So, it comes as no surprise that when CalSTRS partnered with Accenture on a journey to increase innovation, the focus remained centered on one thing – maximizing innovation in a way that improves workflows and, ultimately, member outcomes.
CalSTRS’ project began in 2022, when the Teachers’ Retirement Board prioritized innovation in the organization’s strategic plan, and teamed with Accenture to assess and build its innovation capabilities. After conducting surveys, focus groups, and diagnostic assessments, the Accenture team designed an innovation program and playbook for the organization.
The results include a new internal-facing web portal where staff can submit new ideas or problems to solve, as well as Sparking Innovation, a training and development program designed to energize staff and build excitement for ideas and experimentation. At the same time, CalSTRS and Accenture also collaborated on enhancing the culture of innovation within the organization.
“The nuts and bolts of the innovation itself is important, but so too is the culture of innovation, which is a pivotal component of our success within our journey,” said CalSTRS Chief Executive Officer Cassandra Lichnock. “You can build it, and you can ask for it, but if you don’t train people to have an innovative mindset, those ideas aren’t going to come flowing through the organization.”
For CalSTRS, that meant adopting three new culture accelerators uniquely designed for them by Accenture: Create Space, Move As One, and Take Action, which are leading to positive change within the organization, said Jennifer Hall, Sales Managing Director at Accenture.
“We helped CalSTRS employees to Create Space for more time to think long term, bigger picture, and more strategically, so that they can carve out time to think in a future-forward way while also meeting member needs,” Hall said. “We also helped them to Move As One organization through more transparent and direct communication. Lastly, we helped them Take Action on new ways of doing things or trying out different methods of working.”
CalSTRS and Accenture held 12 workshops, featuring 36 custom experiments for staff to choose from, tailored for their roles. The training showed how small changes can increase efficiency and generate momentum around new ideas. One standout, called The Decision Agenda, asks organizers to flag required decisions in meeting invites so participants arrive prepared, discussions stay focused, and meetings run efficiently.
“The thing that’s unique about CalSTRS is they are really driven by their mission to their members,” Hall said. “Their approach to innovation is a great example of how state agencies can pursue this work.”
For CalSTRS, it’s been a journey not just of innovation, but of inspiration.
“CalSTRS’ partnership with Accenture, and the resulting innovations, have produced dynamic ways to approach our work and deliver results for our members,” said Lisa Blatnick, Chief Operating Officer for CalSTRS. “From helping us navigate meetings more efficiently to creating a new way to capture ideas that benefit the organization, this has been a powerful journey that we will build on for decades to come.”
