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Murray Berghan - Best Designers Come Up With Innovative, Original Ideas

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Murray Berghan - Best Designers Come Up With Innovative, Original Ideas

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Various ways can be used to stimulate the process, for example, lateral thinking, 100 mph thinking of the six thinking hats. Murray Berghan likes to call these techniques conscious creativity.

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Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative that provides new ways of thinking to organizations that aspire to make the world a better place.

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Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative that provides new ways of thinking to organizations that aspire to make the world a better place.

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Murray Berghan - Introduce Innovation Programs for Non-profits

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Murray Berghan - Introduce Innovation Programs for Non-profits

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The National Disability Insurance Agency has provided support and services for approximately half a million Australians with disability within the past five years. This scheme has been in addition to government pensions, welfare, and social enterprises like Sensitive Group run by managing director Murray Berghan.

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Murray Berghum - Designing and Implementing Successful Social Innovations

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Murray Berghum - Designing and Implementing Successful Social Innovations

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In the thought process, designers use approaches that provide a conscious framework for any organization that wants to implement such an approach. Murray Berghan likes to call these techniques conscious creativity.

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Australia

Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innovation and Make Communications. Murray is also a sessional academic teaching innovation in the faculty of business. Murray Berghan is a researcher and is currently combining his experience in innovation with his research skills to find evidence-based ways to lift the spirits of those living with a disability.

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Murray Berghan, Australia - Gravatar Profile

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Australia Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innovation and Make Communications. Murray is also a sessional academic teaching innovation in the faculty of business.

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Murray Berghan has Created an Innovation Program for Non-profit Organizations.

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Murray Berghan has Created an Innovation Program for Non-profit Organizations.

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The abovementioned non-profit organizations are all very successful at recognizing the need for social innovations. Some of them are more than 15 years old but never cease to apply new changes if necessary.

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Many non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs.

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Murray Berghan has Created an Innovation Program for Non-profit Organizations.

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Many non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs.

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Murray Berghan is a researcher and is currently combining his experience in innovation with his research skills to find evidence-based ways to lift the spirits of those living with a disability.

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Managing Director is a mixed media by Murray Berghan which was uploaded on March 1st, 2022. The mixed media may be purchased as wall art, home decor, apparel, phone cases, greeting cards, and more. All products are produced on-demand and shipped worldwide within 2 - 3 business days.

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Developing an Innovation Problem Statement – Murray Berghan

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Developing an Innovation Problem Statement – Murray Berghan

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The problem statement of an innovation process explains a problem to help your team get a better understanding of the problem and get relevant ideas and solutions of how to solve it.

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Innovations are built around a problem statement that defines the framework of the project. It contains the problem that a social organization or company would like to solve to grow its market, become better internally, or create a social change. It is essential to get the problem statement right, as this will influence the design thinking process further down the road; however, it might not be as easy to develop a good one as it looks. My name is Murray Berghan, and in this article, I will cover what a problem statement is, the essentials needed to create a well-structured problem statement for innovation, and point out the most common mistakes.

What is a problem statement?

Social and organizational innovation starts with solving problems, which must be well-defined before starting any other work. Therefore a so-called problem statement must be built around the situation. Getting relevant ideas into an organization's innovation funnel and formulating them correctly could be the difference between successful and not so fruitful innovation, and that's where the problem statement comes in. ¹

What makes a problem statement effective?

A good problem statement considers some limitations; therefore, it should not be too broad. This is probably the most common mistake people make when designing a problem statement. By creating some limitations and making the sentence more specific, one can define a framework to work with and pick a lane where the ideas can be developed. ² A practical problem statement also establishes the gap between the desired outcome and the current situation, so the difference can be measured later. Furthermore, a problem statement must place people in focus, as they will experience the change our innovation will bring and solve the problem intended to serve their needs. ³

How to create a problem statement?

The problem statement is usually created within a team in a brainstorming session. It is a common method of reflecting on each other's ideas, and it's about getting a better understanding of the pain points and bottlenecks of a problem. The main goal of these sessions is to get on the same page about the issue and agree about the problem and what idea we would like to test in order to solve it. This process can help tremendously to ensure we're focused on the central issue before going deeper into possible solutions. For example, a useful practicing exercise could be to fill out the following sentence multiple times:

How might we [ human-oriented problem to solve] through/by [ big hunch about the innovation] so that [ important outcome that will happen]?

This gives us an excellent framework to work with and keep the most critical things in mind when creating a problem statement. ⁴

Good and bad examples

Here are a few good examples that really live up to the expectations of a good innovation problem statement:

How might we help the canteen area of an elementary school reduce noise levels through a better dining experience so it can be more comfortable for kids with autism?

How might we help social workers find the necessary information and navigate their journey with a social media group to supercharge their learning curve?

How might we help match social causes and funders through an intelligent product so that more time is spent on the activities and less time spent looking for funding?

The following examples really need some more thought put into:

How might we help kids with autism?

How might we escalate revenues through a fund?

How might we help citizens improve their financial security?

The first question is too broad, not specific enough to ideate around. The second one is not human-centered, therefore leaving the most important piece out regarding innovation. This question is not totally useless, but a lot of information can be lost in the subsequent phases of innovation if we leave out the human factor. The third question is not a bad start; however, it misses the "with or "through" or a big "why". This statement is ready to start a brainstorming session so it can be completed. The sentence can be advanced with a method or technique that we can test against. ⁵

Conclusion

To sum it up, the problem statement of an innovation process explains a problem to help your team get a better understanding of the problem and get relevant ideas and solutions of how to solve it. By following the structure of a good problem statement, we can make sure that it will rightfully serve its purpose and assist us in the design thinking process.

1. Hives, How To Write A Great Problem Statement For An Innovation Challenge [cited 2022 February 24] Available at: http://www.hives.co/en/blog/how-to-write-a-problem-statement-innovation-challenge-free-template-examples

2. Killer Innovations Box Think - Crafting The Problem Statement [cited 2022 February 24] Available at: https://killerinnovations.com/box-think-crafting-the-problem-statement/

3. Hives, How To Write A Great Problem Statement For An Innovation Challenge [cited 2022 February 24] Available at: http://www.hives.co/en/blog/how-to-write-a-problem-statement-innovation-challenge-free-template-examples

4. Medium, Part 1: Problem Statements in Digital Innovation: The Importance of Asking the Right Question [cited 2022 February 24] Available at: https://medium.com/@CauseLabs/problem-statements-in-digital-innovation-the-importance-of-asking-the-right-question-e714d97b200e

5. Medium, Part 1: Problem Statements in Digital Innovation: The Importance of Asking the Right Question [cited 2022 February 24] Available at: https://medium.com/@CauseLabs/problem-statements-in-digital-innovation-the-importance-of-asking-the-right-question-e714d97b200e

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Developing an Innovation Problem Statement - Murray Berghan

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Innovations are built around a problem statement that defines the framework of the project. It contains the problem that a social organization or company would like to solve to grow its market, become better internally, or create a social change.

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The ideation step and its methods of design thinking – Murray Berghan

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The ideation step and its methods of design thinking – Murray Berghan

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Murray Berghan likes to call these techniques conscious creativity. Creatives from industrial design, advertising, film, photography, writers, artists and computer animation have all utilised these exercises, and it has helped them improve their creative capabilities.

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Introduction

Did it occur to you how do the best designers come up with innovative, original ideas? Their secret lies in conscious methods and techniques to give space for ideas. In the third phase of the design thinking process, ideation takes place, where designers generate ideas in sessions. Creatives from industrial design, advertising, film, photography, writers, artists, and computer animation have all utilized these exercises, and it has helped them improve their creative capabilities. ¹

In the ideation process, designers use approaches that provide a conscious framework for any organization that wants to implement such an approach. In this article, some of the best ideation methods will be introduced that help facilitates successful sessions and encourage active participation from members. Various ways can be used to stimulate the process, for example, lateral thinking, 100 mph thinking of the six thinking hats. Murray Berghan likes to call these techniques conscious creativity.

