ABSTRACT
Structured design and innovation processes have long existed in the private sector and help manage risk and ensure successful outcomes for end customer and business. They are newer to the public and third-sector organisations, such as charities. This article describes the context and need for a structured innovation process for Macmillan Cancer Support, the inspirations that drove how the new process was developed and the different stages in the model. The stages lean on a general design process, although that must have been tailored to the charity’s need. A clear distinction between problem definition (design brief) and idea generation has been helpful in the evolution and early stages of implementation across the organisation. Similarly the awareness around divergent versus convergent stages has helped colleagues get a better understanding of the process.
