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About Pavan Soni• Research Fellow at IIM Bangalore (Corporate Strategy & Policy)• Former Innovation Evangelist at Wipro (6 years)• Bachelor of Engineering- MBM Engineering College Jodhpur (Gold
Medal) and MBA- NITIE Mumbai • Conducted Innovation Talks & Workshops for – Café Coffee Day,
Capgemini, Cyro-Save, Dell, Ericsson, Fiserv, FSS Services, Future Group, GlaxoSmithKline, Hexaware, Infosys, Mahindra, Marico, Rane Motors, Tanishq, Tata Steel, Thermax, Titan, TotalGaz, Wipro and World Trade Centre amongst others
• Recipient of ‘On-the-Job Achiever Award’- Lakshya- CII Mumbai in 2007 for the work on Innovation
• Recipient of Innovation Excellence Award at 5th Indira Innovation Summit in 2012
• Pioneered the concept of WiCamp and Let Sparks Fly in India• Associated with Karnataka Knowledge Commission, Bangalore
Chamber of Industry and Commerce and CII• National Mathematics & Physics Olympiad Scholar• Mentor- JGI iDEA (International Entrepreneurship Program)• Guest lectured at over 25 MBA and Engineering institutes across India• Speaker at TEDx BITSGoa ,SIBMPune and HewlettPackardBangalore• 21 Articles and Paper Published in National & International Journals• Contributed book chapters in three published books on innovation • Popular blog- www.pavansoni.com (8,000 page-views per month)
A scholar for life. Not many things interest me, but if any, it doesn’t interest many. Call it contemporary science, advanced management concepts, societal economics or simply innovation, all this interests me a ton! You need to be sharp, fearless, believer and creative to be a part of my family
READING | WRITING | TEACHING
www.pavansoni.comwww.theinflectionpoint.infowww.ManagementIQ.net
Landscape Formation
Solution Vegetation
Best Case Solution
1
2
3
Diverge ConvergeIntent:Apply the Science of Creativity for Problem Solving & Opportunity Creation.
Deferring the judgment!!
The Systematic Creativity Process
3 Pavan Soni, Innovation Evangelist.
Pavan Soni, Innovation Evangelist.4
Landscape formation1. Nine windows 2. Business Model Canvas3. Strategy Canvas4. Mind Mapping + Problem Exploration5. Five Force + VRIO Analysis6. Day in life scenarios7. Diary research 8. Insights clinics
Nine WindowsIntent:To explore the System, Super System and Sub System from the time line basis.
Super System
System
Sub System
Yesterday Today Tomorrow Source: TRIZ
Pavan Soni, Innovation Evangelist.6
Business Model CanvasKey
PartnersKey
ActivitiesValue
PropositionCustomer Relation
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
Source: Business Model Generation
Pavan Soni, Innovation Evangelist.7
Strategy CanvasPrice
Service Assurance
Reputation
AccessibilityReliability
Range of offerings
Experience
0
5
Focal Company MNCs Domestic Companies Finge Players
Source: Blue Ocean Strategy
Pavan Soni, Innovation Evangelist.8
Mind mapping + Problem Exploration
Source: Tony Buzan
Pavan Soni, Innovation Evangelist.9
Five Force + VRIO Analysis
Five Force Model (Porter, 1980)
VRIO Framework (Barney, 1991) Source: Porter & Barney
10
Intent:An investigative approach to information gathering. Borrowed from the domain of journalism.
5 ‘W’ & 1 ‘H’
Who? Who is/was involved?What? What happens(ed)?Where? Where does/did it take place?When? When does/did it take place?Why? Why does/did it happen?How? How does/did it happen?
Day in Life ScenarioIntent:Observing the customer/ subject in their natural environment.
Components: • Narration of the various vital
and trivial activities of a typical day
• Time tagging for each activity (usually hourly)
• Clustering under various activity heads/ types
• Highlight of any aberration Good practices:• Photographs • Videos • First person quotes• With real names
Source: Pavan SoniDay in Life of a Finance
Manager
Diary Research Intent:Customer/ subject captures observations in a diary over a period of time. Diaries can be pre-structured or unstructured.
Structure for a typical diary: • What activity did I do• Why did I do it• Who were involved init• What key steps I took• What did I or didn’t I achieve• Will I do it again (same)• …
Source: Pavan Soni
Insight ClinicsIntent:Confrontation of users with prototypes, mockups or concepts. Observation of patterns to identify barriers or group discussion to identify latent needs.