Methods

Six thinking hats

Six Thinking Hats is a proven technique initiated by Edward de Bono, who is known as a creative thinking guru. The method focuses on enhancing the structure of thinking so that group decision-making and idea evaluation can be vividly improved. It uses parallel thinking as an alternative to more classical ways of thinking. It is a simple metaphor; the six hats represent six different perspectives from which problems can be investigated. The six different colored hats can be put on or taken off to specify a style or theme of thinking. These are as follows: Feelings, Benefits, Cautions, Creativity, Process, and Facts. Only one hat is worn by the team in parallel at any one time, allowing more thorough, increased creativity and decision-making. ²

Lateral thinking

The Lateral Thinking method is also patented by Edward de Bono. It applies tools and techniques that ensure out-of-the-box thinking. Lateral thinking techniques encourage thinkers to disrupt logical thought and arrive at the solutions from another angle. This technique turns problems into opportunities by applying a growth mindset and finding alternative solutions. ³

100 mph thinking

This method was developed by Tom Monahan and first introduced in his best-selling book called The Do it Yourself Lobotomy. Tom runs a creative thinking workshop that helps people become better problem solvers by becoming better creative thinkers. The 100 mph thinking is a handy and foolproof method of generating new ideas. The method relies on developing as many ideas as possible in a brief amount of time. The idea here is to let go of your insecurities and do not think twice about whether it is a good or bad idea. Let your imagination and creativity fly and get into the habit of getting over perfectionism. ⁴

180-degree thinking

Monahan also uses an exercise known as 180-degree thinking in which people start out trying to consider something that would have the opposite effect of what they're actually trying to create. For example, a team could design a mug that is impossible to drink out of or an oven that doesn't cook. By starting to make something wrong, one can recognize what makes something worthwhile and give it its actual value. Monahan's practical guide is filled with tips and techniques specifically designed to create whole new worlds of visual ideas. ⁵

Osborn's checklist

Osborn's checklist method is about altering the problem according to the answers to specific questions. It was first developed in the 1950s, and it was altered by Mario Pricken later on to optimize advertising. Concepts and questions of the checklist one could rely on:

Can the solution be more effective?

How can the performance be improved?

What materials could be used?

The checklist has four steps:

work out a goal

apply a concept from the checklist

write down the ideas generated in a session

stick with the idea and get down to the bottom⁶

Disengage

According to Monahan, it's also essential to break from the ideation and disengage. This helps to break the usual pattern of thinking about problems. Unplugging from a project can result in team-building exercises or relaxation techniques. Ideas can flow in when we least expect them; during dinner, exercising, or sleep. Therefore it is important to take time to take a step back and let your mind do its magic. ⁷

Conclusion

In the ideation stage, design thinkers can spark off ideas through creative and curious activities, such as 180-degree thinking and the Six Thinking Hats. However, developing a successful approach to ideation is much more than simply announcing to the world that you are open to ideas. Instead, participants gather with open minds to produce as many ideas as possible to address a problem statement in a facilitated, judgment-free environment. Innovative ideas can come from anywhere; it is not limited to a group of individuals or experts.

References

1. Pricken, Mario. Creative advertising: Ideas and techniques from the world's best campaigns. 2008

2. Edward de Bono Foundation [cited 2022 February 24] Available at: http://www.edwarddebonofoundation.com/Creativity-Innovation-Toolkit/Creativity-And-Innovation-Toolkit.html

3. Edward de Bono Foundation [cited 2022 February 24] Available at: http://www.edwarddebonofoundation.com/Creativity-Innovation-Toolkit/Creativity-And-Innovation-Toolkit.html

4. Tom Monahan, The Do-It-Yourself Lobotomy: Open Your Mind to Greater Creative Thinking, 2002

5. Tom Monahan, The Do-It-Yourself Lobotomy: Open Your Mind to Greater Creative Thinking, 2002

6. Pricken, Mario. Creative advertising: Ideas and techniques from the world's best campaigns. 2008

7. The One Club for Creativity [cited 2022 February 24] Available at: https://www.oneclub.org/articles/-view/excerpt-from-glimmer-how-do-designers-jump-the-fence-to-originalitya

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THE IDEATION STEP AND ITS METHODS OF DESIGN THINKING - MURRAY BERGHAN

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Did it occur to you how do the best designers come up with innovative, original ideas? Their secret lies in conscious methods and techniques to give space for ideas. In the third phase of the design thinking process, ideation takes place, where designers generate ideas in sessions.

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SOCIAL INNOVATION by MURRAY BERGHAN IN AUSTRALIA

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SOCIAL INNOVATION by MURRAY BERGHAN IN AUSTRALIA

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Murray Berghan - Social innovation becomes more and more widespread, and designing and implementing solutions for concepts, processes, products, or social situations are on the rise. The goal is to improve the welfare and well-being of individuals and communities.

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Murray Berghan - Australia’s largest school uniform manufacturing business

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Murray Berghan - Australia’s largest school uniform manufacturing business

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A lifelong innovator, Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia’s largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specializes in Innovation.

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Murray Berghan - Australia’s largest school uniform manufacturing business | Diigo

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Murray Berghan - Designing and implementing new solutions for welfare and wellbeing of communities

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Murray Berghan - Designing and implementing new solutions for welfare and wellbeing of communities

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Designing and implementing innovative ideas to promote the welfare and wellbeing of communities is what social innovation is all about. Starting an innovation programme is comparable to constructing a business plan in that it requires a clear vision, the development of a concept, and the implementation of a pilot. Choosing the organization's structure can aid in the creation of a framework.

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Murray Berghan - Start an Innovation Program for Not-for-profit Business

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Murray Berghan - Start an Innovation Program for Not-for-profit Business

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A lifelong innovator, Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia’s largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specialises in Innovation.

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Non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs.

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Murray Berghan - Start an Innovation Program for Not-for-profit Business

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Non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs.

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Murray Berghan provides new ways of thinking to organizations

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Murray Berghan provides new ways of thinking to organizations

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Murray Berghan splits his time between running Sensitive Group and teaching innovation as a sessional academic at Queensland University's Faculty of Business. Murray, a passionate researcher, is presently combining his innovative expertise with his research talents to uncover evidence-based approaches to improve the spirits of people living with disabilities.

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5 tips on how to start an innovation program for not-for-profit business - Murray Berghan

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5 tips on how to start an innovation program for not-for-profit business - Murray Berghan

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Non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs.

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5 tips on how to start an innovation program for not-for-profit business - Murray Berghan

Introduction

Many non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector. It is rarely acknowledged that the non-profit sector could do just as good, and they can build real, successful programs. It must be pointed out that success is not when the solution is applied but when the effects are measured. Real impact comes only over time. We can learn a lot from for-profit organizations; however, their programs must be transformed so it fits the world of not-for-profits. My name is Murray Berghan, and in this article, I will cover the 5 most important things about innovation programs for non-profits and how to start building one.

1. Define success and the desired outcomes

Success means different things to everyone; therefore, it must be defined at the beginning of an innovation project. Next, we must ask what the team considers as a successful innovation. It is simple advice, but indeed not easy. At the beginning of the process, designing tools such as brainstorming and reverse brainstorming can help shine the light on what success means for everybody. After this process, success and the desired outcomes can be determined, and later on, a measuring system can be set up to keep track of our advancement. ¹

2. Have a shared vision and communicate it effectively

Non-profit organizations must define a clear vision and communicate it clearly and effectively to the public. This part of the agenda is essential in an innovation program; with a strong vision, it is easier to find people to contribute. People donate because they want to foster social and environmental development; this is called social impact investing. It is commonly understood that this sort of financing involves lower expectations of return, but it can be balanced by the social good that comes from the investment. The actual social impact investors believe in the organization's vision, and they see and understand the roadmap of the mission. ²

3. Measure your impact and be transparent with it

Measuring the impact is quite significant, and the reasons are two-fold. First of all, it keeps your team on track. By measuring the effect, data can be visualized to show whether there are any adjustments needed or if everything is going according to the plan. Second, donors and funders like to see how significant the change the non-profit organization is creating is. If there are tangible solutions and the solution is quantified, they are more likely to stay on board, and you also have more chance to win over new funders. ³ It is also essential for quantifying the true impact of a program. ⁴

4. Choose a viable organizational structure

Many non-profit organizations fail to define their organizational structure, leading to further problems. For example, innovation can be centralized, decentralized, hybrid, or lab-owned. Allocating resources, after all, depends on the sort of structure the non-profit organization chooses.

