C O L L A B O R AT I O N MODULE 3

PHASE Transparenting Boxes and Setting the Stage for Collaboration

SESSION 1

Delivery Principles of
Collaborative Innovation
Programs
Objectives The objective of this guide is to provide recommendations on
the key delivery principles for a Collaborative Innovation
program between Startups and the Public Sector.

Desired Outcome Facilitators of the Collaborative Innovation Program have an

overview over the delivery role of the program to turn a
Startup and a Public Sector Unit into a joint team to co-create
a joint product or service collaboratively.

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This is a Guide for So feel free to adjust the content you will find here for the
Facilitators actual kick-off depending on the context you are operating
within.

For example, you might want to use all the slides about Agile
to show to the participants or just select a few to give them a
flavour of how you will work together or use this deck as a
way for yourself to get ready for the kick-off.

The Activity Creating a Team Charter might likewise be useful

to be used in one of the kick-off sessions.

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Content

Principles of Collaborative Innovation

Introduction to Agile Delivery

Agile Delivery Principles To jump right to the respective slides you’ll

have to be in presentation mode!
Ways of working: Roles and Rituals

Digital Tools to work in the Open

Activity: Creating a Team Charter

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Principles of Collaborative
Innovation

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Principles of Collaborative Innovation

ORGANIZATIONS DON’T INNOVATE – PEOPLE DO

Studies suggest that only 30% of people have entrepreneurial traits.

So, key to the Collaborative Innovation program is bringing together people who have entrepreneurial traits and
innovate, and those who know the structure of the government sector and the latest policy debates. Together, they can
create sustainably anchored and lasting Public Sector innovations

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Principles of Collaborative Innovation

COLLABORATION SHOULD BUILD ON THE STRENGTHS OF BOTH SIDES.

The beauty of collaborative innovation is that both sides can focus on their core strengths and complement each other
on their weaknesses.

For example, start-ups can bring in technical and user-cantered experience, while the Public Sector can provide access
to networks and help to scale. However, focusing on strengths requires a trustful relationship that identifies both
strengths and weaknesses on a partnership level.

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Principles of Collaborative Innovation

EMPATHY AND COMMUNICATION ARE KEY

Establishing a collaborative innovation partnership requires finding out how each partner works and clarifying the
process, expectations, obligations, ownership of the innovation, and governance design.

Vet and refine ideas collectively and continuously. It is of paramount importance to clearly and transparently
communicate objectives and approaches to foster innovation and organizational learning.

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Principles of Collaborative Innovation

COLLABORATION REQUIRES A LOT OF CONVINCING AND DOOR OPENING

Collaborative Innovation requires both Startups and the Public Sector to be courageous.

Partnering with an unlikely ally always implies that actors within their organization or ecosystem have to be informed,
involved, and convinced that the collaboration is beneficial, despite organizational differences or risks.

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Principles of Collaborative Innovation

OVERTHINKING NEEDS TO BE REPLACED BY EXPERIMENTING

Innovations do not follow a linear process as they evolve from ideas to fully operational and scalable solutions. Thus,
provide a safe space to innovate.

Public Sector entities should look at setting aside financial and operational resources for experimenting. Start-ups
should demonstrate the flexibility to adjust their solutions/business model.

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Principles of Collaborative Innovation

INNOVATION IS NOT A SPRINT – IT’S A MARATHON

Successfully developing an innovative product or service is only the beginning of a collaborative partnership.

Scaling the impact of innovations is the real challenge and takes time and effort.

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Introduction to
Agile Delivery

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Agile Delivery

Collaboration means working together to identify a common objective, language and mode of working.

Agile delivery can help to:

• Clarify the purpose and long-term value of specific tasks ahead

• Links these tasks back to the programme mission and vision

The following slides will provide an overview of how an agile project delivery style will help with managing the
programme

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 Agile delivery can help:
Start-
Government
ups
Task
Clarify the purpose and long-term value of...
Task
Task
Program
me Task
Mission
and Task
Vision
Task
Task
Completion contributes towards the achievement of...
Task

Needs of users

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What is Agile Development?

Agile Development is a set of tools to help get work done

It is a different way to approach your work, projects, solving problems and meeting user needs.

