How VMIA is making innovation part of everyday work

We began by listening. Through interviews, workshops, and a maturity assessment, we worked with VMIA teams to understand what was already working well, where people needed support, and how innovation was already taking place across the organisation.

It became clear that innovation capability already existed in many areas, often in day-to-day problem solving. By recognising and connecting these strengths, we helped create a clearer picture of how innovation was currently practiced and where greater consistency would support scale and coordination.

Working alongside VMIA, we co-developed a practical Innovation Management Framework to support how ideas move from early thinking through to delivery. This included clear stages supported by lean processes and governance, light-touch tools, and decision points that helped teams progress work and stay aligned to priorities.

A key focus was keeping things simple. The framework introduced a level of structure to support decision making and collaboration, while remaining flexible enough to be used across different teams and contexts.

Workshops brought teams together to share perspectives, test ideas, and work through how innovation would operate day to day. We introduced physical Innovation Walls to make work visible and encourage conversation across teams. This further extended the existing digital walls, creating a complementary approach that suited how teams already worked.

We also supported the establishment of an Innovation Governance Panel to guide priorities and support decision-making. The framework was developed, tested and refined with VMIA staff, ensuring it reflected real needs and could be confidently owned and applied across the organisation.

Capability building was integrated throughout the engagement. Early on, we worked closely with the innovation team to build confidence, establish ways of working, and support initial delivery.

Over time, this shifted to a more supportive coaching and advisory role as capability grew. This included regular innovation cycles, coaching, workplace learning, and hands-on support for priority initiatives, allowing teams to build skills through real delivery.

We also supported the idea of a Community of Practice, which VMIA has continued to develop and embed as part of its broader approach to innovation.

By connecting change, learning, and culture, VMIA has continued to build capability, strengthen confidence, and embed new ways of working. The result is an environment where innovation feels supported, achievable, and part of how work gets done.