Tag Archives: ideo

Google Atmosphere: think creatively and innovate boldly

Atmosphere

Dyfrig Williams took part in Google’s Atmosphere, a webinar that examined cultures of innovation. In this blogpost he reflects on the key learning points.

This Welsh Public Services 2025 paper clearly outlines that we’re in a challenging time for public services, as there are fewer resources to deliver services in a time of rising demand. If we can’t continue to deliver the services in the same way, how can we start changing the way we work? It was with this in mind that I watched Google’s Atmosphere, which shared lessons from organisations in the private sector.

Where do innovative ideas come from?

In this session Tim Brown from IDEO looked at how we need to think about our options in a completely different way if we’re looking for radically different solutions. He examined how we consider our issues, in the sense that if we frame questions in a really specific way, we have little scope to come up with solutions that look genuinely different. The example given was around asking the question “How do we make this chair more comfortable?” If we instead ask “How might we sit in different ways?” there is much more scope to think and work differently.

This chimes with Google’s 10x thinking, where issues are radically approached by trying to improve something by 10 times rather than by 10%. The only way to make those kind of improvements is to think in a different way.

Cultivating team innovation: A look inside the work rules of Google

Listening to Laszlo Bock from Google was heartening, as it echoed aspects of our Staff Ideas webinar from a few weeks ago. Laszlo emphasised the importance of staff engagement. It’s easy for managers to stick with what they know, because they’ve become managers by making good decisions. But as Laszlo pointed out, the sum of employee intelligence is huge, and we must make the most of it.

It’s fascinating that decisions at Google aren’t based on gut instincts, but that they rely on data. Their Project Oxygen was designed to identify the traits of successful Google managers. The team working on the project spent a year examining data from appraisals, employee surveys, awards and other sources, which resulted in more than 10,000 observations of manager behaviours.

Accomplishing business innovation: How Airbnb transformed an industry

We’ve been doing some work on risk management lately (including running a webinar on the topic), so Jonathan Mildenhall of Airbnb’s points on risk were very timely. Jonathan encouraged us to take risks and to celebrate both failure and success. Their monthly ritual of celebrating fabulous failures encourages this culture, as it focuses on ideas that didn’t progress as planned. Jonathan said that “The more a company celebrates failure, the more confident a company gets in taking risks. The more confident a company gets in taking risks, the more successful those risks are.”

In case you’re wondering how this learning might be applied in the public sector, Chris Bolton has written a series of blogposts that look at how we might approach failure, including this great summary post on loving and learning from failure.

Well managed risk taking in the public sector

The Auditor General for Wales has repeatedly advocated well managed risk taking, and you can see him doing so in the above video. As he says, if those risks are well managed, instead of casting blame on any failure, we’ll be looking to share the lessons that have been learnt.

Google Atmosphere: meddwl yn greadigol ac arloesi dewr

Google Atmosphere

Cymerodd Dyfrig Williams ran yn Google Atmosphere, gweminar oedd yn archwilio diwylliannau o arloesedd. Yn y blogbost yma, mae’n edrych yn ôl dros y pwyntiau dysgu allweddol.

Mae papur Gwasanaethau Cyhoeddus Cymru 2025 yn amlinellu’n glir ein bod ni mewn cyfnod heriol i wasanaethau cyhoeddus, gan fod yna lot llai o adnoddau i ddarparu gwasanaethau mewn cyfnod o alw cynyddol. Os dydyn ni ddim yn gallu parhau i ddarparu gwasanaethau yn yr un ffordd, sut gallwn ni dechrau newid y ffordd ni’n gweithio? Dyma beth oeddwn i’n pendroni amdano wrth i mi wylio Google Atmosphere, a wnaeth rhannu gwersi o fudiadau yn y sector preifat.

O ble mae syniadau arloesol yn dod?