The highly decentralized model is led by a department, requiring relatively few devoted resources. This model is driven by a program or country offices; they are in charge of the innovation program, they evaluate the ideas, and they are responsible for handling resources. On the other hand, a centralized model needs to have a group of people, a team, assigned entirely to the non-profit organization. A hybrid model is something in between. In this case, an innovation group or innovation lab runs the program but does not own it. An alternative is a hybrid model in which an innovation lab supports and facilitates-but does not own-innovation within the organization. The fourth case is called lab-owned innovation when a highly coordinated staff is responsible for virtually everything. This model is very often applied in the private sector in the form of an R&D lab. The lab becomes the entire organization's primary source of innovation, and it employs all of the people committed to innovating. ⁵

5. Make a pilot and make sure to follow up

Making a pilot may be one of the most essential rules. Regardless of the innovation model, the public must test the ideas. Social innovation is an iterative, evolving process, and it is necessary to conduct a pilot before scaling up the project. After the pilot, the data must be analyzed and based on the results, it can be iterated. This way, the chosen structure can deliver optimal results. The follow-up process will ensure that money is well-spent, the project serves the intended beneficiaries, and all mistakes and problems are addressed. ⁶

Summary

Social innovation is about designing and implementing new solutions that ultimately can improve the welfare and wellbeing of communities. Starting an innovation program is similar to creating a business plan: one needs a strong vision, develop an idea, and create a pilot. Choosing the structure of the organization can help to create a framework. Moreover, transparency is vital, so funders and donors can track how their money was spent and how it helped to make a social change.

References

1. Forbes "Innovation In The Non-profit Sector: A New Path To Scale And Impact"

[cited 2022 February 15] Available at: https://www.forbes.com/sites/forbesnonprofitcouncil/2020/03/03/innovation-in-the-nonprofit-sector-a-new-path-to-scale-and-impact/?sh=2676344f6897

2. Forbes "Innovation In The Nonprofit Sector: A New Path To Scale And Impact"

[cited 2022 February 15] Available at: https://www.forbes.com/sites/forbesnonprofitcouncil/2020/03/03/innovation-in-the-nonprofit-sector-a-new-path-to-scale-and-impact/?sh=2676344f6897

1. BCG "Why Nonprofits Must Innovate" was written in 2016. 07. 07. [cited 2022 February 15] Available at: https://www.bcg.com/publications/2016/innovation-strategy-why-nonprofits-must-innovate-seven-steps-to-get-results

2. Lester M. Salamon, Stephanie L. Geller, and Kasey L. Mengel Nonprofits, Innovation, and Performance Measurement: Separating Fact from Fiction, John Hopkins University Communiqué No. 17, 2010

3. BCG "Why Nonprofits Must Innovate" written in 2016. 07. 07. [cited 2022 February 15] Available at: https://www.bcg.com/publications/2016/innovation-strategy-why-nonprofits-must-innovate-seven-steps-to-get-results

4. Lester M. Salamon, Stephanie L. Geller, and Kasey L. Mengel Nonprofits, Innovation, and Performance Measurement: Separating Fact from Fiction, John Hopkins University Communiqué No. 17, 2010

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5 tips on how to start an innovation program for not-for-profit business - Murray Berghan

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5 tips on how to start an innovation program for not-for-profit business - Murray Berghan Many non-profit organizations fail to recognize that they need to introduce an innovation program at the same pace as the for-profit sector.

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5 examples of social innovation in Australia and across the globe – Murray Berghan

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5 examples of social innovation in Australia and across the globe – Murray Berghan

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The most commonly accepted definition is that social innovation is a social practice that aims to fulfill a social need in a different, more effective way than the previous solution.

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We live in a world where social innovation becomes more and more widespread, and designing and implementing solutions for concepts, processes, products, or social situations are on the rise. The goal is to improve the welfare and well-being of individuals and communities. Australia is the land of pioneers, with open-minded and creative people. Nothing proves this better than our ability to design successful social innovations. In the next 20 years, Australia will devote much attention to developing a social innovation system, and new solutions are already on the rise. ¹ The innovation system itself has to become more collaborative, more open and inclusive, and more responsive to citizens' and consumers' ideas, experiences, and insights. My name is Murray Berghan, and in this article, I will cover 5 examples of social innovation; 3 in Australia and 2 abroad.

The most commonly accepted definition is that social innovation is a social practice that aims to fulfill a social need in a different, more effective way than the previous solution. It can be applied in many areas such as health, community development, education, or working conditions. ² The main goal is to create better solutions for the public and introduce a measure that strengthens civil society. Social innovations do not necessarily need to be completely new and revolutionary; improving a certain situation is also a type of innovation. Therefore it can also be considered as an improvement. However, more transformative social innovations present new approaches to wicked problems and introduce a successful change in the root cause of the problem. Therefore, social innovation solutions are prepared to think outside the box, provide an effective solution, and present sustainable capabilities, assets, or opportunities for broader social change. ³

Charity: water is a global, non-profit organization dedicated to bringing clean and safe drinking water to people in third-world countries. It was established in 2006, and since then, it has helped fund more than 6000 projects in over 20 countries. More than 2.5 million people received help from the organization. They have built a reputation by bringing true innovation to the space. Their innovation model utilizes the advantages of marketing, event promotion, and campaign design. Therefore it is not so different from other businesses, as they use marketing to raise support. ⁴

The non-profit's arguably most innovative solution is its Dollars to Projects program. When somebody donates to the charity, they receive an e-mail with a roadmap about how that money was spent. They include pictures, results, and even GPS coordinates about where the money, thus the aid ended up. This solution introduced full transparency and increased the trust donors and funders have towards the program. In addition, this method provides an experience to those who want to help that is personal and impactful, hence building a strong community. ⁵

Rheumatic heart disease (RHD) is a deadly condition yet wholly preventable. The leading underlying cause of the disease is Group A Streptococcus infection, which if left untreated. In most of the developed countries, the disease is eliminated, although, in the developing countries, it still causes a big problem. Aboriginal and Torres Strait Islander people in Australia suffer from the disease at very high rates. After years of research and development, the Endgame Strategy was created, dedicated to eradicating the disease in Australia by 2031. The organization's primary goal is to improve health infrastructure, reduce household crowding, and strengthen prophylaxis delivery. Prevention plays an essential role in designing the solution. ⁶

Compassion International is also a worldwide organization that aids more than a million children across the globe. Their biggest challenge is to maintain the level of help they provide and keep donors connected to the life-changing results of their support. They introduced heavy technological changes in the past couple of years; for example, they added Neuron ESB software. It connects every part of the management systems and streamlines communication with their partner countries. The software is technically a universal translator, bridging the communication gap and being more efficient in conveying their messages. ⁷

STREAT is a hospitality-based social enterprise that delivers reinforced vocational training and holistic personal support to disadvantaged young people in Melbourne. Their main goal is to provide a sense of safety and belonging to a community of young people. They mainly offer 'emotional shelter' for teenagers and young adults aged 16 to 24. These environments help them accommodate working conditions or prepare them to study later. Therefore these places can also be considered pre-school, where they learn in a constructive social setting with their peers who would like to improve and prepare for the next chapter of their lives. ⁸

Healthy Habit is an Australian company that was established to improve health through a living environment. They achieve this by improving their living conditions and helping with housing. The NGO is located in Sydney, however, their projects take place in more than 200 Australian communities and international sites. Their activities mainly involve surveying and testing a standard list of essential safety and health items for every house and surrounding yard area. After the problems are identified with the survey, they immediately start fixing the most urgent issues. Problems could be related to dirty water, the unsafe structure of the house, mold, or pests. Healthy habitat applies an evidence-based method that is called Housing for Health (HfH). ⁹

The abovementioned non-profit organizations are all very successful at recognizing the need for social innovations. Some of them are more than 15 years old but never cease to apply new changes if necessary. The examples represent different kinds of social changes; Charity: water applied a conceptual innovation, STREAT educational, Compassion International a technological innovation. I hope you found this article beneficial, and it gave you a glimpse of what social innovation is and how non-profits can utilize it.

1. Exchange, Australian Social Innovation. "Social Innovation at the Heart of Australia's National Innovation System, submission to Review of the National Information System." (2008).

2. Howaldt, J./ Schwarz, M. "Social Innovation: Concepts, research fields, and international trends", IMO international monitoring, 2010.

3. Westley, F/Zimmerman, B/Patton, M. 2006

4. Design Good "9 Innovative Nonprofit Organisations That You Should Know" . [cited 2022 February 15] Available at: https://designgood.com/blog/innovative-nonprofits

5. Pursuant "4 Nonprofits Leading the Way in Innovation" written in 2016. 01.28. [cited 2022 February 15] Available at: https://resources.pursuant.com/4-nonprofits-leading-the-way-in-innovation

6. Wyber, R., et al. "The RHD Endgame Strategy; the blueprint to eliminate rheumatic heart disease in Australia by 2031." European Journal of Public Health 30.Supplement_5 (2020): ckaa165-059.

