Instilled a Problem-Solving Culture at a Places for London, a Public Property Manager

Background

Places for London (Places), Transport for London’s property arm previously known as TTLP, is crucial in shaping London’s urban future. Managing complex public property assets requires not just traditional methodologies, but innovative problem-solving approaches to overcome unique challenges and achieve broader commercial objectives.

Brief

With ambitious strategic goals and a complex portfolio to manage, Places identified the need for more adaptive and creative problem-solving approaches.

Recognising that the traditional methodologies might not suffice in addressing the multifaceted challenges they face, Places sought a more dynamic approach.

Places approached Studio Zao to instil an innovative problem-solving culture within their teams and senior leadership.

IMPACT

To elevate Places’ problem-solving capabilities, we formulated a two-pronged strategy, ensuring a comprehensive understanding and application of innovative thinking:

Problem Solving Clinics

Across one full day, colleagues worked in multi-disciplinary teams through gamified activities to learn the principles behind being “problem-led”. They did so by focusing on real topics being looked at around the organisation.

The day broadly covered the following topics:

Underscored the importance of problem-solving skills for meeting Places’ commercial goals.
Introduced participants to the foundational theories, enriched with real-life innovative examples.
Interactive sessions guided teams through problem understanding, framing, and ideation. Further, teams delved into the nuances of validating solutions efficiently and cost-effectively.
We provided the teams with Problem-Solving Question Cards, ensuring a consistent application of their newfound skills.

Innovation Enablement Workshops for Senior Managers

During a half-day session, senior managers from across Places divisions worked in mixed teams through a number of exercises to learn, reflect and challenge each other on how they enable and lead their teams to be better problem-solvers.

They did so by focusing on practical ways in which to guide and coach teams they manage to be better problem solvers, including solving the right problems, influencing the right stakeholders and taking into account the right organisational forces:

Highlighted the organisational benefits of a robust problem-solving culture.
- “How Might We” Problem Framing: Equipped leaders to help their teams frame problems more effectively.
- Enabling Teams: Focus was on ensuring innovative solutions found their foothold and gained momentum.
- Contextual Awareness: Explored the strategic forces, risks, and goals that play a pivotal role in decision-making.
- Commitment to Action: Leaders pledged actionable steps, reinforcing their commitment to fostering a problem-solving ethos.

Outcomes

All participants affirmed the value of the skills imparted during the Problem Solving Clinics. Feedback reflected an appreciation for the methodical approach and emphasised the importance of reframing and understanding problems before diving into solutions.

Quantifiable Achievements

Engaged over 30 team members from Places in rigorous, immersive collaborative activities.
Clearly defined 24 unique problem statements, laying the groundwork for structured problem-solving.
Generated 100 solution ideas, indicative of the program’s potential to spark innovative thinking.

Future Focused

The impact was such that participants saw the immense potential for such clinics to benefit Delivery teams, Strategy & Planning teams, and even the Senior leadership team.

This enthusiasm culminated in Places posing significant strategic questions post-program: