How do you communicate the value of your high performance team's innovations?

Being a effective communicator always boils down to understanding the point of view of the receiver of your message. Understanding what their pain point is, and how what you have to offer is reliving that pain, should always be at the core of your message. To attain this you need to be empathic, well-read into the situation and understand clearly what the value is that your innovation has to bring to your audience.

Often, the most important audience for demonstrating value are the people who built the innovation. They can amplify the story in ways that you can't. So ask them. Understand how they got to the solution and celebrate.

Telling a story about your team's innovations is like creating a blockbuster movie trailer. You want to grab your audience's attention and build suspense! I agree with the advice given already, however would add the following based on my experience: Don't just list features, tell a benefit story! Focus on the impact of your innovation. How did it improve lives? Use vivid details and relatable examples to turn your presentation into a must-watch compelling narrative that leaves a lasting impression and powerful message.

When it comes to internal stories, find your heroes and don't forget anyone. Make sure that everyone who touched the project gets mentioned. People need to see themselves in the story, especially if they were in the story, so don't leave them hanging.

Communicating the value of a high-performance team's innovations requires a clear presentation that distinguishes between types of innovation and demonstrates their impact. Type of Innovation: Exploit: Enhancements to existing processes for efficiency and reliability. Explore: New, groundbreaking approaches that drive future growth. Ambidextrous Approach: Balance: How the innovation strikes a balance between optimizing current operations and investing in future capabilities. Measurable Impact: Immediate Benefits: Specific improvements and benefits that the 'exploit' innovations have introduced. Long-Term Value: The projected growth or market advantage provided by 'explore' innovations.

Humility is fine, but don't hold back because of it. People are often too muted in their celebrations. Don't be afraid of a little bit of bravado. I often joke that my team does all the work and I take all the credit, but I say that to redirect attention to them. To focus on the fact that they did the heavy lifting.

When communicating innovations of a team, I have found the best way to bring humility in the pitch is to include in your narrative "what have we learnt" during the process. An alternate way to frame this question is "what would we do differently" if we could start over / in the next iteration. Overall, while we should be bold in asserting the value being created by the innovation, anchoring on the individual, team and organisational learnings is an effective way to keep the material humble and relatable.