7. Pursuant "4 Nonprofits Leading the Way in Innovation" written in 2016. 01.28. [cited 2022 February 15] Available at: https://resources.pursuant.com/4-nonprofits-leading-the-way-in-innovation

8. Social Innovation Academy "Social innovation in Australia and New Zealand: 8 remarkable projects" written in 2018. 10. 31. [cited 2022 February 15] Available at: https://www.socialinnovationacademy.eu/social-innovation-australia-new-zealand-8-remarkable-projects/

9. Social Innovation Academy "Social innovation in Australia and New Zealand: 8 remarkable projects" written in 2018. 10. 31. [cited 2022 February 15] Available at: https://www.socialinnovationacademy.eu/social-innovation-australia-new-zealand-8-remarkable-projects/

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5 examples of social innovation in Australia and across the globe - Murray Berghan

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We live in a world where social innovation becomes more and more widespread, and designing and implementing solutions for concepts, processes, products, or social situations are on the rise. The goal is to improve the welfare and well-being of individuals and communities. Australia is the land of pioneers, with open-minded and creative people.

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How Lucky Are We? Comparing the NDIS to Other National Disability Programs by Murray Berghan

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How Lucky Are We? Comparing the NDIS to Other National Disability Programs by Murray Berghan

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This scheme has been in addition to government pensions, welfare, and social enterprises like Sensitive Group run by managing director Murray Berghan.

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How Lucky Are We? Comparing the NDIS to Other National Disability Programs by Murray Berghan

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This scheme has been in addition to government pensions, welfare, and social enterprises like Sensitive Group run by managing director Murray Berghan.

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Murray Berghan Compares the NDIS to Other National Disability Programmes

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Murray Berghan Compares the NDIS to Other National Disability Programmes

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The NDIS connects community services such as schools, libraries, sports clubs, physicians, and support groups with information on the support available in each state and territory of Australia.

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Murray Berghan has a Creative and Innovative Approach to his Work as Managing Director

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Murray Berghan has a Creative and Innovative Approach to his Work as Managing Director

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A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications demonstrates that novel ways of thinking and clear aspirations can make the world a better place. If the invention is the generation of novel ideas, innovation is the transformation of those ideas into useful packages of features and benefits.

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Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innovation, and Make Communications. Murray is also a sessional academic teaching innovation in the faculty of business.

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Murray Berghan - One of The Best Advertising Agency in Australia

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Murray Berghan - One of The Best Advertising Agency in Australia

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Murray Berghan started his first two firms while still studying for his bachelor's degree. The first was an advertising firm, while the second was a clothes company. The apparel firm has evolved to become one of Australia's major suppliers and producers of school uniforms, while the advertising agency has expanded to incorporate an Innovation consultancy.

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Murray Berghan is The Owner and Founder of a Clothes Manufacturing Company

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Murray Berghan is The Owner and Founder of a Clothes Manufacturing Company

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Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business.

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Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business.

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DESIGN PRINCIPLES FOR SOCIAL INNOVATION - MURRAY BERGHAN

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DESIGN PRINCIPLES FOR SOCIAL INNOVATION - MURRAY BERGHAN

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I'll go through the Design Council's process and toolkit, as well as the most important aspects to keep in mind while attempting to adapt it for social innovation.

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Murray Berghan presenting by berghanmurray on DeviantArt

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The different stages and tools of design thinking – Murray Berghan

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The different stages and tools of design thinking – Murray Berghan

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I will cover the Design Council's method and its toolbox and summarize the most relevant things one should know when trying to adapt it for social innovation.

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Introduction

Design thinking might seem like a fancy word, but it is a winning concept of the modern world. During World War II, the United Kingdom's Design Council was established by Winston Churchill to support Britain's economic recovery ¹. The Council of Industrial Design wanted to promote the improvement of design in the products of British industry in every possible way. More than 78 years later, the Design Council's process is utilized by the most efficient and productive organizations, such as Apple, Tesla, IDEO, and several NGOs. It has evolved to meet the standards of socio-economic change and to bring the ability to make life better. The goal of the Council is to inspire new approaches of thinking based on design tools and techniques to encourage the public and provide government policy with information ². My name is Murray Berghan, and in this article, I will cover the Design Council's method and its toolbox and summarize the most relevant things one should know when trying to adapt it for social innovation.

The Design Council process

According to one of the most fundamental design management books, 'The design process is the specific series of events, actions or methods by which a procedure or set of procedures are followed to achieve an intended purpose, goal or outcome. ³The design process in general consists of a group of actions and methods. Design processes can be difficult to standardize because they are not linear, and problems vary significantly. However, some similarities can be utilized by organizations. Based on multiple case studies, in 2004, the Design Council created the Double Diamond method, which is flexible enough, so it can be altered to almost any situation, but still has very high standards and a robust fundamental framework. ⁴

The Double Diamond method

The Design Council uses the Double Diamond Model for its design thinking method. The model shows two different problem-solving approaches, relying on the contrast between divergent thinking and convergent thinking. It clarifies that the design process embraces divergent thinking from the start. Design Council's framework for innovation aims to bring people together, whether they are designers or not. The main idea is that everyone can utilize the approach's benefits to solve some of the wicked social, economic, or environmental issues. It also offers its benefits to the public, private, and third sector (voluntary sector) organizations. The Double Diamond method is the core of the Design Council's design methodology, which provides a clear, comprehensive, and visual description of the design process. It was established in 2004, it has become world-famous and it is used by many organizations. 5 IDEO is an excellent example that took advantage of the process and its toolbox. It is a global design company that works with organizations aiming to grow their businesses. Adopting the Design Council's framework, they help influence and build better products, services, and experiences. As well as highlighting the design process, Design Council's framework for innovation also includes the fundamental principles and design methods that designers and non-designers need to take and the ideal working culture needed to achieve significant and long-lasting positive change.

The Double Diamond steps and their tools

The method has 4 main steps: discover, design, develop and deliver. Every stage has its own set of tools that can help to bring solutions to light and give ideas frameworks to work with. There are 2 phases of the whole process. First, discovering and designing steps are considered in the problem phase, which is for understanding the problem. By the end of this phase, the problem is defined and well-established. The second phase of the Double Diamond is called the solution phase, where a solution to the problem is created, and the final product is a small-scale test of that solution. ⁶ As said earlier and we will see later, it is not necessarily a linear process.

The two diamonds represent a process of exploring an issue more widely or deeply (divergent thinking) and then taking focused action (convergent thinking). Many of the organizations we support learn more about the underlying problems, which can send them back to the beginning. Making and testing very early stage ideas can be part of discovery. From a design perspective, ideas are never finished, only abandoned, but one can always come back to them later to make them better. It is crucial to constantly collect information and feedback about the ideas so the end-product or service can also be influenced.

Discover

The model's first step helps people understand the problem and look at the situation from multiple angles. The process starts from 0, which means every aspect of the problem can be questioned. Discovering is a divergent step of the model, as the main goal is to get every idea out there and investigate all the perspectives. This step involves speaking to and spending time with people affected by the issues ⁷.

Toolbox:

Mind maps, also called messy maps, are very effective brainstorming tools. It is used to discover different ideas about a core problem. It starts with writing the main topic in the center of the map, and everything can be connected to it later on. It can be drawn on paper; however, whiteboards are probably more efficient for visualization. ⁸
Multi-Perspective Problem Framing (MPPF)
The MPPF tool is introduced to the public by Dr. Stuart English of the School of Design. The method is based on the integrated mind map, where six cornerstones are investigated for understanding the problem. ⁹

Brainstorming and Reversed Brainstorming

Brainstorming is not a new concept for companies and organizations. Its main goal is to explore ideas in the group and generate an open discussion. However, a less-known method is reversed brainstorming, used when the team is out of ideas. Using this tool, the team hypothetically makes the problem worse, emphasizing it, which can bring new solutions to light. ¹⁰
Field research
Field research is also called primary research or collecting empirical data. It mainly has 3 different methods: interviews, focus groups, and observation. The main advantage of field research is collecting information from the bottom of the social interactions, where the problem unfolds instead of building up a solid hierarchical system for creating a solution. We must remember; social design embraces bottom-up solutions rather than top-down. ¹¹

Interviews can be arranged personally or in the online space. The main idea is to gather people affected by the problem or involved in creating a solution. It can be structured, semi-structured, or unstructured based on what questions we would like to ask. Focus groups are similar to interviews, but they are group discussions with usually 5-8 people. Therefore, it has a different dynamic than an interview, and it can also be a lot cheaper to arrange it. However, due to the situation, they can be influenced by others or too shy to share their ideas, resulting in different results. Observations allow us to see people in their environment and investigate how they are affected by the problem. However, it must be kept in mind that the observer constantly alters the situation somehow, creating bias. ¹²

In this method, the design team observes the user experience while using the product or the service. For example, the team can follow the user while online booking for tickets or a shopping experience.