Components: • Giving away ‘half-baked’
product/ solution to the customer
• Providing sufficient support for self learning and creation
• Observe the process and outcomePioneers in usability
research
Source: Deutche Telecom
Pavan Soni, Innovation Evangelist.14
Solution Vegetation techniques1. Buyer Utility Map2. Three-tiers of Non-Customers3. Value Innovation4. Epicenters of Business Model Innovations5. SCAMPER6. Six Thinking Hats7. Lateral thinking triggers8. Hybrid brainstorming 9. TRIZ10. Six Paths Frameworks
Pavan Soni, Innovation Evangelist.15
Three-Tiers of Non-CustomersSoon to Be
(those who will jump the fence soonest your
performance dips or prices rise)
Refusing(they are not willing to work with you or don’t
consider you worth)
Unexplored(those whom you haven’t explored
adequately or you don’t deem worth)
Who are they?
Why are they disloyal?
How to retain them?
Who are they?
Why are they uninterested in doing
business?
How to entice them?
Who are they?
Why didn’t you look at them?
How to get them in?
Source: Blue Ocean Strategy
Pavan Soni, Innovation Evangelist.16
Buyer Utility MapPurchase Deliver Use Supplement Maintain Dispose
Buyer life cycleProductivity
Convenience
Simplicity
Risk reduction
Fun & image
Environmental friendliness
Cust
omer
Ben
efits
6 x 6 = 36 ways of opportunity
creation
Source: Blue Ocean Strategy
Pavan Soni, Innovation Evangelist.17
Value Innovation
Value
Cost
Price
Profit Proposition
Value Proposition
Create
Raise
Eliminate
Reduce Source: Blue Ocean Strategy
SCAMPER TechniqueIntent:Methods of thinking concerned with changing concepts and perception using reasoning that is not immediately obvious.
Six Thinking HatsIntent:
Encourage Parallel Thinking Encourage full-spectrum thinking Separate ego from performance
Overview, Process Control, Governance and Meta-Cognition
Creativity, alternatives, proposals, what is interesting, provocations and changes.
Logical positive, why something will work and why it will offer benefits
Judgment, caution, point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy
Intuition, feelings and emotions
Facts, figures, information needs and gaps
Source: Edward De Bono
Ground rules: • All participants wear the
same hat at a time• Each hat is given a definite
time• There’s no particular
sequence
Lateral Thinking TriggersIntent:Methods of thinking concerned with changing concepts and perception using reasoning that is not immediately obvious.
Critical factors:• Recognize dominant ideas
that polarize perception of a problem
• Searching for different ways of looking at things,
• Relaxation of rigid control of thinking
• Use of chance to encourage other ideas
Commonly used techniques:• Random entry• Provocation • Analogies • Fractionation• Exaggeration • Challenges • Suspended judgment • Generating alternatives • …
Source: Edward De Bono
Hybrid MethodIntent:Taking up attributes of the problem/ product at hand and randomly mapping it to attributes of an unrelated product to spark new connections.Attributes of the problem at hand (e.g. car)
Attributes of any random object (e.g. bottle)
Driving comfort
Steering smoothness
Pickup
Mileage
Seating capacity
Carrying capacity
Running cost
TRIZ- Theory of Inventive Problem Solving Intent:Creativity by removal of a (technical) contradiction with the help of certain principles. These contradictions are exploited to arrive at an Ideal Final Result (IFR) centered around the concept of Ideality.
Worsening Feature
Impr
ovin
g Fe
atur
e
40 * 40 Triz Matrix
Source: TRIZ Journal
MHTML Document
Six Path FrameworkIntent:Look at counter-intuitive inspirations for creating new Blue Oceans
Source: Blue Ocean Strategy
Pavan Soni, Innovation Evangelist.24
Epicenters of Business Model InnovationResource- driven Offer- driven
Customer- driven Finance- driven
Example: Amazon Web Services
Example: Cemex (Mexican cement company)
Example: 23andMe (personalized DNA testing)
Example: Xerox 914 (lease at $95 per month, 2000 free copies, 5 cents per copy Source: Business Model
Generation
Pavan Soni, Innovation Evangelist.25
Best case solution techniques1. Weighted scoring method2. Sure-winner framework3. Net Present Value 4. Cash-curve assessment5. Non-dollar returns evaluation6. Zero to One protocol 7. SUCCESS principle of idea narration8. Case presentation template9. Innovation Bazaar
Pavan Soni, Innovation Evangelist.26
Weighted Scoring MethodIntent:Short listing ideas based on their rating against multiple parameters Bring group consensus around proposed ideas
IDEAS PARAMETER # 1
PARAMETER #2
PARAMETER #3
PARAMATER # 4
WEIGHTED SCORE
Parameters (weight)1. Idea novelty (.2)2. Problem specificity
(.2)3. Technical feasibility
(.3)4. Business viability
(.3)
Steps involved:• Identification of
parameters• Assigning weight• Rating on a 6 point
scale
Pavan Soni, Innovation Evangelist.27
A Sure-Winner frameworkIntent:Evaluating potential of an idea based upon Purchase Motivators & Purchase Barriers
Lower Prices
Greater Benefits
Easy to Use
Easy to Buy
Idea 1 Idea2
High
Motivator
s
Low
Barriers
High purchase motivators:• Less expensive than existing products
(Lower Price)• Provide better features than existing
products (Greater Benefits)
Eliminating purchase barriers:• Must not have any switching or
adoption cost (Easy to Use)• Must be readily available (Easy to
Buy)
Source: Source: Can you Spot the Sure Winner?, Eric Mankin
Pavan Soni, Innovation Evangelist.28
Net Present Value (NPV) assessmentTime of the cash flow Discount rateNet cash flow (+ive for inflow; -ive for outflow)
Positive: GoNegative: No GoZero: Indifference
Limitations for innovation projects: Difficult to estimate ‘rate’ and future cash flows due to
uncertainty Doesn’t take into account Type-2 errors (missed innovations) Can compare only similar projects, that too at the same time Offers only go/ no go decision, and not gain/ loss situation
Pavan Soni, Innovation Evangelist.29
Cash Curve Assessment
Source: Boston Consulting Group
Pavan Soni, Innovation Evangelist.30
Non- Dollar returns evaluation
Each concept is identified on the basis of impact it creates on each of the four dimensions.
