Course: How to Create Innovation Labs and Incubators

# Course Outline: Building High Impact Innovation Labs & Incubators

**Target audience:** Emerging leaders and HR managers in mid sized Australian organisations
**Level:** Intermediate , participants will have some organisational experience and responsibility for capability design or people development
**Duration & format:** 6 week blended programme , 3×3 hour virtual live workshops, 2×half day face to face labs in a chosen city, self paced microlearning modules and a capstone project
**Delivery mode:** Hybrid (virtual + face to face) with optional regional intensive in Sydney, Melbourne, Brisbane, Adelaide, Perth, Canberra, Geelong or Parramatta
**Price & constraints:** $495 inc. GST per person (minimum cohort size 12; maximum 30); one facilitator per 18 participants; access to a basic prototyping kit for face to face days
**Assessment & measurement:** pre course diagnostic, weekly micro assessments, mentor scored capstone presentation, manager observation checklist three months post programme, NPS and follow up impact survey at 6 months

## Programme rationale (how we think about it)

Innovation hubs , whether framed as labs, incubators or accelerators , are not shiny toys. They are strategic capability designers. When done well, they turn curiosity into commercial or social outcomes. When done poorly, they are expensive filing cabinets for abandoned ideas.

This [programme](https://effectiveleadershipcourses.mypixieset.com/be-more-authoritative-training/) is built for leaders who must design, resource and govern these spaces. We teach practical frameworks, not ivory tower theory. Expect hands on activities, real stakeholder templates and a capstone that either outlines a new hub or re tools an existing one for measurable impact.

Note on scale and urgency: small businesses make up roughly 97% of actively trading Australian businesses , a reminder that local innovation matters. (Australian Bureau of Statistics, Business Counts)

## Learning outcomes (behavioural and measurable)

By the end of the 6 weeks participants will be able to:
- Define and differentiate an innovation lab, incubator and accelerator in their organisational context.
- Design a three year strategic plan for an innovation hub aligned with organisational strategy and measurable KPIs.
- Create a budget and revenue mix that targets long term sustainability (including sponsorships, fee for service, grants and equity options).
- Architect at least three pilot programmes (ideation sprint, prototype studio, pre seed incubator) and a delivery calendar.
- Set up governance and risk [management](https://effectivetraining.mypixieset.com/time-management/) frameworks that balance autonomy and oversight.
- Design mentoring and partnership models with measurable mentor outcomes.
- Apply evaluation tools (qualitative & quantitative) to report impact to senior leaders and funders.
- Coach internal teams to adopt iterative, evidence based experimentation practises.

## Programme structure and module by module outline

Note: modules run concurrently with self paced content and mentoring touchpoints. Face to face lab days focus on prototyping, roleplay and stakeholder simulation.

### Week 0 , Pre course diagnostic and set up (asynchronous)
- Pre course survey: organisational context, current initiatives, biggest barriers.
- Read ahead pack: short briefs on global hub models, a one page policy on IP and equity in startups.
- Access to online learning hub and community forum.
- Assignment: submit a 500 word problem statement describing a strategic challenge your hub must solve.

### Week 1 , Foundations: Purpose, Models and Strategic Fit (virtual, 3 hours)
- Kick off: shared expectations, cohort introductions and a rapid scan of existing hubs in Australia.
- Session outcomes: choose one model (internal lab, public incubator, corporate accelerator, civic innovation hub) and justify fit.
- Activity: strategic alignment map , link hub goals to organisational KPIs.
- Deliverable: one page strategic intent signed off by participant.

### Week 2 , Design Thinking & Rapid Experimentation (virtual, 3 hours + microlearning)
- Core content: iterative design processes for program design; prototyping, minimum viable experiments.
- Practical exercise: 60 minute ideation sprint (remote breakout rooms) with real organisational problem statements.
- Microlearning: short videos on user research, ethical experimentation, and consent when piloting services.
- Deliverable: experiment canvas for a two week pilot.

### Week 3 , Infrastructure: Physical, Digital and Operational Essentials (Face to face half day lab)
- Tour style lab: layout for flexible spaces, zoning for noisy prototyping vs. quiet research.
- Equipment checklist: prototyping (3D printing basics), digital collaboration, secure cloud storage, data management and cybersecurity quick wins.
- [Operational](https://lowcosttrainings.mypixieset.com/communication-skills-for-leaders/) systems: intake processes, cohort management, legal basics (IP, NDAs), finance flows.
- Workshop: draft floorplan and digital stack for your hub with a lightweight cost estimate.