Define

The discovery phase aims to build up to defining the solution. The Define step is a convergent part of the problem space because the idea here is to narrow down the problem into a clear definition. There must be a mutual agreement at this step, as later on, the solution will be based on this definition. This convergent step involves analyzing evidence and filtering ideas to reach a practical and coherent clear brief. ¹³

Root-cause analysis or also known as the fish-bone analysis or Ishikawa diagram

Design thinking in general, but the Double Diamond mainly aims to identify the root cause of the problem. This way, the solution won't be superficial, but it affects the very first step of the problem. With sufficient information about the issues, one can analyze the data to determine the root problem. This tool originates from the Lean Six Sigma approach that investigates six main areas that can be the root cause of any situation: measurements, materials, people, environment, machines, and methods. ¹⁴

The 5 Whys method also aims to identify the root problem. By asking why five times in a row, one can successfully reach the root cause of the problem so it can become the core of the problem statement. ¹⁵

Develop

Developing the first step of the solution space inspires people to give different answers to the clearly defined problem.

The first part of the process can also be considered as the ideation phase of the design thinking process that is before creating a prototype. Ideation is in the development stage, where ideas and solutions to the problem definition are collected. Ideation starts once the problem has been identified and continues into prototyping. There are conscious techniques to utilize in the ideation stage. It is a creative process where designers generate ideas in sessions by using brainstorming or reverse brainstorming again. In the ideation phase, it can help to start asking the right questions, stay away from obvious solutions, and emphasize the strength and different perspectives of the team. ¹⁶

Figure 1. IDEO design process ¹⁷

After the ideation phase but still, in the developing step, the team builds prototypes of the solution and tests it involving the end-user in the testing process. By the end of the process, multiple prototypes are created. Therefore, it is a divergent step again. ¹⁸

Storytelling is one of the most powerful tools in design thinking. Our ancestors have told stories for generations; stories as old as the Epic of Gilgamesh were told for thousands of years. Storytelling is deeply embedded in our thinking, and the design process aims to utilize and build on this fact. It can be used in both the Discover and the Develop steps. The goal of storytelling is to listen to the team members' stories about their investigation, prototypes, and experience. As the stories unfold, notes can be taken used later on. The technique is a perfect way for visualization, and stories can also help us understand the problem deeper. ¹⁹

Building a minimum viable product is nothing new in the business world. It represents a small-scale, limited version of the product, so it can be used for demonstration and testing. Moreover, it helps the team evaluate the product or the service in a real-life situation. After feedback is collected, the team can use the information to improve the final complete product. ²⁰

Deliver

The delivery step evolves around testing different solutions, selecting the best ones, and improving them; hence, it is a convergent step. After the product is ready and launched, the team collects data from the end-users. The feedback is used to improve the future versions of the product. ²¹

Surveys

Surveys are the most frequently used tool for designers. Marketers get information through rating or simple questionnaires to collect details about the users' comments and opinions about the product.

Design principles for social innovation

Four fundaments must be taken into consideration when designing a social innovation. The first one is to really care about people and make them a top priority. This entails that we must aim to understand them, their needs and what aspires to them. Second, we must communicate the idea very clearly and make the message easily understandable. Third, we must think of people as collaborators and co-creators of social innovation. By increasing integration and engagement in people, we can make the project more efficient and outstanding. Lastly, don't be afraid to change your mind if something does not seem to work out. Iteration is vital, so if you spot errors early, try to correct them, making your ideas better. ²²

I hope this article can bring you closer to your goals. The UK Design Council's method created a coherent, modern way for designing solutions, and NGOs and social enterprises can highly benefit from this approach.

To your success,
Murray Berghan
References

Council, Design " Our History" [cited 2022 February 8] Available from: https://www.designcouncil.org.uk/who-we-are/our-history

Clarkson, P. John, Caroline Simons, and Claudia Eckert. "Predicting change propagation in complex design." J. Mech. Des. 126.5 (2004): 788-797.

Best, Kathryn. Design management: managing design strategy, process, and implementation. AVA Publishing, 2006.

Council, Design. "What is the framework for innovation? Design Council's evolved Double Diamond" [cited 2022 February 8] Available from: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond

Council, Design. "What is the framework for innovation? Design Council's evolved Double Diamond" [cited 2022 February 8] Available from: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond

Ordóñez, Adriana Santos, et al. "Design thinking as a methodology for solving problems: Contributions from academia to society." Global Partnerships for Development and Engineering Education: Proceedings of the 15th LACCEI International Multi-Conference for Engineering, Education, and Technology. 2017.

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Council, Design. "Eleven lessons: managing design in eleven global companies-desk research report." Design Council (2007).

Rafiq, Elmansy. "Design thinking tools: reverse brainstorming." Проблемы управления в социальных системах 8.12 (2015): 6-10.sdcs

Rafiq, Elmansy. "Design thinking tools: reverse brainstorming." Проблемы управления в социальных системах 8.12 (2015): 6-10.sdcs

Schimmel, Katja. "Design Thinking as an effective Toolkit for Innovation." ISPIM Conference Proceedings. The International Society for Professional Innovation Management (ISPIM), 2012.

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Schimmel, Katja. "Design Thinking as an effective Toolkit for Innovation." ISPIM Conference Proceedings. The International Society for Professional Innovation Management (ISPIM), 2012.

Rafiq, Elmansy. "Design thinking tools: reverse brainstorming." Проблемы управления в социальных системах 8.12 (2015): 6-10.sdcs

Interaction Design Foundation. "What is Ideation and How to Prepare for Ideation Sessions" [cited 2022 February 10] Available at: https://www.interaction-design.org/literature/article/what-is-ideation-and-how-to-prepare-for-ideation-sessions

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Rafiq, Elmansy. "The Double Diamond Design Thinking Process and How to Use it" [cited 2022 February 8] (2021) Available at: https://www.designorate.com/the-double-diamond-design-thinking-process-and-how-to-use-it/

Council, Design. "Eleven lessons: managing design in eleven global companies-desk research report." Design Council (2007).

# data[].attributes.attachment_link.title
The different stages and tools of design thinking - Murray Berghan

# data[].attributes.attachment_link.description
Design thinking might seem like a fancy word, but it is a winning concept of the modern world. During World War II, the United Kingdom's Design Council was established by Winston Churchill to support Britain's economic recovery 1. The Council of Industrial Design wanted to promote the improvement of design in the products of British industry in every possible way.

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Why Building a Culture with a Growth Mindset is Critical in the Care Economy

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Why Building a Culture with a Growth Mindset is Critical in the Care Economy

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Murray Berghan believes we are all worthy of equal care, respect, and dignity. Professionals need to instill a growth mindset in order to truly help them reach their potential. They lead by doing. They show that growth isn’t just possible but also feasible when given enough time and effort can help to build the confidence of those they serve.

# data[].attributes.attachment_link.title
Why Building a Culture with a Growth Mindset is Critical in the Care Economy.

# data[].attributes.attachment_link.description
Murray Berghan believes we are all worthy of equal care, respect, and dignity. Professionals need to instill a growth mindset in order to truly help them reach their potential.

# data[].attributes.headline
What is an innovation design sprint and how does an NGO, not-for-profit or social enterprise use it for business success?

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What is an innovation design sprint and how does an NGO, not-for-profit or social enterprise use it for business success?

# data[].attributes.body
Murray Berghan has used his business experience to help several NFPs like The Deaf Society, Caring for Carers Australia, and Save the Children Fund.

# data[].attributes.attachment_link.readable_text
A circle of eager entrepreneurs shout ideas across a table, and slap new proposals onto a marker-streaked whiteboard as the final member of their group arrives baring a needed restock of coffees. Some concepts stick, others are tossed aside, but in no time at all, a clearer image is born. This is how a typical design sprint might go. It's a short and intense bout of effort where a team of devoted experts compress what is usually a long process of designing, prototyping, and testing a new product or idea. It's difficult and it's powerful, but why would we want to place such pressure on ourselves?

Parkinson's Law

In the first line of an essay written in a 1995 issue of The Economist, the British historian, Cyril Northcote Parkinson wrote: "Work expands to fill the time available for its completion" (1). In other words, if a project needs to be done in a year, it'll be done in a year. If it needs to be done in a month, it will be done in a month. And if it needs to be done today, it'll be done today.

