So far you have looked at your design criteria, the maturity of your solution and adaptation requirements, but there will be a broader set of considerations that will influence whether your organisation will adopt the solution. A decision matrix...
To assess the need for adaptation of any solution you propose to use, you will need to compare its specifications against those you have developed in your design criteria. You need to assess how well the solution fits at a more granular level...
First developed by NASA, the Technology Readiness Level measurement system is a standard used to assess the level of maturity of specific technologies that have since been adopted by other sectors, including the healthcare sector. It is a simple...
Before you adopt a solution, you will need to assess and understand the core components that are delivering value, and how adaptable these are. If there are core components that are critical to the value of an innovation, but which don’t easily...
If you are seeking to influence users and community members to adapt their behaviours in order to benefit from the solution, then it is worth reviewing some of the lessons that have come out of behavioural economics. The EAST framework was...
The Adaptation Requirements Table is a place to map out and group together all potential adaptation requirements for the solution, organisation and local context. Use this as a master table to bring together your analysis across these levels, in...
Some organisations are better at absorbing new ideas than others. Understanding how well your organisation seeks, absorbs and applies new knowledge will provide you with a strong indication as to how difficult it will be for your organisation to...
As well as listing and analysing your stakeholders it can also be useful to map them visually on a two-by-two Power/Interest Grid. This enables you to look at each stakeholder in terms of their power to influence changes and their level interest...
Force Field Analysis is another tool that can be useful in understanding power both within your organisation and externally. This method encourages you to think beyond people, including culture, processes, systems and structures in your...
First use the guidance materials provided below to map the existing Value Network for addressing the problem you are targeting, before mapping the Value Network that you need for your preferred solution to work. Having done this, make a note of...