Being a great innovator requires creative thinking — and surrounding yourself with the ideas of other creative thinkers. What are the latest innovations to wow consumers and industry leaders? What shifts are the think tanks predicting? The Innovation Centre gathers together the resources that will inform and inspire you in your quest to become the Next Great Innovator.
Innovation 101
A key part of the Toolbox, we think this Innovation course should be on the required reading list of everyone competing in the Challenge. It’s a short PDF document that’s long on innovation insights.
Submission Templates
Our templates will guide you every step of the way, right through to your final presentation. Select the tab that relates to the part of the process you’d like more information about. You’ll find a clear outline of the task, a list of what must be included in your submission, final due dates to be eligible for prizing, as well as the criteria your project and final submission will assessed on.
You are on: Team Profile
Task:
This is an optional submission. Introduce your team in an innovative way to RBC. Participating entrants receive a chance to win an iPad2† (or similar) in the iPad giveaway contest.
Must include:
- Team name
- Full name(s) – your team must include a minimum of 3 members
- School(s)
- Major
- 1 Resume per person (optional) with a maximum of two pages per resume. Resumes will be used for RBC Recruitment’s talent pool and can be submitted via the RBC careers platform. https://careers.peopleclick.com/careerscp/client_rbc/
external/search.do
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- Link to Youtube Video - if you choose this format for your introduction, it should be uploaded to the YouTube social network and linked to from the Submission form available on the Registration platform.
Judging:
Your team profile should be submitted by October 11, 2011 in order to be eligible for the iPad2† give away contest. RBC reserves its right to, at its sole discretion, provide a thank you gift to those teams or individuals who submit by this deadline. Otherwise your submission must be completed no later than the final submission date.
Note:
The content of your Team Profile may be posted to both the Challenge website and to the Next Great Innovator Challenge Facebook page. Resumes may still be submitted without a Team Profile.
You are on: Abstract
Task:
Provide a brief summary that clearly articulates the essential idea of your Submission. Include a summary explanation of the issue or problem you are trying to solve, the reasons why you chose to solve this particular problem and the solution(s) you propose to your problem.
Must include:
- Standard Cover Page Certification and Authorization
submitted as a separate document via the registration portal
- Title page containing: team name, names, idea name, date
- 3-5 Topic Tags
- Use 750-1000 words to answer:
- What is the problem you are trying to solve?
- What is your idea - innovative concept, technology, or tactic
Judging:
Your abstract should be submitted by October 24, 2011 in order to be eligible for the Facebook badge. Otherwise your submission must be completed no later than the final submission date.
You are on: Research & Viability
Task:
Provide background research as to why you chose the idea presented in the Abstract. The research should include demographic and psychographic substantiation that this idea solves both the problem presented in the Challenge Question and the Sub-Problem your team has identified to solve. Provide an analysis on the viability of implementing your idea in the Canadian financial industry. Proof of concepts or of similar projects in other countries or industries can be used as examples to demonstrate that your team idea is realistic and in scope for a large enterprise to implement.
Must include:
- Standard Cover Page Certification and Authorization
submitted as a separate document via the registration portal
- Use 1000-1500 words to answer:
- Why did you select this problem to solve?
- Why is this solution the one you recommend to the problem?
- Give examples that demonstrate that the solution is viable.
Judging:
Your research, viability, and abstract should be submitted by November 14, 2011 in order to be eligible for the facebook badge. Otherwise your submission must be completed no later than the final submission date.
You are on: Project
Task:
Assemble and revise your work to date. This is the time to complete your Submission. Provide the Bank with all required sections plus a final section which pulls the threads of your idea together and extends your idea to look at impacts and implications of implementing the idea on the target market at large.
Must include:
- Standard Cover Page Certification and Authorization
submitted as a separate document via the registration portal
- The total report should be up to 5,000 words.
- All of your work to date
- What are the implications of your idea
- Demonstrate how the idea / concept is a solution to the question RBC asked
- Demonstrate how the idea / concept is a solution to the problem the group is trying to answer
Optional:
Use the Appendices to add evidence to the case for your innovation. (Appendices are not included in word limit).
Judging:
All submissions must be submitted by December 4, 2011 in order to be eligible for the facebook badge and judging process.
Criteria:
Projects will be judged on the following criteria:
40/100 Innovation: Is the idea innovative? Original? Unique? Creative?
20/100 Problem Solving: How well does the proposed solution answer the proposed problem? Is the insight based on strong research?
10/100 Compelling: Is the idea and presentation thereof compelling?
20/100 Benefits: Would the idea benefit RBC Employees and Clients?
10/100 Viability: Could the idea actually be implemented at RBC?
You are on: Final Presentation
Task:
- A free form 15 minute presentation to RBC Sr. Level Executives
- A 15 minute Q&A with the judges, respondents limit answers to 3 minutes each
Must include:
- Introduce your team
- All team members must be present for the Final Presentation
- Articulate your project to the best of your ability
- You are encouraged to present in an innovative way
Judging:
The presentation will be judged by the Sr. level RBC Executives and teams will be ranked in order of 1-5. Prizes will be distributed to the top 5.