This adage has since taken on the moniker of "Parkinson's law". The point of the essay was to encourage a thought experiment: what if you had to complete a project with an aggressive timescale? For instance, if you had to build a skyscraper in a week, how would you go about doing it? What options would you choose? What trade-offs would you make?

Murray Berghan, managing director of Sensitive Group, began two businesses during his undergraduate degree, an advertising agency, and a clothing manufacturing business. Such a short timescale is a lot to begin a single business, let alone two, and he did this with the time restraints a tertiary education brings.

Of course, there are some projects you couldn't finish within aggressive timescales, like building a skyscraper in a week, but the thought experiment should have you consider what is possible when you implement the right thought process.

Design Sprints

Originating from Google, a Design Sprint is a time-constrained burst of dedicated effort by developers to lift a product or service from a concept into a fully-fledged business idea. It's usually five days long and employs a user-focused team to answer critical questions around the design, prototyping, and testing of ideas. The intention is to reduce the risk of a concept failing by rapidly testing it around the intended use of the service or product, and often employs the latest breakthroughs in innovation, behavioral science, and design (2).

How to use a Design Sprint

Each day is split into a task (2).

Monday is dedicated to mapping out the week. Starting with the end in mind, you determine your overarching goal and what you want to achieve by Friday. At the end of the day, you should have a succinct list of the challenges and targets to solve in one week.

Now that you understand the problem and your targets, Tuesday is going to be about focusing on solutions to the challenge you proposed. You begin the day by taking inspiration from existing ideas which you will remix and try to improve on. You will also plan the customer test by recruiting customers who meet your customer criteria.

With your stack of solutions to your problems at hand, Wednesday begins with a critique of each solution. You don't have time to prototype and test each one, so you need to narrow down your list to the most viable options. And once you have chosen the best options, you spend the remainder of the day weaving each into a step-by-step plan: from design and prototyping to testing.

You want to use this day to create something presentable for your test customers on Friday. Realistically, you might not be able to finish an entire functioning prototype, but you don't have to. You only need to focus on the "customer-facing" aspect of your prototype. In other words, you only need to develop what the customer is going to see.

By Friday, you should have a prototype to present to your customers. This final day is then spent interviewing customers and noting how they react to the prototype. You take notes and learn how this information can be used to improve your designs going forward. When all is said and done, you'll have a fair idea of how viable your prototype is, how much more work is needed to be done, and what actions need to be taken next.

What are NFPs, NGOs, and social enterprises?

Not-for-profits (NFTs) are organizations that operate solely to fulfill their objectives without intending to make a profit or increase the personal gain of their members (3). All profit is reinvested into carrying out the NFPs mission statement, and excess profits must either be used to launch projects or carry out the day-to-day activities of the organization. Murray Berghan has used his business experience to help several NFPs like The Deaf Society, Caring for Carers Australia, and Save the Children Fund.

Non-government organizations (NGOs) are NFPs that operate independently from local, state, federal, or international government oversight (4). While an NFP might be a church or community arts center, NGOs are often (but not always) larger organizations that tackle political, social, and humanitarian issues like human trafficking and famine, or natural disasters like hurricane relief efforts.

In contrast to NFPs and NGOs, a social enterprise is an organization that operates as a business, earning an income through sales and trade. However, just like NFPs and NGOs, their main objective isn't profit. For example, Raise Your Spirit, is a social enterprise directed by Murray Berghan that helps young adults living with disabilities. Such organizations use funds for humanitarian goals such as improving local communities, helping the environment, providing access to training and employment, or tackling social problems like poverty (5).

How can a Design Sprint Help an NFP, NGO, or social enterprise?

While NFPs, NGOs, and social enterprises have motivations other than profit, there are several ways a design sprint can be utilized to accomplish its goals: A Design Sprint can help determine the processes, resources, and time required to disseminate aid or begin a community program. You can also develop sustainable solutions to challenges before the program begins and build a consensus on the appropriate steps to take. Most usefully, since the users are at the center of the Design Sprint process, you can see first-hand whether your program has the desired effect or solves a pertinent problem.

While Design Sprints aren't going to solve every problem an NFT, NGO, or social enterprise will face, it's a useful tool to have at hand. When time is of the essence, when you have pertinent questions about a concept you want to implement, or if want to see if your idea solves a specific problem, then a Design Sprint might just be the solution you need.

1. Parkinson CN. Parkinson's Law. The Economist [Internet]. 1955 Nov 19 [cited 2022 Feb 7]; Available from: https://www.economist.com/news/1955/11/19/parkinsons-law

2. The Design Sprint - GV [Internet]. [cited 2022 Feb 7]. Available from: http://www.gv.com/sprint

3. Office AT. Starting an NFP [Internet]. Australian Taxation Office; [cited 2022 Feb 7]. Available from: https://www.ato.gov.au/non-profit/getting-started/starting-an-nfp/

4. Not-for-profits, charities & NGOs. What's the difference? [Internet]. GradAustralia. 2019 [cited 2022 Feb 7]. Available from: https://gradaustralia.com.au/career-planning/not-for-profits-charities-ngos-whats-the-difference

5. Victoria B. Social enterprise [Internet]. Business Victoria. 2021 [cited 2022 Feb 7]. Available from: https://business.vic.gov.au/business-information/start-a-business/business-structures/social-enterprise

# data[].attributes.attachment_link.title
What is an innovation design sprint and how does an NGO, not-for-profit or social enterprise use it for business success?

# data[].attributes.attachment_link.description
A circle of eager entrepreneurs shout ideas across a table, and slap new proposals onto a marker-streaked whiteboard as the final member of their group arrives baring a needed restock of coffees. Some concepts stick, others are tossed aside, but in no time at all, a clearer image is born.

# data[].attributes.headline
Murray Berghan - Design Sprint Help an NFP, NGO, or Social Enterprise.

# data[].attributes.subject
Murray Berghan - Design Sprint Help an NFP, NGO, or Social Enterprise.

# data[].attributes.body
A Design Sprint can help determine the processes, resources, and time required to disseminate aid or begin a community program. You can also develop sustainable solutions to challenges before the program begins and build a consensus on the appropriate steps to take.

# data[].attributes.attachment_link.readable_text
Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative thatprovides new ways of thinking to organizations that aspire to make the world a better place.

A lifelong innovator, Murray founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia's largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specializes in Innovation. Over the course of his career, has consulted to some of the nation's top companies, including Johnson & Johnson, Rio Tinto, Suncorp, Siemens, Tip Top, RACQ, Castlemaine Perkins, V8 Supercars, Origin Energy, Cardno, Technology One, Lend Lease, Mirvac Group, Caroma Bathrooms, APA Group, Tabcorp and Telstra Corporation.

# data[].attributes.attachment_link.description
Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative thatprovides new ways of thinking to organizations that aspire to make the world a better place.

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Murray Berghan's Attitude to his Work as Managing Director is Dynamic and Creative

# data[].attributes.subject
Murray Berghan's Attitude to his Work as Managing Director is Dynamic and Creative

# data[].attributes.body
Murray Berghan believes we are all worthy of equal care, respect, and dignity. Professionals need to instill a growth mindset to truly help them reach their potential. They lead by doing. They show that growth is just possible but also feasible when given enough time and effort can help to build the confidence of those they serve.

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berghanmurray Publisher Publications - Issuu

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Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innovation and Make Communications. Murray is also a sessional academic teaching innovation in the faculty of business.

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Murray Berghan, Managing Director of Sensitive Group, a social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications demonstrates that novel ways of thinking and clear aspirations can make the world a better place.

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What cannot-for-profits, non-government organisations and social enterprises innovate?

Not-for-profits (NFPs), non-government organizations (NGOs), and social enterprises fulfill crucial societal needs, introduce environmental and sustainability projects, and launch humanitarian initiatives. They also play an important part in our economy, employing 4.9 million Australians each year (1). Murray Berghan, Managing Director of Sensitive Group, a social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications demonstrates that novel ways of thinking and clear aspirations can make the world a better place.

It's such organizations that fill gaps in our communities and rise to the occasion when crises occur, yet with limited resources and demand for such programs growing each year, innovation in these areas needs to be placed at the forefront.

NFPs

Not-for-profits are organizations that operate solely to fulfill their objectives without intending to make a profit or increase the personal gain of their members (2). All profit is reinvested into carrying out the NFPs mission statement, and excess profits must either be used to launch projects or carry out the day-to-day activities of the organization. Charities are obvious examples of NFPs, but many community service organizations, social organizations, and recreational and sporting clubs can be considered NFPs.

