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