Judges will have ten minutes for discussion and deliberation.
Presentations to occur February 23, 2012.
Criteria:
Projects will be judged on the following criteria:
40/100 Innovation: Is the idea innovative? Original? Unique? Creative?
20/100 Problem Solving: How well does the proposed solution answer the proposed problem? Is the insight based on strong research?
10/100 Compelling: Is the idea and presentation thereof compelling?
20/100 Benefits: Would the idea benefit RBC Employees and Clients?
10/100 Viability: Could the idea actually be implemented at RBC?
Submission Templates
Steps to Innovate
A good place to start is with an understanding of what innovation is and isn’t. Innovation is not renovation or invention. Innovation refers to the creation of better or more effective processes, products, ideas or technologies that affect markets and society. One of the best examples of a fairly recent innovation is the GPS. At it’s core a GPS is a simple combination of roadmaps and existing satellite technology, but this new innovation not only allows us to get from point a to point b without stopping or leaving the comfort of our vehicles, but it can even predict when we can expect to arrive.
Different companies innovate in different ways. At RBC we have our own formula for successful innovation involving a step by step process that enables us to stay a step ahead and produce extraordinary results. Here are the steps we take to innovate:
Team Build
Start by building a great team. 3 or 4 heads are usually better than 1. Individuals always benefit from having others who can question, compliment and improve on their ideas, so make sure your team includes like-minded people who believe in your idea and possess a wide range of qualities and diverse skills. Look for areas that require technical expertise you may not have, ideally choosing people to fit each of the key roles.
Now that you have a team, ensure you provide clearly defined objectives for them. Start by creating a clear goal and breaking it down into defined objectives and roles for each team member. Put the structures in place that they need to achieve results for you. Establishing a chain of command is key, as is obtaining team members input early on and ensuring all team members are clear on each others roles and deliverables.
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Brainstorming
Brainstorming is a useful way of generating radical solutions to problems, but be sure to manage it well. Ensure that during the brainstorming process no criticism occurs, and people’s creativity is given free rein (criticism and judgment can cramp creativity.) Done this way, group brainstorming sessions tend to be enjoyable experiences, and a great way to bring team members together. Your team will be more likely to commit to a solution they participated in developing. In initial sessions focus on quantity over quality and welcome unusual ideas.
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Idea Creation
Start by mapping the universe of opportunities along a particular dimension like your challenge question. Next, try to identify areas along that dimension where innovation activity is most intense. Doing so will reveal areas that are comparatively unexplored. Focus on the neglected areas to uncover potentially unique opportunities. Successful innovators often uncover gold by searching off the beaten path. This may take more effort, but the rewards can be much greater. Be careful not to discount heavily explored areas entirely, since they might be heavily explored for good reason. Keep a list as you go along, ideas often improve when they are combined.
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Idea Testing
Got some great ideas? Good, now don’t get stuck in the idea phase. It’s easy to get lost there, incubating. While incubating is necessary, interesting and enjoyable - if you want to innovate you have to problem solve. It’s important to know when to stop thinking and start doing. Start testing, experiment and play with your favourite ideas. At some point you’ll get stopped, and when you you’ll know it’s time to regroup, and take the time to figure out what to do so you can move ahead again.
Ask these questions to screen your idea: Is there a genuine need for your idea? Would the need be substantial enough to support a business? Do competitors offer something similar, and if they do, what advantages or benefits make your idea better? Is it feasible to produce your idea? Is your idea feasible to produce, legal and safe? If your idea is successful, can it be expanded to include similar or compatible ideas later on? Your answers should give you a better understanding of your idea, conversely if you can’t answer the questions, you’re idea likely needs more research.
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Proof of Concept
Proof of Concept is your opportunity to demonstrate the feasibility of your idea, or provide a demonstration that verifies why your idea is capable of being exploited in a useful way. You can start by understanding what the goals associated with your proof of concept are. Next, limit the scope to ensure your presentation compares the goals with your innovation. Finally, develop a standard routine so you can communicate effectively and efficiently. We’ve broken down the three steps a little further here:
Understand the Goals
Ideally, you want to educate the judges while you eliminate any objections they might have. They’ll be looking for two pieces of key information - does your innovation fall within the guidelines provided, and does it deliver what the team promised it would?
Limit the Scope
Compare your goals with your innovation. Define a bare bones installation of your idea that allows you to meet all goals. Know exactly what type of resources you will require, and understand what additional components will be needed for the idea to be successful.
Develop a Standard Routine
Perfect your pitch. Your team will only have a limited block of time to communicate the idea to the judges. Take the time to put together a routine that will educate the judges quickly, while answering the most common questions. Take the time to practice your routine as well, for timing and ease of delivery. This will enable your team to come across as confident, relaxed and natural, instead of reading from cue cards.
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