Seeing the possibilities of corporate incubators Australia Post set out to create their own. The goal was to build a start-up-inspired business unit capable of conceptualising, testing, delivering, and scaling innovative products into a larger service eco-system.
I was part of an executive team tasked with forming an operational business model grounded in Human-Centered Design principles, and responsible for the coaching of teams and senior stakeholders in scaling early stage ideas to highly profitable portfolio products.
Opportunity statement
How might we nurture innovative ideas into our larger product eco-system
For Australia Post's executives and portfolio leads
So that the business can endorse new thinking and profitable scale it's portfolio services
Project Stages
DISCOVER & DEFINE
Stakeholder workshops and industry research
To start the project I undertook research with senior stakeholders to understand financial, reputational, and business development needs. Together we explored incubation programs across the world, then using a series of co-design activities we formed a vision for Australia Post’s own incubator.
Once the vision was established I collaborated with the leadership team to form a clear direction, business strategy, and timeline to rollout.
Once the vision was established I collaborated with the leadership team to form a clear direction, business strategy, and timeline to rollout.
DESIGN
Creation of operational business model
Before we could bring employees into the incubator we needed to establish an
operating model.
I guided the executive team in creating an operational framework that encouraged highly interpersonal team structures, recruitment steps, cultural models, reporting and tracking tools, educational frameworks, success and failure stage-gates, and a set of frameworks and principles that could foster the capability of user-driven teams.
operating model.
I guided the executive team in creating an operational framework that encouraged highly interpersonal team structures, recruitment steps, cultural models, reporting and tracking tools, educational frameworks, success and failure stage-gates, and a set of frameworks and principles that could foster the capability of user-driven teams.
REFINE
Guided roll out
To successfully induct teams into the incubator I facilitated educational sessions and led the development of rituals and processes that would need to be repeated every eight weeks as new members entered into the business unit and old teams left.
This operational model was constantly iterated upon with mechanisms created to capture staff feedback, this led us to improve knowledge deficiencies and frequently asked questions.
This operational model was constantly iterated upon with mechanisms created to capture staff feedback, this led us to improve knowledge deficiencies and frequently asked questions.
DELIVER
Structured coaching sessions & mentoring
My role would evolve to continue to support teams, stakeholders, and individuals
within the incubator and the leadership team.
Support was offered through ongoing educational sessions, workshops, and one on one mentoring around Human-Centered design, lean ways of working, and product validation methods.
within the incubator and the leadership team.
Support was offered through ongoing educational sessions, workshops, and one on one mentoring around Human-Centered design, lean ways of working, and product validation methods.
Multi-stream product delivery
As the model was proven out by early cohorts, product demonstrations were presented back to the business for full lifecycle funding. Amazingly we witnessed and incredible cultural shift as small ideas that had floated around the organisation for years began to receive immense advocacy and sponsorship. As the business model matured we were able to triple our cohorts of cross functional teams to work on discrete projects.
Result
The incubator was successful in identifying and scaling products in emerging markets for Australia Post, and it extended the organisations reach into new industries including employment, education & travel.
Some of the services that came out of the incubator included: Police Checks, a service that was the fastest-growing product within the Trusted eCommerce Solutions portfolio for FY17.
Some of the services that came out of the incubator included: Police Checks, a service that was the fastest-growing product within the Trusted eCommerce Solutions portfolio for FY17.
An improved version of the legacy PostBillPay service, and community products such as digitised notice boards for local groups, pet registration, and council SaaS systems.