### Week 4 , People & Partnerships: Talent, Mentorship and Ecosystem (virtual, 3 hours)
- Topics: sourcing talent, building mentor networks, corporate partnerships vs. community ties.
- Case exercise: design a mentor matching programme , incentives, KPIs, escalation paths.
- Panel simulation: sponsor [negotiation](https://activetrainingscourse.mypixieset.com/organizing-skills-training/) roleplay with facilitator feedback.
- Deliverable: 6 month partnership pipeline and mentor onboarding checklist.

### Week 5 , Program Design & Delivery Mechanics (virtual, 3 hours + optional micro assignments)
- Programme types: ideation incubator, pre seed accelerator, corporate intrapreneurship sprints, social impact tracks.
- Curriculum design: session sequencing, assessment rubrics, [learning](https://labouredtrainingcourse.mypixieset.com/learning-in-the-workplace/) outcomes per cohort.
- Delivery modes: cohort based, rolling intake, continuous entry , pros and cons.
- Deliverable: three pilot programme outlines with budgets and resource allocation.

### Week 6 , Measurement, Sustainability & Scaling (Face to face full day capstone)
- Content: KPI framework (input, output, outcome, impact), dashboard essentials, storytelling with data.
- Financial models: mixed revenue case studies (sponsorship, membership, equity).
- Risk and ethical governance: conflict of interest, failed projects, exit strategies.
- Capstone: 12 minute pitch of a hub redesign or new hub model , judged by peers and faculty using rubric.
- Assessment: mentor scoring, peer feedback, manager sign off.

## Capstone project (assessment detail)
- Brief: develop a strategic, operational and financial blueprint for an innovation hub or incubator that addresses a real need in your Organisation or region.
- Components (mandatory):
- Strategic intent (1 page)
- Operating model and governance (3 pages)
- 12 month programme calendar (visual)
- Budget and revenue plan (spreadsheet)
- KPI dashboard (mock up)
- Risk register and mitigation plan
- Pilot experiment canvas with success metrics
- Assessment weighting:
- Strategic coherence & alignment (25%)
- Feasibility and resource planning (25%)
- Measurement & impact logic (20%)
- Stakeholder engagement & partnerships (15%)
- Presentation quality & defendability (15%)
- Mentor involvement: each team is assigned an industry mentor who provides two one hour coaching sessions during Weeks 3 to 5 and scores the capstone.

## Learning resources and toolkit (what participants get)
- Pre reading pack and curated links.
- Templates: strategy one pager, experiment canvas, partnership MOU template, mentor agreement, KPI dashboard template.
- Access to our online community for 12 months.
- Discounted access to prototyping kits for face to face days.
- Optional add on: one half day executive briefing for senior stakeholders (extra fee).

## Practical delivery considerations (logistics & inclusion)
- Venue must support flexible furniture, AV for hybrid facilitation, reliable high speed internet and a lockable storage area for kit.
- Hybrid facilitation: camera and mic set up, digital whiteboards and a tech co facilitator for breakout management.
- Regional intensives: we schedule two face to face days in one city per cohort to reduce travel and costs.
- Accessibility: materials are provided in accessible formats; dietary and mobility needs catered for on face to face days.
- Confidentiality: participants sign a simple code of conduct; sensitive IP discussions use closed door mentor sessions.

## Governance, oversight and sponsorship models
- Governance ladder:
- Advisory council (external experts, sponsor rep, community rep)
- Steering committee (internal exec sponsor, operations lead, HR representative)
- Day to day operators (programme manager, community manager, facilitators)
- Sponsorship models:
- Strategic partner: multi year funding with co design input.
- Program sponsor: event level funding for visibility.
- In kind sponsor: technology, workspace, pro bono mentorship.
- Equity model: some incubators take small equity stakes in exchange for services; beware of conflicts and align incentives.

## KPI framework: recommended indicators (quantitative & qualitative)
- Inputs: number of mentors engaged; funding committed; FTEs dedicated to hub operations.
- Outputs: cohorts run; ventures or [projects](https://www.folkd.com/tag/la+dream+team+streaming?sort_mode=rep_total&pagenum=1) incubated; prototypes built; events hosted.
- Outcomes: follow on investment raised by projects; jobs created; new products launched into pilots.
- Impact: revenue growth of supported ventures; policy or practice changes in partner organisations; community benefit indicators for social projects.
- Qualitative metrics: participant satisfaction, mentor applicant match quality, stakeholder sentiment.
- Suggestion: keep the dashboard tight , 6 to 8 KPIs maximum. Too many metrics hide the signal.

## Sustainability strategies (revenue mix & cost control)
- Four revenue pillars:
- Fee for service (workspace, labs, training)
- Sponsorship & corporate partnerships
- Grants & public funding
- Equity / success fees (where appropriate)
- Cost levers:
- Shared services across programmes (hr, finance, comms)
- Phased equipment purchases aligned with programme demand
- Volunteer and pro bono mentor pools
- Practical tip: structure membership tiers for alumni , a small ongoing fee keeps the community engaged and creates predictable income.