NGOs

Non-government organizations are NFPs that operate independently from local, state, federal, or international government oversight (although, they sometimes receive government funding) (3). While an NFP might be a church or community arts center, NGOs are often (but not always) larger organizations that tackle political, social, and humanitarian issues like human trafficking and famine, or natural disasters like hurricane relief efforts.

Social enterprises

In contrast to NFPs and NGOs, a social enterprise is an organization that operates as a business, earning an income through sales and trade. However, just like NFPs and NGOs, their main objective isn't profit. Instead, these funds go towards humanitarian goals such as improving local communities, helping the environment, providing access to training and employment, or tackling social problems like poverty (4).

What can NFPs, NGOs, and social enterprises innovate?

If the invention is the generation of novel ideas, innovation is the transformation of those ideas into useful packages of features and benefits (5).

Consider what companies had to go through to develop stable supply chains: procuring, storing, processing, and distributing inventory that was originally organized by independent departments were eventually linked together into a single unifying system. And when you have a system like that, these different departments can communicate and continue to improve their processes. Their motivation was to get a product as efficiently to customers in a low-cost way; it was a response to market needs.

In contrast, innovation in NFPs responds to social and humanitarian needs and they rapidly mobilize to support them. Most importantly, since NFPs, NGOs, and social enterprises are not motivated by profit their members are driven by a desire to make the world a better place. A survey by McKinsey & Company found that the most successful NFPs not only develop robust systems and the discipline to execute their ambitions, they also foster talent (6). Murray Berghan, who plays a key role in the social enterprises listed above, echoes this sentiment, believing these organizations can promote opportunities to empower others to strive towards a bright future of their creation.

The best NFPs innovate talent. They mobilize people to be the best version of themselves and aim to improve the world however they can.

References

1. Commission P. Contribution of the Not for Profit Sector - Productivity Commission Research Report [Internet]. 2010 [cited 2022 Feb 7]. Available from: https://www.pc.gov.au/inquiries/completed/not-for-profit/report

2. Office AT. Starting an NFP [Internet]. Australian Taxation Office; [cited 2022 Feb 7]. Available from: https://www.ato.gov.au/non-profit/getting-started/starting-an-nfp/

3. Not-for-profits, charities & NGOs. What's the difference? [Internet]. GradAustralia. 2019 [cited 2022 Feb 7]. Available from: https://gradaustralia.com.au/career-planning/not-for-profits-charities-ngos-whats-the-difference

4. Victoria B. Social enterprise [Internet]. Business Victoria. 2021 [cited 2022 Feb 7]. Available from: https://business.vic.gov.au/business-information/start-a-business/business-structures/social-enterprise

5. This Is The Difference Between "Invention" And "Innovation" [Internet]. Business Insider Australia. 2012 [cited 2022 Feb 7]. Available from: https://www.businessinsider.com.au/this-is-the-difference-between-invention-and-innovation-2012-4

6. Building from the purpose: Unlocking the power of Australia's not-for-profit sector | McKinsey [Internet]. [cited 2022 Feb 7]. Available from: https://www.mckinsey.com/au/our-insights/building-from-purpose-unlocking-the-power-of-australias-not-for-profit-sector

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What cannot-for-profits, non-government organisations and social enterprises innovate? Not-for-profits (NFPs), non-government organizations (NGOs), and social enterprises fulfill crucial societal needs, introduce environmental and sustainability projects, and launch humanitarian initiatives. They also play an important part in our economy, employing 4.9 million Australians each year (1).

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Murray Berghan is Known for his Sensitivity to Life in his Work.

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Murray Berghan is Known for his Sensitivity to Life in his Work.

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A lifelong innovator, Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia’s largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specialises in Innovation.

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berghanmurray Profile and Collections - Wakelet

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Murray Berghan is a researcher and is currently combining his experience in innovation with his research skills to find evidence-based ways to lift the spirits of those living with a disability.

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Murray Berghan Attends the Carer High Tea Hosted by The CCA

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Murray Berghan Attends the Carer High Tea Hosted by The CCA

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As a specialist in innovation for social causes, some of Murray’s consults include the Save the Children Fund, Deaflympics, Recross, Young care, Queensland Institute of Medical Research (QIMR), Brisbane City Council City smart, St Vincent De Paul, Guide Dogs Australia, Oz care, The Deaf Society, Mater Mothers, Caring for Carers Australia, Better hearing, The National Relay Service, Australian Communication Exchange, Condamine Alliance, Hear and Say Worldwide, and the CCA Carer High Tea.

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The dictionary definition of a disability is defined as a "a physical, mental, cognitive, or developmental condition that impairs, interferes with, or limits a person's ability to engage in certain tasks or actions or participate in typical daily activities and interactions.

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Murray Berghan is The Founder of Sensitive Group

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Murray Berghan is The Founder of Sensitive Group

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Murray Berghan from Sensitive Group, the owners of Make Communications and Make Innovation, are themselves a case study in innovative success.

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Murray Berghan is The Founder of Sensitive Group

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Murray Berghan is The Founder of Sensitive Group

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Murray Berghan from Sensitive Group, the owners of Make Communications and Make Innovation, are themselves a case study in innovative success. By employing strategy paired with a heavy dose of creativity, this top-notch team has helped many non-profits, NGO’s and social enterprises achieve greater results in their fields.

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Is it invention, creativity, entrepreneurship, or something else?
Innovation. This buzzword is all too often thrown around business meetings, forums, and conferences, accompanied by only the vaguest sense of definition. Certainly, people tend to associate the act of innovating with pushing boundaries, taking risks, striving towards the new and novel, but in truth, these concepts are only pieces of what innovation is, not the whole picture. What then, is innovation really?

Many definitions have been posed over the years, with variations springing up depending on the industry of origin or the predominant philosophy of the time. An early, and popular, definition was provided by political science professor Victor Thomas in his 1965 article published in the Administrative Science Quarterly, in which he wrote, "Innovation is the generation, acceptance, and implementation of new ideas, processes products, or services." ¹

In recent years, other more nuanced definitions have been offered. A 2009 review published in Management Decision sought to generate a cohesive definition of innovation that was applicable across varied disciplines. To accomplish this, researchers cataloged over 60 different definitions posed throughout the 1900s and early 2000s, analyzing their commonalities and differences. The culmination of their work lead to the following definition: "Innovation is the multi-stage process whereby organizations transform ideas into new/improved products, services, or processes in order to advance, compete and differentiate themselves successfully in their marketplace." ²

While both interpretations of innovation are valuable, they ultimately fail to capture something vital to the innovative process: innovation cannot succeed without leaving the traditional behind. David Kelley's IDEO, a globally recognized powerhouse of innovation, is founded on this very concept. In a 2009 article published by the Stanford Social Innovation Review, IDEO challenges other companies to reconsider how they approach innovation, writing, "Divergent thinking is the route, not the obstacle, to innovation." ³

Harnessing divergent thinking to spur innovation has proven effective, and not just at IDEO. Murray Berghan from Sensitive Group, the owners of Make Communications and Make Innovation, are themselves a case study in innovative success. By employing strategy paired with a heavy dose of creativity, this top-notch team has helped many non-profits, NGO's and social enterprises achieve greater results in their fields. Make even won the Australian Marketing Institute's Marketing Program of the Year award for their work on Young care, definitively proving divergent thinking gets business results.

Perhaps the idea of bucking the traditional as these two companies believe seems obvious in hindsight, but the practical application of leaving what is comfortable can be easier said than done. Corporations and non-profits alike feel the pull to stick with what's known, planned carefully, and can be implemented slowly. After all, real money, jobs, and goods/services are on the line. But while innovation can be a messy process, it's something that's needed too. Even objectively good ideas and business models can use refining.

Non-profits may not historically have regarded innovation as a hallmark of their business models but leaving behind traditional modes of service to think outside the box and develop increasingly people-centric, innovative solutions can only better the communities they desire to help. If this philosophy has helped businesses like David Kelley's IDEO and Murray Berghan's Make Innovation serve non-profits well, as outside consultants, why not bring this way of thinking into the heart of the organizations too?
References

1. Thompson VA. Bureaucracy and innovation. Administrative Science Quarterly [Internet]. 1965 [cited 2022 February 2];10(1):1-20. Available from: https://doi.org/10.2307/2391646.

2. Baregheh A, Rowley J, Sambrook S. Towards a multidisciplinary definition of innovation. Management Decision [Internet]. 2009 [cited 2022 February 2];47(8):1323-39. Available from: 10.1108/00251740910984578.