Source: Boston Consulting Group
Innovation BazaarIntent:A science exhibition format where concepts are displayed in the form of model, artifacts, etc, and invested upon (nominal currency) by the community.
Salient benefits: • Team building • More clarity generation on
concept/ value proposition • Avoids any biased results
* An indicative list
Steps involved:• Teams creating models,
artifacts demonstrating the concept
• Elevator pith for each model• All participants provided
with nominal currency for voting
• Most voted concepts are shortlisted.
Source: Pavan Soni
Zero to One Protocol
Pavan Soni, Innovation Evangelist.32
Engineering question: Can you create breakthrough technology instead of incremental improvements? (at least 10 times better!)
Timing question: Is now the right time to start your particular business?
Monopoly question: Are you starting with a big share of a small market? (customers don't care about technology as much as about solving a problem)
People question: Do you have the right team? Distribution question: Do you have a way to not just create
but deliver your product? Durability question: Will your market position be defensible
10 and 20 years into the future? Secret question: Have you identified a unique opportunity
that other don't see? Source: Peter Thiel
Pavan Soni, Innovation Evangelist.33
SUCCESs PrincipleIntent:Emphatic way of conveying your ideas
Source: Made to Stick
Pavan Soni, Innovation Evangelist.34
Idea Presentation TemplateValue PropositionFor what a customer should be willing to pay you?Customer segment Who (Business /
Consumer) Where Demographic/
psychographic Preferences Gain/ pain points
Product/ service Stand-alone Bundles Delivery
mechanisms Partnerships
Revenue logic Revenue model Pricing model New revenue
stream / addition to existing ones
Anticipated cost/ time to implement New resources/
competencies required
Implementation issues Organizational/
technological/ market/ institutional
Implementation solutions Strategies and
structures Partnerships Interventions
For further reading on Innovation Innovation section on BusinessWeek (
www.businessweek.com/innovation) HBR Blogs (http://blogs.hbr.org) Knowledge@Wharton (http://knowledge.wharton.upenn.edu) MIT Open Courseware (http://ocw.mit.edu) Real Innovations (www.realinnovation.com) Innovation Tools (www.innovationtools.com) Mind Tools (www.mindtools.com) TED (www.ted.com) Alltop (http://innovation.alltop.com) Creativity for Life (www.creativityforlife.com) 1000Ventures (www.1000ventures.com) Technology Review (www.technologyreview.com) Pavan Soni’s blog (www.pavansoni.com)
35 Pavan Soni, Innovation Evangelist.
36
Books on Innovation and Creativity Where Good Ideas Come From: The Natural History of Innovation (Steven Johnson,
2010) The Medici Effect: What Elephants and Epidemics Can Teach Us About Innovation
(Frans Johansson, 2006) Zero to One: Notes on Start Ups, or How to Build the Future (Peter Thiel, 2014) The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
(Clayton M. Christensen, 1997) Ten Rules for Strategic Innovators: From Idea to Execution (Vijay Govindarajan,
2005) Relentless Innovation: What Works, What Doesn't--And What That Means For Your
Business (Gerard J. Tellis, 2013) Thinkertoys: A Handbook of Creative-Thinking Techniques (Michael Michalko, 2006) Lateral thinking: Creativity step by step (Edward De Bono, 1970) Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School
( John Medina, 2014) Blue Ocean Strategy: How To Create Uncontested Market Space And Make The
Competition Irrelevant (W. Chan Kim and Renée Mauborgne, 2004) The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital
Revolution (Walter Isaacson, 2014)
Pavan Soni, Innovation Evangelist.