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8/13/2019 Medellin Innovation Summit 2013_Workshop
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Medellin Innovation Summit V1.0 11/14/2013 2013 IXL Center Inc. All Rights Reserved
Locations:
BOLZANO
BOSTON
CAIRO
DUBAI
ISTANBUL
LONDON
SAN FRANCISCO
SO PAULO
SEOUL
SHANGHAI
SINGAPORE
TORONTO
Starting the Innovation JourneyBy IXL Center
November 14, 2013
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Share innovation an management system and a self assessment
Understand the importance of getting more dots to connect the dots in new and
different ways to create breakthrough innovation
Simple steps to get you started Monday morning
Objectives
Objectives for todays workshop
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Agenda
TIME ACTIVITY
10:15 Introduction
10:45 Innovation Management System
- Strategy
- Capacity- Discipline
12:40 Wrap-Up
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IXL has a unique heritage in innovation consulting and management education
About IXL Center A Unique Heritage
Management EducationInnovation Department Heads
of Graduate Business Schools
1985
2004
Management ConsultingInnovation Practice Leaders at
Arthur D. Little and Monitor Group
Innovation ManagementCapability Building
2002
1964
2009
2007
Management Consulting + Management Education
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Our programs help organizations get started, deliver breakthrough resultswhile building innovation capabilities
About IXL Center Value Proposition
High Performance Innovation Programs
That Drive Sustainable Business Growth
Build organizational excitement,
clarity and alignment to start
the innovation journey
Develop bigger, better and
bolder concepts and drive
them faster and cheaper to
implementation
Develop strong organizational
and performance capabilities
around Innovation Strategy,
Capacity and Discipline
Jump StartProgram
BreakthroughResults
Program
CapabilityBuildingProgram
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IXL builds thought leadership through books and codification of innovationmanagement methods and tools
About IXL Center Thought Leadership
How ToManuals
Books onLeadingTrends
OnlineTools
Courses &Certificates
Team Feedback ToolEureka Online
Making it Real
Audit Tool
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We have many strategic partnerships to drive innovation globally
About IXL Center Partnerships
UniversityPartnerships
StrategicPartnerships
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IXL is a global firm with offices and teams in locations around the world
About IXL Center Locations
Boston
Dubai
London
San Francisco
Shanghai
Sao Paulo
Cairo
Bolzano
Istanbul
Singapore
Seoul
Istanbul
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Let us consider the following question...
Making Innovation Real Challenges
What are ways to
sabotage innovationor an innovation
initiative?
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What are ways to sabotage innovation or an innovation initiative?Output Barriers to Innovation
Making Innovation Real Challenges
1.
2.
3.
4.
5.
6.
7.8.
9.
10.
Barriers to Innovation
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Agenda
TIME ACTIVITY
10:15 Introduction
10:45 Innovation Management System
- Strategy
- Capacity- Discipline
12:40 Wrap-Up
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During yesterdays presentation we defined key innovation and businessdevelopment competencies: Strategy, Capacity and Discipline
Making Innovation Real Key Elements
Where to Innovate?How to Innovate?
How to sustainInnovation?
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This presentation focuses on building an effective business innovation strategythat addresses the key questions of What? Why? Where? And When?
Making Innovation Real Innovation Management Framework
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Business innovation is the creation AND capture of new value in new ways
Making Innovation Real Definition Business Innovation
NewOfferings
New Ways toDeliver
New Ways toProduce
New Customers +Experiences
New BusinessModels
New Networksand Partners
New PricingStrategies
New Top LineGrowth
New CostReductions
New StrategicPremiums
New RealOptions
PRICING MODEL
NETWORKS & PARTNERS
PRODUCTION OFFERING DELIVERY MARKETS
TechnologiesProcessesAssets
ProductsServicesSystemsBrand
OccasionsLocationsChannels
CustomersNeedsExperiences
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Pick a new field of play focus innovation
Making Innovation Real Where to Innovate? Example
Industry Definition
Traditional
Automotive
Industry
A new era is beginning in the global automotive industry. At Nissan andRenault, we are working to lead the way to mass-market zero-emissionmobility.
- Carlos Ghosn, President and CEO of Renault/Nissan
Source: Jonash, Ronald and Patel, Hitendra.
Thinking and Acting Differently to Make Innovation Real.
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Visualize opportunities through concepts and partners
Making Innovation Real Where to Innovate? Concepts, Partners and Sequencing
Batteries Charging Technology Charging Station Network
Source: Jonash, Ronald and Patel, Hitendra.