Think about it as an approach, methodology or framework: Just like any other approach it has its own
terminology/language, tools and processes.

Agile Development is a different way to think about your work

It is about adopting a new mindset as much as it is new tools and processes.

It’s a philosophically different way of doing work (a point worth emphasising as it’s easy to focus on the tools and
techniques, without embracing the mindset).

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What is Agile Development?

Agile Development is a way to encourage delivery of value continuously

It builds up confidence. Seeing work being done, witnessing and feeling progress.

It helps focusing on value. Value will change from project to project and potentially within the same project at different
stages. It could be savings, experience improvement, ability to do something new, a product, a feature.

It will bring you closer to end users. Value should be defined with your users. Work it out early and plan how you could
start unlocking some immediately.

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What is Agile Development?

Agile Development is an approach that allows us to adapt to change and reduce risk

Agile accepts that the scope of the project will change over time and it is a pragmatic response to the reality modern
day projects.

The heart of Agile is adapting gracefully to changing needs. It treats late changes as an opportunity rather than a
problem.

It’s adaptive planning rather than predictive planning.

Requirements will change, budgets may change, the scope will change. Agile lets us deal with all of that, efficiently and
gracefully, allowing us to manage risks in a much better way.

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What is Agile Development?

Agile Development is a mindset that helps us to deliver higher quality work

By focussing on user needs, delivering continuously and building testing into each cycle, we shorten the feedback
loops.

Feedback on our work is one of the best ways to improve the quality and find what solutions best meets our user
needs.

Agile also builds in frequent opportunities to improve the process of getting work done in addition to delivering the work
itself.

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Overview: What is Agile Development?

Agile Development is:

• A set of tools to help get work done

• A way to encourage delivery of value continuously

• An approach that allows us to adapt to change and reduce risk

• A mindset that helps us to deliver higher quality work

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 Why Agile?

mainly because…

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 Insert positive
benefits
It’s more rewarding
Agile focuses on delivering value early
and often
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Delivery Principles of Collaborative Innovation Programs
 Insert positive
benefits
It’s more practical
Agile lets you respond to change and our
messy reality
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Delivery Principles of Collaborative Innovation Programs
 Insert positive
benefits
It’s more human
Agile emphasises individuals, teams,
interactions and collaboration
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Delivery Principles of Collaborative Innovation Programs
 “[…] humans are not machines, they
won’t work mindlessly. They need to
know what they are doing and why they
are doing it. Not to mention, how it
affects everyone else”
Alexander Maasik, Marketing Advisor

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Agile Delivery
Principles

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Overview: Agile Delivery Principles

The Principles of Agile Development are:

1. Foster purpose over urgency

2. Trust the process

3. Work in the open

4. Divide and conquer

5. Have a bias for action

6. Learn from your mistakes

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Agile Delivery Principles

FOSTER PURPOSE OVER URGENCY

There’s always more to be done than can ever be managed. It’s easy to succumb to urgency bias - prioritising
seemingly pressing, unimportant tasks over the things that are more important, but more complex.

Far harder, but more valuable, is

prioritising the work that creates the greatest impact and directs effort towards the ultimate goal.

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Agile Delivery Principles

TRUST THE PROCESS

We’re not evangelists. The process is a means of delivering incrementally in line with an ultimate objective, and
sometimes the process needs to flex depending on the objective we’re aiming for.

We know that the fundamentals of the process - regular planning, regular reviews, working in the open - will help teams
build momentum and adjust course as they make progress.

There is no one methodology that works for every situation.

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Agile Delivery Principles

WORK IN THE OPEN

Exposing the thinking, the approach, the progress and the outcomes means we and others can be regularly engaged at
any step along the way.

We articulate the narrative around our work to build awareness and enthusiasm whilst simultaneously coaching others
through change.

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Agile Delivery Principles

DIVIDE AND CONQUER

With a shared purpose, teams are able to work separately - as groups or individuals - on complementary tasks requiring
different skills whilst understanding the value of their contribution.

We acknowledge the strengths and weaknesses of everybody in the team so the right people can come together to
tackle the right problems and we can be greater than the sum of our parts.

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Agile Delivery Principles

HAVE A BIAS FOR ACTION

Theory and concept only gets us so far. Plans have no value unless they’re enacted. There is no perfect moment to
start.