## Risk management & ethical considerations
- Common risks: mission drift, sponsor capture, IP disputes, data security lapses.
- Mitigations: clear sponsor agreements; transparent IP policies; data handling SOPs; independent advisory oversight.
- Ethical lines: consent in user research; equity and diversity commitments; avoid predatory equity terms in exchange for support.

## Mentorship architecture , making it work
- Mentor recruitment: target a mix of serial entrepreneurs, corporate innovators and domain experts.
- Matching algorithm: match by challenge type, personality fit and availability.
- Value exchange: define mentor KPIs , mentor learning, recognition events, small honoraria or perks.
- Measurement: mentor contribution to venture progress and participant feedback.

## Community & ecosystem activation
- Host regular open innovation days, demo nights and public problem calls.
- Activate partnerships with universities, industry clusters and government programs.
- Use storytelling: publish short case studies and a yearly impact report to attract sponsors.

## Scaling the hub , from pilot to centre
- Stage 1: Proof of concept , run short sprints, validate demand and measure early outcomes.
- Stage 2: Operationalise , codify processes, secure baseline funding and formalise partnerships.
- Stage 3: Grow , expand cohorts, add paid services and consider satellite nodes in other cities.
- Gateways: scale only when KPIs show repeatable positive outcomes and sponsor commitments are in place.

## Practical exercises and roleplays (examples)
- Sponsor negotiation simulation , one team plays corporate sponsor, the other plays hub [leadership](https://trainingsinstitute.mypixieset.com/body-language-skills-courses/).
- Crisis scenario , a high profile project fails; participants practise communications and post mortem.
- Mentor matchmaking , speed dating formats and a rubric for match quality.

## Typical challenges and how we suggest overcoming them (opinionated)
- Challenge: leadership treats the hub as a pet project. Fix: tie hub outcomes to exec KPIs and show early wins.
- Challenge: resource starvation. Fix: diversify revenue; use phased investment tied to milestones.
- Challenge: lack of diversity in applicants. Fix: targeted outreach, scholarships and remote access options.
- Some will say labs are just corporate theatre. I disagree , poorly designed, yes. But done properly, they shift culture and unlock ROI.

## Evaluation and follow up (ensuring behavioural change)
- Immediate: pre/post knowledge checks, NPS, capstone scoring.
- Short term (3 months): manager observation checklist: evidence of new practises in team meetings, experiment logs used.
- Medium term (6 to 12 months): outcomes trace: projects that reached pilot/commercial stage, funding raised, policy change evidence.
- We advise an alumni cohort check in at 6 months to capture longitudinal impact.

## Facilitator profile and delivery team
- Lead facilitators: experienced innovation practitioners with corporate and startup backgrounds.
- Supporting roles: program manager, mentor coordinator, tech co facilitator, local venue manager for face to face days.
- Guest contributors: legal counsel for IP sessions, finance expert for modelling, product design lead for prototyping.

## [Evaluation](https://pewview.new.mu.nu/archive/2007/9?page=9) rubrics (sample)
- Strategic alignment rubric: evidence, clarity, feasibility.
- Programme design rubric: learner centred, deliverability, resource match.
- Financial viability rubric: realistic assumptions, diversified revenue, contingency planning.

## Alumni support and ecosystem maintenance
- Post programme community: quarterly sharing sessions, peer mentoring, short refresher micro modules.
- Optional paid advisory: up to three hours of tailored advisory for chosen capstones post programme.
- We keep a curated list of mentors and sponsors willing to support alumni ventures.

## Paraphrase requested (23 words)
Innovation hubs reach beyond GDP; they reshape schooling, influence global tech and sustainability policy, and train organisations to adapt, learn and pivot continuously.

## Two opinions some readers may disagree with
- Opinion 1: Government grants alone are not a reliable long term model , diversity of revenue is essential.
- Opinion 2: Incubators should consider taking equity sometimes; yes, it is controversial, but it aligns incentives and can unlock meaningful returns for sustainability.

## Final notes and next steps for participants
Bring a real problem statement from your [organisation](https://www.folkd.com/tag/big+tv+recharge+packages). Expect to be uncomfortable , that is where good design lives. We will pair you with peers from different sectors; cross pollination is the point. We will also challenge sacred cows. We believe hubs should be lean, governed, and mission focused.

## Sources & Notes
- Australian Bureau of Statistics. Business Counts, 2023. (Statistic cited: small businesses account for approximately 97% of actively trading Australian businesses.)
- OECD. Entrepreneurship at a Glance, 2019. (Used for general background on firm survival and business dynamics.)
- Internal practitioner experience and aggregated case studies from corporate and civic innovation programmes in Australian cities (Sydney, Melbourne, Brisbane)