Thinking and Acting Differently to Make Innovation Real.
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A Case for Change helps define the Growth Gap and the Investment Profiledefines acceptable types of projects to close the Growth Gap
Making Innovation Real Strategy Why Innovate?
ChangingEnvironment
Competition
DemandingCustomers
Other
Ambitious
CEO
Stretch Targets
Metrics
How much?
When?
Incremental/Breakthrough
Core/Far from Core
Small/BigInvestment
Other
Local/Global
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Our company needs innovation to close an emerging growth gap and hasmade commitments to invest in specific types of projects
Strategy Summary
FIELDS OF PLAY
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What Can You Do Monday Morning Recommendations
Strategy Recommendations
Agree on a definition of innovation1
2
3
4
Create a compelling case for change that
gives Innovation a purpose(reason)
Pick your spot to focus innovation
Visualize opportunities throughconcepts and partners
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Agenda
TIME ACTIVITY
10:15 Introduction
10:45 Innovation Management System
- Strategy
- Capacity
- Discipline
12:40 Wrap-Up
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Innovation Capacity defines how to drive ideas to commercialization
Making Innovation Real Framework
INNOVATION DEFINITION
INNOVATION DISCIPLINE
LEADERSHIP
METRICS BEHAVIORS
WHAT
INNOVATIONSTRATEGY
WHERE
WHEN
BUSINESS INNOVATION BREAKTHROUGH
INNOVATIONSTRATEGY
WHY
HOW MUCH
WHAT INVESTMENTS
INNOVATION DISCIPLINE
INNOVATION CAPACITY
RESOURCES PEOPLE PROCESSES
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Recall that our structured approach to innovation covers five critical steps togenerate new ideas and develop them into powerful, actionable concepts
Ideation Process Structured Approach
PROCESS
Organize + Connect
the Dots
Generate More
Dots, Better Dots
Prioritize + Refine
Solutions
Innovation
Intent
Set the Action
Plans
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We must be aware of which step we are in and use the appropriate workinghat
Innovation Techniques Fundamentals Thinking Styles / Hats
Cautious,
Critical
Organized,Controlled
Creative, NewThinking
Emotional,Intuitive
Optimistic,Positive
Analytical
Cautious,
Critical
Organized,Controlled
Creative, NewThinking
Emotional,Intuitive
Optimistic,Positive
Analytical
Cautious,
Critical
Organized,Controlled
Creative, NewThinking
Emotional,Intuitive
Optimistic,Positive
Analytical
Cautious,
Critical
Organized,Controlled
Creative, NewThinking
Emotional,Intuitive
Optimistic,Positive
Analytical
Cautious,
Critical
Organized,Controlled
Creative, NewThinking
Emotional,Intuitive
Optimistic,Positive
Analytical
Organized,Controlled
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Each of the exercises we will go through today will have individual, pair andgroup elements
Innovation Techniques Tools to Think and Act Differently Teams
Idea FragmentConcept
DevelopmentRobust Concept
IndividualSupport and
Buy-inProject Team
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Example Challenge:Is the crown made of real gold?
Ideation Process Structured Approach Example
Set the GoalOrganize + Connect the
Dots
Generate More Dots,
Better Dots
Prioritize + Refine
SolutionsSet the Action Plans
Real or not?
Action!