To learn by doing, to learn from failure, to iterate, to test - we have to begin making progress. That doesn’t mean
steamrolling ahead regardless, but the default behaviour is to start somewhere and it takes a conscious decision for us
to stop.

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Agile Delivery Principles

LEARN FROM YOUR MISTAKES

We encourage talking about failure as much as we share our successes. We value failure as an opportunity to learn
and improve and we want to develop this mentality within the teams and organisations we work with.

We understand that admitting our mistakes and taking action to rectify them builds resilience and promotes honesty,
both to ourselves and the organisations we serve.

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Ways of Working:
Rules and Rituals

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Proposed roles and rituals for agile delivery

Working in new ways and with people you don’t know can be intimidating for everyone with no experience in working
with or for government.

New language can alienate people if there isn’t a shared understanding of what we aiming to do, how we think should
be done and why we to do it this way.

The following represents proposed roles and rituals to be adopt for an effective and collaborative agile project delivery.

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Ways of working we could use with teams

Regular planning Regular show-and-tells

The team will regularly, on an ad hoc and retrospectives
basis, identify and prioritise the When we think there’s enough that people
backlog of work. would be interested in seeing, it is
Plan Review recommended to hold a session with
relevant stakeholders to talk through our
approach and progress.

The team will also hold regular retros to

reflect on how we’re working together and
to improve our process.

Kick-off Deliver Final show-and-tell

To bring together the project team, assign and clarify A time to showcase the work, it’s impact, test
roles and scope research and discovery sprint. feedback and to discuss further opportunities.

Stand-ups
Arranged with the project team to plan for
the days ahead and take on any blockers
that need to be solved.

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Proposed Roles and Rituals for Agile Delivery

Roles

Having an agile delivery manager in the team. This should be someone who helps to coordinate and plan the work
and is responsible for ensuring the smooth running of the rituals (they are sometimes called programme or project
coordinators).

Overall, delivery managers help create the conditions the team needs to succeed, on both the project but also to work
collaboratively as a team. The Public Sector organisation should appoint a lead delivery manager, while the Startups
could also have someone who deals with these tasks and connects directly with the lead delivery manager.

The delivery managers could create an agile backlog. This is a tool used to represent work in small chunks and
manage the teams tasks. Trello is a great digital tool that can help deliver managers create and trace the work to be
done, as well as assigning team members responsible for each task (see Digital tools to work in the open).

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Proposed Roles and Rituals for Agile Delivery

Ritauls: Stand-ups

A stand-up is a 15 minute meeting at the beginning of a project work day/module.

During a standup you discuss what you did on your last working day or module, what you’ll be doing today, and whether
you have any blockers or risks.

This should be recommended to the participants. By regularly checking in as a team and talking to each other about
progress and blockers to progress, they can build trust in each other by working in the open, ensuring that each other
feels supported and they divide and conquer as a team.

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Proposed Roles and Rituals for Agile Delivery

Rituals: Show and tells

A show and tell is a short meeting that takes place at the end of a relevant activity (e.g. at the end of the bootcamp),
where people share their work with other key actors. It’s used to communicate the value they have produced and
progress they have made during the programme.

Working in the open means more than discussing as a team. Participants need to work in the open and show progress
or direction to the people their work affects, as well as getting used being receptive to feedback that they receive from
users and other key actors.

By showing progress and explaining their work often, they ensure that they foster purpose over urgency and are held
to account by users and key actors.

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Proposed Roles and Rituals for Agile Delivery

Rituals: Retrospectives

A retrospective (commonly known as ‘retro’) is a short meeting that takes place at the end of a session or module -
usually after the show and tell. During a retrospective, you review the work you’ve done and processes you’ve used.
You use this time to plan your improvements for the future interactions with participants.

Facilitators of sessions can run a retro at the end of a workshop.

Facilitators need to promote working in the open to get feedback and help participants and Public Sector organisation
work better.

We reflect to then change and pivot to constantly improve and deliver good work. At the heart of how our teams work is
to learn from our mistakes. Retrospectives are safe ways for the team to regularly reflect and adapt and iterate how
they work and what is important to solve problems.