3. Wyatt J, Brown T. Design thinking for social innovation. Stanford Social Innovation Review [Internet]. 2009 [cited 2022 February 2];8(1):31-35. Available from: https://doi.org/10.48558/58Z7-3J85.

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Is it invention, creativity, entrepreneurship, or something else? Innovation. This buzzword is all too often thrown around business meetings, forums, and conferences, accompanied by only the vaguest sense of definition. Certainly, people tend to associate the act of innovating with pushing boundaries, taking risks, striving towards the new and novel, but in truth, these concepts are only pieces of what innovation is, not the whole picture.

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5 reasons why NGOs, charities, and social enterprises should apply Design Thinking - Murray Berghan

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5 reasons why NGOs, charities, and social enterprises should apply Design Thinking - Murray Berghan

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My name is Murray Berghan, and in this article, I will cover 5 main reasons why Design Thinking should be adopted for social innovations by the abovementioned organizations.

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Design Thinking can be highly beneficial for transforming organizations to develop their services, products, or entire business models. In recent years, non-governmental organizations (NGOs), charities, and social enterprises started to apply thinking like designers, as this approach can bring together what is desirable from a human perspective.1 My name is Murray Berghan, and in this article, I will cover 5 main reasons why Design Thinking should be adopted for social innovations by the abovementioned organizations.

1. It provides a bottom-up solution.

Non-profits are beginning to understand that design thinking can help create solutions bottom-up rather than top-down. The method allows working closely with the clients and consumers; thus, design thinking enables high-impact solutions to come up from the lower social levels rather than being imposed from the top. ² This is preferable when developing a social innovation because the solution emerges within the situation, starts growing, and eventually brings socio-economic changes.

2. Human-centred approach

Design Thinking applies a very human-centered approach as it became the fundament of the method. Its creative way ensures that products, services, and processes are rooted in the needs of people, communities, and/or end-users. For this approach, the different viewpoints of people are understood and analyzed, and the solutions are designed from their perspective. ³

3. Co-evolution of the problem and solution

During designing, the creators' attention commonly goes back and forth between their comprehension of the problem and their ideas for a solution. Therefore the problem and the solution co-evolve together by creating prototypes and a minimum viable product (MVP). Ideas can be constantly developed onto a deeper level. ⁴

4. Design thinking is utilized for wicked problems.

NGOs and social enterprises usually aim to create solutions to the so-called 'wicked problems. The Design Thinking process can provide a practical approach to resolving these complex problems, such as hunger, poverty, clean water, sanitation, or inequality. ⁵

5. Practical process

One of the most important advantages of Design Thinking is practicality. The designing process has three basic steps:

During the first step, inspiration, people can open up for creative possibilities; learn on the fly, and brainstorm. The ideation step is to select ideas, improve the good ones, test them, and create prototypes. The third and final step is implementing, during which the team can get the idea out to the world, develop partnerships and boost the business model. The process may be thought of as a system of overlapping spaces rather than a sequence of orderly steps: inspiration, ideation, and implementation. Projects may loop back through inspiration, ideation, and implementation more than once as the team refines its ideas and explores new directions. 7 The process also considers what is technologically feasible and economically viable.

Summary

I hope this article was helpful. I recommend researching more about design thinking regarding NGOs, charities, and social enterprises. They can offer a tangible way to establish the right mindset and bring the necessary changes to social situations.

To your success,
Murray Berghan
References

1. Friedland, Barton, and Yutaka Yamauchi. "Reflexive design thinking: putting more human in human-centered practices." interactions 18.2 (2011): 66-71.

2. Kolko, Jon. "The divisiveness of design thinking." Interactions 25.3 (2018): 28-34.

3. Friedland, Barton, and Yutaka Yamauchi. "Reflexive design thinking: putting more human in human-centered practices." interactions 18.2 (2011): 66-71.

4. Dorst, Kees; Cross, Nigel. "Creativity in the design process: co-evolution of problem-solution" (PDF). Design Studies. 22 (5) (2001):425-437. doi:10.1016/S0142-694X(01)00009-6.

5. Brown, T. Wyatt, J. Design thinking for social innovation. Stanford social innovation review. (2010)

6. Brown, T. Design Thinking. Harvard Business Review (2008)

7. Brown, T. Design Thinking. Harvard Business Review (2008)

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5 REASONS WHY NGOS, CHARITIES, AND SOCIAL ENTERPRISES SHOULD APPLY DESIGN THINKING - MURRAY BERGHAN

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Design Thinking can be highly beneficial for transforming organizations to develop their services, products, or entire business models. In recent years, non-governmental organizations (NGOs), charities, and social enterprises started to apply thinking like designers, as this approach can bring together what is desirable from a human perspective.1 My name is Murray Berghan, and in this article, I will cover 5 main reasons why Design Thinking should be adopted for social innovations by the abovementioned organizations.

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Murray Berghan is a Professional with a Curiosity for New Ideas

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Murray Berghan is a Professional with a Curiosity for New Ideas

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Murray Berghan's creative and innovative approach to his work as Managing Director of Sensitive Group is based on professional competence and a passion for innovation. Murray Berghan is a researcher who is now combining his inventive skills with his research abilities to develop evidence-based solutions to help persons with impairments boost their spirits.

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Murray Berghan

Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative that provides new ways of thinking to organizations that aspire to make the world a better place.

A lifelong innovator, Murray founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia's largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specialises in Innovation. Over the course of his career, Murray Berghan has consulted to some of the nation's top companies, including Johnson & Johnson, Rio Tinto, Suncorp, Siemens, Tip Top, RACQ, Castlemaine Perkins, V8 Supercars, Origin Energy, Cardno, Technology One, Lend Lease, Mirvac Group, Caroma Bathrooms, APA Group, Tabcorp and Telstra Corporation.

Murray's sensitivity to life has shaped his career, setting him on a path that has seen him play a role in the progress of an impressive number of charities and not-for-profit organizations. As a specialist in innovation for social causes, some of Murray's consults include the Save the Children Fund, Deaflympics, Redcross, Young care, Queensland Institute of Medical Research (QIMR), Brisbane City Council Citysmart, St Vincent De Paul, Guide Dogs Australia, Ozcare, The Deaf Society, Mater Mothers, Caring for Carers Australia, Better hearing, The National Relay Service, Australian Communication Exchange, Condamine Alliance, Hear and Say Worldwide, and the CCA Carer High Tea.

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Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan's dynamic and creative approach to his role as Managing Director of Sensitive Group. A social enterprise that encompasses Raise Your Spirit, Make Innovation and Make Communications, Sensitive Group is an initiative that provides new ways of thinking to organizations that aspire to make the world a better place.

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Murray Berghan's Approach to his Work as Managing Director is Dynamic and Innovative.

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Murray Berghan's Approach to his Work as Managing Director is Dynamic and Innovative.

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Murray Berghan's dynamic and innovative approach to his work as Managing Director of Sensitive Group is based on extensive experience, professional skills, and a love for innovation. Sensitive Group is a social venture that combines Raise Your Spirit, Make Innovation, and Make Communications to bring new ways of thinking to organisations that want to make the world a better place.

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Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a...

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Murray Berghan Founded his First Two Businesses.

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Murray Berghan Founded his First Two Businesses.

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Murray Berghan founded his first two businesses whilst completing his undergraduate degree. The first was an advertising agency and the other was a clothing manufacturing business. Today, the clothing company has grown into one of Australia’s largest school uniform suppliers and manufacturers, while the advertising agency has expanded to include a consultancy that specialises in Innovation.

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Tweets by MurrayBerghan

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Murray Berghan - Managing Director of Sensitive Group

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Murray Berghan - Managing Director of Sensitive Group

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Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan’s dynamic and creative approach to his role as Managing Director of Sensitive Group.

# data[].attributes.attachment_link.description
Extensive experience, professional expertise and a passion for innovation underpin Murray Berghan’s dynamic and creative approach to his role as Managing Director of Sensitive Group.

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Murray Berghan is the Founder and Managing Director of Sensitive Group.

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Murray Berghan is the Founder and Managing Director of Sensitive Group.

# data[].attributes.body
Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innovation and Make Communications. Murray is also a sessional academic teaching innovation in the faculty of business.

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Murray Berghan is the founder and Managing Director of Sensitive Group.

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Murray Berghan is the founder and Managing Director of Sensitive Group. Sensitive Group is a social enterprise that owns Raise Your Spirit, Make Innov