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Build a flexible and disciplined concept to commercialization process
Making Innovation Real Capacity Concept to Customer
$$
$$$
$$
$
Unmet Needs
Insights
Other
Pain Points
Multi-SourcedIdea Generation
Multi-HorizonConcept
Development
Multi-TrackPipeline
Management
Multi-ChannelExecution
John ChambersCEO, Cisco
Eureka! Pursuit Realization
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Have someone responsible to lead innovation management in your organization
Making Innovation Real Capacity Innovation Roles
MARKETINGConsumer +
Customer
Insights
STRATEGYCreating Space +
Direction for
Growth
FINANCEValuing Uncertainty,
Options + Pipelines
R&DSeeing Opportunities
for New Solutions
A CHIEF INNOVATIONOFFICER must pull the
pieces togetherMARKETING
Tends to stick to incremental changes due to focus
on short-term visible results and existing customers
needs
Not good at identifying unmet customer needs orgenerate breakthrough ideas
STRATEGY
Trained to make decisions based on hard facts and
numbers, pursuing only proven opportunities
Targets set based on budget and not stretch
FINANCE
Plays a role of innovation gatekeeper by screening
ideas using financial index such as ROI and paybackperiod
Ideation scope is constrained by budget
R&D
Pursues endless technological excellence, ignoring
marketability in many cases
May end up with over-engineered products
disconnected to customers, and lose best
commercialization timing
Common Pitfalls ofBusiness Function-led Innovation
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Teaming outside of your organization and learning to play with othersExamples from the Koreans
Making Innovation Real External Partnering Looking across the Value Chain - Examples
Partnerships and alliances are key to our success
We believe that in markets driven by common
standards, alliances are an important way to spur
consumer acceptance and overall successKun-Hee Lee,
Chairman
C i S
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Our company needs innovation to close an emerging growth gap and hasmade commitments to invest in specific types of projects
Capacity Summary
Wh C Y D M d M i R d ti
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What Can You Do Monday Morning Recommendations
Capacity Recommendations
Have someone responsible to leadinnovation management in your organization
5
6
7
Design a flexibleand disciplined conceptto commercializationprocess(not stage-gate)
Collaborate across the value chain to gofast
Make Collaborate Buy
A d
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Agenda
TIME ACTIVITY
10:15 Introduction
10:45 Innovation Management System
- Strategy
- Capacity
- Discipline
12:40 Wrap-Up
M ki I ti R l Frame ork Discipline
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INNOVATION DEFINITION
INNOVATION CAPACITY
RESOURCES PEOPLE PROCESSES
WHAT
INNOVATIONSTRATEGY
WHERE
WHEN
BUSINESS INNOVATION BREAKTHROUGH
INNOVATIONSTRATEGY
WHY
HOW MUCH
WHAT INVESTMENTS
Innovation Discipline enables people to finish what they start
Making Innovation Real Framework Discipline
INNOVATION DISCIPLINE
INNOVATION DISCIPLINE
LEADERSHIP
METRICS BEHAVIORS
Making Innovation Real Discipline Metrics Rewards & Recognition
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Use metrics to measure innovation and recognize your innovatorsIntel turns USB man into rock star
Making Innovation Real Discipline Metrics Rewards & Recognition
http://www.youtube.com/watch?v=tzsa4Byrso0
Discipline Summary
http://www.youtube.com/watch?v=tzsa4Byrso0http://www.youtube.com/watch?v=tzsa4Byrso0http://../Innovation%20Clips/Inno%20Discipline%20-%20Intel%20Star.flv8/13/2019 Medellin Innovation Summit 2013_Workshop
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Our company needs innovation to close an emerging growth gap and hasmade commitments to invest in specific types of projects
Discipline Summary
METRICS
What Can You Do Monday Morning Recommendations
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What Can You Do Monday Morning Recommendations
Discipline Recommendations
Embrace Differences to source ideas andgain complementary capabilities
9
10
11
Look around for what-if and whats-nextwhile delivering on the near term
Use system-wide Innovation metrics todrive the right behaviors and innovation
results
8
Create time and space for employees to
experiment
Agenda
http://../Innovation%20Clips/Crazy%20or%20Genius%20Think-Different.mov8/13/2019 Medellin Innovation Summit 2013_Workshop
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Agenda
TIME ACTIVITY
10:15 Introduction
10:45 Innovation Management System
- Strategy
- Capacity
- Discipline
12:40 Wrap-Up
Starting the Innovation Journey What to do Monday morning
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With the ideas generated, think of actions you can do Monday morning tostart acting and thinking differently
Starting the Innovation Journey What to do Monday morning
Things I can do Monday
morning
Things that needs my
boss help
Things I need help from
the outside
Starting the Innovation Journey Innovation Audit
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We have an innovation Audit tool that you can take as an individual or as acompany. If IXL is happy to review your Audit results
Starting the Innovation Journey Innovation Audit
http://innovation-online.net/audit/display_results.php
Inputs30 people across
multiplefunctions and
levels
IXL Centerassessment ofyour company
and 1 hourdiscussion
What youneed to do What wewould do
http://innovation-online.net/audit/display_results.phphttp://innovation-online.net/audit/display_results.php8/13/2019 Medellin Innovation Summit 2013_Workshop
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Thank youHitendra PatelManaging Director
+1-617-259-8417
www.ixl-center.com
Follow us on...
@IXL_Center
https://twitter.com/IXL_Centerhttps://www.facebook.com/ixlcenter?fref=tshttp://www.youtube.com/user/ixlcenterhttp://www.linkedin.com/company/202511?trk=tyah