Utility Week Live

2. THE YELLOW HAT… symbolises bright- ness and optimism. Under this hat you explore the positives and probe for value and benefit. 1. THE WHITE HAT… calls for information known or needed. "The facts, just the facts." 5. THE GREEN HAT… focuses on creativity; the possibilities, alter- natives and new ideas. It's an opportunity to express new concepts and new perceptions. 6. THE BLUE HAT… is used to manage the thinking process. It's the control mecha- nism that ensures the Six Thinking Hats guidelines are observed. UTILITY WEEK | 15TH - 21ST MAY 2015 | 15 S P E C I A L R E P O RT / M AY 2 0 1 5 innovation culture • Identify innovation champions and embed: You need someone in a company to "get" innovation and to set the agenda but once this has been done, you cannot rely on the pioneer. Embed their enthusiasm as quickly as possible across the organisation • Don't rely on a design team to do the innovation: They may deliver the technical solution but the insight is likely to come from elsewhere. • Focus on the complete innovative solution: This may be more than just the technical performance of a product and will include service, channel and sustainability. • Look for mates: A disruptive product will often take time to embed in the market. To accelerate its acceptance find a mate who has market influence, is willing to take a risk and who will work with you. • Start with a broad look for inspiration: At the early stages in the development process go wide, look for the best solutions and don't let the process get hijacked by the accountants. • Beflexiblewithyourstaff: If someone has an idea which you think has merit, run with it, support them. You will be amazed at what this will do for their motivation. • Prototype, prototype, prototype: The last thing you ever want is to find the bugs at the final stage. • Reward staff for innovation: not with money but with some of the softer tools such as accolades or something that matters to the individual. The supply chain A s an engineer, I marvel at the great utilities infrastructure achievements of the 19th century. Joseph Bazal- gette's accomplishment in the 1860s of London's extensive underground sewerage system still stands the test of time. Historically, the UK has a strong record of achievement in technology and innovation and it is good to see recognition of the levels of investment required across the utilities sector in new infrastructure projects, which will prepare us for the next 100 years. As with Bazalgette, there is opportunity today for technology breakthrough in many of these projects. However, building new infrastructure is not enough on its own to ensure success. Searching for new innovative ideas and technologies across the supply chain has become essential. There are some great tech- nology projects within the sector – in water, energy, lighting, waste – but, in isolation, they are not enough. Based on what is happening in other sectors I would question whether there is sufficient interaction between companies in the utilities sector. I'd also question whether there is a sufficient interaction between com- panies and the research base and whether government is playing its part, as lead cus- tomer, to drive supply chain innovation. There is specialism focused on procure- ment in the utilities supply chain, driving ever more demanding levels of efficiency and reduced cost. But I would ask whether the focus on aligning for optimal efficiency has been to the detriment of innovation. The key to innovation in the supply chain is collaboration. There are some great schemes available to the sector to support collaboration – and it isn't always about funding. The Knowledge Transfer Network provides great opportunities for network- ing and identifying communal commercial opportunities and Innovate UK provides funding opportunities to support SMEs through a variety of mechanisms. These programmes provide an excellent opportunity for larger companies to identify new collaboration opportunities within SME and start-up communities across sectors, from manufacturing to digital. The utilities sector needs to find effective ways of using the developments in these other areas for its own advantage and resilience. The utilities sector also needs to find effective ways of engaging with the research base. This is important from both a skills development and a research perspective. The National Centre for University and Business (NCUB) provides some compelling examples of business and universities work- ing well together, including the Knowledge Transfer Partnership scheme. Now, NCUB is building a brokerage platform to help intro- duce businesses to the right universities for them and I encourage utilities to participate. Investment in infrastructure is vital but it is not enough. Collaboration with the supply chain – including the research base – will bring a more joined-up approach to invest- ment and innovation. It will build more effective vertical links between the small technology-focused businesses feeding the sector. It will also open horizontal lines of access to cross-cutting, value-creating ideas. Iain Gray MBE, former chief executive, Innovate UK Collaboration is key Utilities need to forge part- nerships with suppliers and universities. 4. THE RED HAT… signifies feelings, hunches and intui- tion. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves and hates. 3. THE BLACK HAT… is judgment – the devil's advocate or why something may not work. Spot the dif- ficulties and dangers; where things might go wrong. Powerful and useful, but a problem if overused.

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