reduction in risk to organisation
Material reduction in risk to organisation
Do-ability
Complex project AND major resource contention
Complex project AND major resource contention, OR Major resource contention AND some complex elements
Some complex elements AND some resource contention
Simple project BUT some resource contention
Simple project AND no material resource contention
System Simplification
Makes critical system materially more complex
Some additional complexity for non-critical systems
No impact on systems
Maintains non-critical or critical system
Enhances and simplifies critical system
Benefits
<£25k and / or low qualitative benefits
<£75k and / or medium qualitative benefits
<£125k and / or medium high qualitative benefits
£125k - £250 k and / or high qualitative benefits delivered within 2 years
>£500k and / or high qualitative benefits delivered in current year
Cost
>£10k
£10k-£50k
£50k - £100k
£100k-150k
<£150k
Non Financial Criteria
Financial
Criteria

10. Build a stakeholder engagement plan
You’ll need to work through the following eight steps in sequence, to arrive at a workable plan:
Setting communication objectives
Setting key innovation and culture messages for your organisation
Defining and prioritising key stakeholders (see previous guides)
Setting additional key messages which are relevant for each stakeholder group and their particular issues/concerns
Developing effective communication tactics for each target audience
Developing the quarterly communications calendar that sits with your culture change plan and innovation plan
Assessing results and adapting the plan

11. Organisational culture development plan
SUPPORTING OUR INNOVATION PROJECTS
Organisational culture development plan

12. Objectives that underpin the Organisational Culture Development Plan
e.g.…….
That the organisation, its assets, and its activities will be sustainable.
That the organisation’s efforts and outputs will be effective.
That the organisation and its people are ingenious.
That the organisation and its people are considerate.

13. Drivers of our culture
What shapes your culture and behaviours and how do you want that to change?
Identify the key processes, policies, systems, rewards, structure, leadership styles, recruitment, etc. that shape your culture and lead to behaviours that need to change?
How do you think those drivers can be developed or changed to deliver your cultural objectives
What activities will need to take place to support that change?
By when – how to they fit with your innovation plan?

14. Summary of the required change
Culture change plan
Key Driver
Summary of the required change
Key Activities
By When
Accountable
Measure of Success
Reward and Motivation
Move toward performance culture where we reward more for success – this will support our enterprise plan
 Performance management system overall
  Date
Etc.