We discuss chemistry, changing perspectives and the importance of the Expectation Economy with Cassie Hunt, panellist at our Sydney Trend Event
Featured image sourced from Arkitektura Plus
As founder and director of The Jump Score, Cassie Hunt spends her days trying to help businesses from Australia and beyond to think differently. At our Sydney Trend Event, heading to the Museum of Contemporary Art on November 3rd, she joins our 'Innovation Culture' panel to debate what truly delivers results when it comes to innovation.
Here, we get an insight into what she believes is crucial to changing perspectives, achieving balance and building the perfect innovation strategy.
Can you tell us a bit about your day-to-day working life? What do you enjoy the most, and what do you find the most challenging?
As an innovation specialist, I’ve had the privilege of working with some of the world’s most dynamic companies in all corners of the globe. Through that work I’ve been exposed to all walks of life and I’ve experienced things I’d never have experienced otherwise. Most recently I’ve done a lot of work in the public sector, helping government and regional communities use design thinking methodologies to solve challenges in their community. It’s very inspiring and rewarding work.
Without giving too much away, what topics, issues, trends or challenges are you excited to share with our audience at the Sydney Consumer Trend Event?
It’s often said in innovation that the first revolution is changing your perspective. We spend a lot of time working with our clients on developing ‘peripheral vision’ in their organisation to help them see the world a little differently, reframe problems, and challenge deeply held assumptions about their business. This is critical for making the right decisions in today’s fast moving world where strategy needs to be dynamic. Trends play an important role in this and I’m hoping we’ll have an opportunity in our panel discussion to dive into that.
Another topic I’m really passionate about is creative and commercial chemistry. So many businesses have the balance wrong between ideation and implementation. It’s perceived that the hard work is in developing the right ideas, and that’s often where a lot of resource and energy is focused, where in reality the hard work lies in defining the right strategic territories and creative problem solving your way through implementation once you’ve decided which ideas to progress. This needs a delicate balance of creative and commercial chemistry, a balance that will likely need to change from one innovation initiative to the next.
You feature in our session covering innovation culture and the challenges of big company innovation. Can you share a favourite innovation or initiative that you feel articulates the direction this issue is heading?
Competition in today’s business world comes in all guises, which means a good innovation strategy needs to tackle growth over multiple horizons and with an increasingly uncertain future. I think Westpac have done a great job at managing their innovation portfolio with this in mind.
They recognise they can handle nearer term innovation initiatives internally but that they would benefit from radically different thinking – outside of business as usual – to innovate in more uncertain environments. Their investment in the Reinventure Fund is designed to connect them with tech startups that have the potential to disrupt their core business. It’s a smart strategy.
If you had to pick one trend that you think everyone should be paying attention to now, what would it be?
It’s not so much a trend as it is a way of thinking about and using trends, and that’s the concept of expectation transfer. The value a company delivers to customers can change so rapidly off the back of what other companies are doing–that’s any other company, not just competitors–that businesses need to constantly monitor shifts in expectations and develop a clear understanding of how those shifts might affect the relationship they have with their customers.
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