Yn y sesiwn hon edrychodd Tim Brown o IDEO ar pam mae rhaid i ni feddwl am ein hopsiynau mewn ffordd gwbl wahanol os ydyn ni’n edrych amdano atebion gwahanol. Fe wnaeth Tim edrych ar sut rydyn ni’n edrych ar ein problemau, achos os ydyn ni’n fframio cwestiynau mewn ffordd benodol iawn, does dim lot o gyfle i ddod o hyd i atebion gwahanol. Enghraifft Tim oedd y cwestiwn “Sut rydyn ni’n gwneud y gadair hon yn fwy cyfforddus?” Os ydyn ni’n gofyn “Sut y gallwn ni eistedd mewn ffyrdd gwahanol?” yn lle, mae gennym lot mwy o gyfle i feddwl a gweithio’n wahanol.

Mae hyn yn cyd-fynd gyda meddylfryd 10x Google, lle maen nhw’n edrych ar sut i fynd i’r afael â materion trwy weithio mewn ffordd deg waith yn well yn hytrach na 10% yn well. Yr unig ffordd i wella yn y modd yma yw i feddwl mewn ffordd cwbl wahanol.

Meithrin arloesedd tîm: Golwg tu mewn i reolau gwaith Google

Roedd gwrando ar Laszlo Bock o Google yn galonogol, achos fe wnaeth e drafod rhai o agweddau ein gweminar Syniadau Staff. Pwysleisiodd Laszlo’r pwysigrwydd o ymgysylltu â staff. Mae’n hawdd i reolwyr i lynu ato beth maen nhw’n gwybod, am eu bod nhw wedi cael eu swyddi trwy wneud penderfyniadau da. Ond fel nododd Laszlo, mae gan staff siwd gymaint o wybodaeth, mae’n rhaid gwneud y fwyaf ohono.

Mae’n ddiddorol bod penderfyniadau Google ddim yn seiliedig ar reddfau, ond yn hytrach ar ddata. Cafodd ei Brosiect Ocsigen ei gynllunio i ffeindio’r nodweddion o reolwyr llwyddiannus yn Google. Treuliodd tîm y prosiect flwyddyn yn archwilio data o arfarniadau, arolygon gweithwyr, gwobrau a ffynonellau eraill. Fe wnaeth hyn arwain at fwy na 10,000 o arsylwadau o ymddygiad rheolwyr.

Cyflawni arloesedd mewn busnes: Sut wnaeth Airbnb trawsnewid diwydiant

Rydym wedi bod yn gwneud rhywfaint o waith ar reoli risg yn ddiweddar (gan gynnwys gweminar ar y pwnc), felly roedd pwyntiau Jonathan Mildenhall o Airbnb ar risg yn amserol iawn. Fe wnaeth Jonathan annog ni i gymryd risgiau ac i ddathlu methiant a llwyddiant. Pob mis maen nhw’n dathlu methiannau gwych er mwyn hwyluso’r diwylliant yma, gan ei fod yn canolbwyntio ar syniadau sydd wedi methu. Dywedodd Jonathan “Po fwyaf mae cwmni yn dathlu methiant, y mwyaf hyderus maen nhw wrth gymryd risgiau. Po fwyaf hyderus mae’r cwmni wrth gymryd risgiau, y mwyaf llwyddiannus mae’r risgiau hynny.”

Os ydych chi’n cysidro rhoi hwn ar waith yn y sector cyhoeddus, mae Chris Bolton wedi ysgrifennu sawl blogbost ar ein hagwedd tuag at fethiant, gan gynnwys y grynodeb yma ar garu a dysgu o fethiant.

Cymryd risgiau a reolir yn dda yn y sector cyhoeddus

Mae Archwilydd Cyffredinol Cymru wedi annog gwasanaethau cyhoeddus i gymryd risgiau sydd wedi eu rheoli’n effeithiol, a gallwch ei weld yn gwneud hynny yn y fideo uchod. Fel mae’n dweud, os mae’r risgiau yna wedi eu rheoli’n dda, byddwn yn edrych i rannu’r gwersi a ddysgwyd yn hytrach na bwrw bai.