Innovation curriculum at SHV
Challenge
SHV comprises a group of diverse companies in different sectors, the largest of which are: SHV Energy, Makro South America, Mammoet, Eriks and Nutreco. Although each of these organisations operates in a different context, they all needed to innovate. SHV was looking for a way to really embed innovation in each of these companies, both in breadth (types of innovation) and depth (everyone should be able to contribute).
Approach
- Transformation
Such transformations required tailor-made solutions for each of the companies, but with compatibility through tools, language, metholdogy and culture. While each company would follow its own path, innovators from each should be able to collaborate easily.
For each of the companies, we followed the following process:
1. Draft
2. Initiate
3. Accelerate
4. Embed
1. Draft
During the design, we analysed the innovation status quo on the axes of strategy, governance, culture, organisation, programmes/methodology, skills, tools and places. Based on that analysis, we and a multidisciplinary team drew up a design for the innovation movement, learning from more than 60 best practices in business innovation.
2. Initiate
We then selected key processes in each company and started learning by doing. The first new innovation teams were formed, and the methodology was tailored to each organisation's context with relevant examples.
3. Accelerate
Having laid the foundation and starting point, we focused on accelerating the movement through a number of key enablers such as leadership, HR, IT and finance. All these stakeholders were trained in innovation and we helped them design ways to use their roles to support the movement. For example, training programmes for HR and innovation governance for finance.
4. Embed
The final phase of the Innovation Movement focused on ensuring that the movement spread and became embedded in every organisation. In this final phase, we trained more people and innovation coaches, created the tools and guides needed to engage new business units and also embedded the strategic innovation dialogue at board level.
Result
After 3 years of working with 5 companies of SHV, the innovation movement has become part of their way of working. Each company has a way of creating space for innovation and uses innovation for strategic goals.