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Proposed Roles and Rituals for Agile Delivery

Rituals: Team Health Check

The ‘health’ of the team can change over time, and even subtle changes can have a huge impact on morale and project
delivery. A Team Health Check is a useful way to identifying and addressing team health flags before they become
an issue, keeping the momentum and building team resilience.

It’s a straightforward check-in on how the team is doing. You can include it in a stand-up or have a dedicated meeting
for it. Usually there are three questions you need to cover, asking participants to use a scale from 1 to 10:

• How are you?

• How do you think this project is going?
• How do you feel about your role on this project?

A quick team health check could form part of your regular rhythms & rituals i.e. at the beginning of a stand up, be used
in a retro, or could be something you bring in ad hoc.

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Digital Tools to
work in the Open

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 Examples of tools to work in the open

Trello Miro Slack Google Suite

Trello is a web-based Miro is an online, Slack is a chat room A Suite of cloud computing,
Kanban-style list-making collaborative digital designed to replace email productivity and tools,
application useful for whiteboard that enables as your primary method of software and products
prioritising lists of project teams to communicate and communication and useful to work
actions that we will collaborate remotely. sharing. collaboratively on
continuously update and documents.
feed into the programme
plan.

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The following slides... Will provide an overview of a possible Activity for the
Startup – Public Sector Team to discuss the principles of collaboration
and translate them into a concrete and usable charter for their
cooperation.

This activity could be used during a kick-off, or during an early stage of

the collaboration.

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ACTIVITY

Creating a
Team Charter

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C R E AT I N G A T E A M C H A R T E R

TIME F O R M AT
60-90 minutes In person or online

OBJECTIVE An activity to co-create a team charter WHEN TO USE During the kick-off or at an early stage
with the participants to: of the project.
- build a shared understanding
across the team
- challenge unhelpful behaviours
- coach others through change
- build team health and resilience

PEOPLE Everyone M AT E R I A L S Online/remote:

● Use a shared document (Google
Doc, Google Slide, Miro)
In person:
● Large piece of paper (A2 or A3),
markers, post-its

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A C T I V I T Y: C R E AT I N G A T E A M C H A R T E R

What is a Team Charter?

A team charter is a co-designed set of principles that we all agree to live by, to work together as one multidisciplinary
team.

Why a team charter?

 Building a shared understanding within the team on desired behaviours

 Being able to refer back to in retros to challenge unhelpful behaviours

 Coaching others through change

 Building team health and resilience

 To make the unwritten rules explicit

 To remove miscommunications around what is considered to be the team’s values

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A C T I V I T Y: C R E AT I N G A T E A M C H A R T E R

Example of principles:

1. We accept challenge positively

2. We’re open and honest with our views and ideas - don’t hold back!

3. We don’t take things personally

4. We explore all options and don’t rely on assumptions

5. We focus on our individual strengths and communicate them, as well as our weak points

6. No questions or idea is wrong, stupid or bad

7. Understand the other’s perspective and their reasoning for holding certain views

8. Be open-minded and do what we say we’ll do

9. Put in the extra effort to bring your team efforts further

10. We Embrace new tools

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A CT I V I T Y: I n st ru ct io n s

1 Mix people
Create group of people that mix representatives from different start-ups and the Public Sector organisations.

2 Creating the charter

Give them a large blank piece of paper (A2 or A3·), post-its and markers. Give them 10 minutes and tell them to
think about the following questions and put their answers on post-its
● What do you think are the attributes of a high performing team?
● I therefore want to work with people who behave like this….
● I don’t want to work with people who behave like this…

3 Share

Tell them to share every idea outloud with the rest of the team.
Ask them to put the post-its on the paper and group the similar ones.

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A CT I V I T Y: I n st ru ct io n s

4 Discuss the ideas

Spend around 20 minutes discussing the ideas that emerged from the team members.

Discuss the ideas that make sense to everyone and put aside those that have been producing more discussion and
not everyone agrees on.

5 Create your chart

Spend 8-10 minutes writing down the list of shared principles.

6 Share with the wider audience

Spend 5 minutes sharing with everyone what your team came up with. Also highlight those principle that are not
sure to include.

After the meeting you might want to write-up the final principles in a shared document for future reference.

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