Barriers to Inno and Inno Planning (1)

8/10/2019 Barriers to Inno and Inno Planning (1)

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Innovation Management


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Entrepreneurial Barriers toInnovation


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Fuzzy responsibility AssignmentWho is incharge?

R&D ? or Marketing ? Conflict

Outsource instead

No ownership during implementation

Launch radical innovation from external source

Everybody's and Nobody's responsibility

Is the responsibility of the entire organization

Innovation wanders blindly

Budgeting done rarely

Responsibility assigned in 50% cases

Those who manage and involve prosper

Not which department but who

Close, collaborative and open innovation


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Innovation and Creativity?Creative ideas (expense) but no one tomanage

Great harm if innovation process is notmanaged

Companies do not lack creative people, theylack innovation managers

3Ms dual ladder

Companies spend on making people creativeand forget to coach them on innovation

Demotivates idea givers

Only creative people >then it can be counterproductive

Innovation requires goals, strategies,resources and risks, responsibilities with

someone in charge


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Lack of Framework

Must work efficiently at thesame time innovateStop think and change it

Change makes existinginfrastructure redundant

Managers have no clarity as inother disciplines

Study of innovation is at itsinfancy

Philip Kotler with his A to Fmodel, an approach


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Lack of Control

Function of Innovation not well

definedCompanies lack centralizedInnovation management

People do not feel it a part of thework agendaNeed to make it a function likeany other department

Innovation is non linear stillmanageable

Measure it to control it.


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Lack of CoordinationBetween all departments

Or failure to involve all (some getisolated)

Collaboration > information flow andphysical spaces > culture of

innovationHorizontal coordination:

Between departments, betweenequals

Vertical coordination:Top management, generalmanagement and the rest of theorganization

Ideas at different levels may not getwhole hearted approval


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Lack of Customer Focus

Innovation is theincreased value for thecustomer

Must be accepted by thecustomerCustomer has to takeefforts to make a switch

Observing customersleads to innovation

Not only satisfyingcustomer needs butenriching their lives


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Innovation Planning


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Planning InnovationEfforts wasted in non priority areas

It enables to align with corporate strategy, allocate resources etc.Responsibility of the top management

Critical to the survival of the organization

For 3 to 5 years with annual revision of strategy and resourceallocation

Revision due to various reasons


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Innovation planning tools

Corporate businessdiagnostic

Various tools available

Where it is and where itwants to goStrategic planning,goals, exploitopportunities

MissionCorporate goals andstrategy

Innovation goals andstrategy


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Freedom to createDisruptive

Aligned to theCorporate Goals

ExploratoryWithout pressureMay fall outside the

areaMay not to beimplemented

PredictivePlanned

Planning


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Corporate Mission& Goals

MissionOpen Statement

Various possibilities

FrameworkGuideline

Innovation planning

Guide creativity Avoid moving out of core

Share with all departments

Set goals for different departments


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Innovation Goals

Substantial change in Status Quo.

Goals and not resolutions

Short term and Long term

Measurable and hence manageable

Distributed among departments

Allocation of resources


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Innovation Strategy

Framework

Quantity and typeManage risk

Playing not to loose> conservative >reactive eg. Nokia

Playing to win > risk taking > proactive eg. Apple

High potential for innovation

Levels of InnovationBusiness Model Innovation

Process innovation

Market InnovationInnovation in products and services

Innovation budgetBroad guideline

Wastage avoided

Business Model

TECHNOLOGY

Current New

New Semi Radical Radical

Current

Incremental Semi-Radical

Risk ?


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Implementing the Innovation Strategy

Receive Ideas

Review and classify

Ensure alignment withcorporate mission and goals

Appropriate > processfurther

Inappropriateunattractive > recyclebin

Inappropriatepotential > topmanagement

Top down > go ahead

Bottom up > evaluate


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Innovation at ......
http://localhost/var/www/apps/conversion/tmp/scratch_10/Innovation%20at%20Procter%20%20%20Gamble.flvhttp://localhost/var/www/apps/conversion/tmp/scratch_10/Innovation%20at%20Procter%20%20%20Gamble.flvhttp://localhost/var/www/apps/conversion/tmp/scratch_10/Innovation%20at%20Procter%20%20%20Gamble.flvhttp://localhost/var/www/apps/conversion/tmp/scratch_10/Innovation%20at%20Procter%20%20%20Gamble.flv


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Total Innovation System

Innovation Process

Results

Innovationmetrics

Innovationrecords

StrategicPlanning

ForInnovation

Creative Culture


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Thank you

Documents

Barriers to Inno and Inno Planning (1)