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We know that member organisations and the staff that engage with us are radical, creative and highly intelligent.
We know that they have an appetite for risk and a hunger for opportunity.
We know that they want to learn fast by making business connections that they can follow up.
We know they want purposeful innovation.
This is how we deliver on these expectations.
Held in November each year, this is our flagship event to showcase the latest trends in disruptive innovation. These trends are interpreted at the Summit by an exceptional line up of out-of-sector speakers drawn from big tech, commercial business and independent sectors. This event generates debate, dialogue and insights long after it has finished and helps shape our work each year.
Twice a year, in the Spring and Autumn, we bring members together to engage in topical debate, thought leadership insights and lightning pitches from start-ups and early-stage-growth businesses looking to break into the sector.
We provide a relaxed and fun learning environment, with the opportunity to get to know other members and expand your peer network.
We regularly keep our members up to date with:
DIN member bulletins (produced three times a year) - our online bulletin includes commissioned articles, thought-leader interviews and balanced analysis of our core disruptive innovation themes – leadership, culture and technology.
Video content - highlights from past DIN annual summit meetings and our DINCast series; Our leadership interview series.
Reports and publications - topical research and analysis of specific themes to better inform our members.
Hackathons and innovation sprints allow DIN members to undertake rapid problem definition, followed by designing, building and testing prototype solutions - all in 24 hours. They can then take new process proof of concepts back to their organisation for local testing and deployment.
We follow up popular themes from our summit and member meetings and explore each of them in-depth, guided by technical experts and peers who have travelled those innovation journeys.
We take small groups of DIN members to innovation laboratories, tech company HQ’s and commercial organisations that disrupted their own sectors and markets or have been disrupted by external competition.
A core element of our Summit and member meetings are lightning pitches from start-ups and early-stage-growth companies seeking to work in the social housing sector. Sometimes, if we think a topic is particularly relevant, we offer a specialist event showcasing all the start-ups working in that field.
Disruptive innovators work in several ways.
Clayton Christenson introduced the term in his 1997 book The Innovators Dilemma, by anticipating future needs and technological opportunities and future-proofing their businesses.
The disruption reflects the radical changes in service delivery that result, such as the omni channel approach to customer communication that has developed in recent years.
Disruptive innovators also take a commercial approach to innovation.
They seek to reshape the markets they operate in and to gain competitive advantage from innovation.
They use technology to reduce operating costs, to compete more effectively on price, to enhance their capacity and output and to take market share from their competitors.
They understand how to test, iterate, evolve and scale to become dominant in what they do.
The Disruptive Innovators Network was established to help social housing leaders understand the risks and opportunities arising from disruptive innovation and how to apply that knowledge for business transformation.
Technological innovation is at the heart of this disruption but it’s impact will only be fully realised if the leadership and culture of the business are aligned to take advantage.
Our network focus is on helping our members to align technology, leadership and culture so that their purpose is most effectively delivered.
The themes of technology, leadership and culture are explored in everything we do - including our bulletin, annual summit and member meetings and through the subject content of our specialist workshops and showcases.
Examples of what our content covers are:
Our members are predominantly housing associations, supplemented by some ALMOs and councils. We also have a handful of members who are commercial firms – in addition to our strategic partners.
We aim to keep fees affordable to all types and sizes of housing provider, so cost is not a barrier to joining the Network.
There are two elements to our fee structure - a one off joining fee and then a rolling monthly subscription.
Fees are based on the registered stock size of the organisation:
| Stock size | One off joining fee | Monthly subscription |
|---|---|---|
| Less than 1,000 units | £600 | £120 |
| 1,001-5,000 units | £700 | £140 |
| 5,001- 10,000 units | £800 | £160 |
| 10,001-20,000 units | £900 | £180 |
| 20,001 units and above | £1000 | £200 |
All fees are exclusive of VAT. An additional charge will be required for participation in innovation sprints and hackathons. Prices will remain fixed until December 2020.
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