Birds	  of	  a	  Feather	  Relentless	  Innova3on	          June	  7,	  2012	  
Relentless	  	  Innova3on	  
Ques3on	  How	  do	  we	  get	  ahead,	  and	  stay	  ahead,	  when	  everything	  is	  so	  uncertain?	  
Agenda	  •    Introduc3ons	  •    Five	  Innova3on	  Drivers	  •    Where	  and	  why	  we	  lost	  our	  way	  •    Why	 ...
Introduc3ons	  •  OVO	  is	  an	  innova3on	  consul3ng	  and	  soHware	     development	  firm,	  focused	  primarily	  on...
Our	  Publica3ons	  Our Blog                                    Our whitepapers                   Our books
OVO	  Capabili3es	  We	  help	  firms	  Innovate	  on	  Purpose™	  by	  defining	  strategic	  goals	  and	  implemen3ng	  c...
Five	  Innova3on	  Drivers	  
Disappearing	  Trade	  Barriers	  Free	  trade	  provides	  access	  to	  markets	  for	  far	  more	  compe3tors,	  incre...
Increasing	  Rate	  of	  Change	  •  The	  rate	  of	     change	  is	     accelera3ng	  •  Adop3on	  rates	     increasin...
Increasing	  Customer	  Expecta3ons	  •  We	  want	  more,	  expect	     more	  and	  demand	  more	     from	  our	  prod...
Increasing	  Access	  to	  Informa3on	  •  The	  cost	  of	  compu3ng	     power	  is	  dropping,	  and	     access	  to	 ...
Decreasing	  Cost	  of	  Entry	  •  The	  internet	  reduces	  cost	     of	  entry,	  reduces	     marke3ng	  costs	  and...
Ready,	  Set,	  …	  
Well,	  how	  did	  we	  get	  here?	  
The	  “way	  back”	  machine	  Return	  with	  me,	  if	  you	  will,	  to	  the	  1970s	  
1970s:	  	  Balance	                 Innova3on	                          Efficiency	  There	  was	  a	  3me,	  not	  so	  lo...
Quality	  Movement	  In	  the	  80s,	  Japanese	  imports	  placed	  great	  emphasis	  on	  quality	  
Six	  Sigma,	  Lean	  In	  the	  80s	  and	  90s,	  programs	  like	  Six	  Sigma	  and	  Lean	  increased	  focus	  on	  ...
Foreign	  Compe33on/Outsourcing	  Other	  factors,	  such	  as	  lower	  trade	  barriers,	  emerging	  economies	  and	  ...
Result?	  Innova3on	                                Efficiency	  
One	  Trick	  Pony?	  
Return	  to	  Today	  
What’s	  blocking	  innova3on?	    Two	  Barriers	  –	  BAU	  and	  Middle	  Management	  
Business	  as	  Usual	  Every	  firm	  relies	  on	  a	  set	  of	  well-­‐defined	  and	  well	  understood	  business	  pr...
Highly	  Efficient/Second	  Nature	  Business	  as	  usual	  ensures	  that	  the	  business	  hits	  on	  all	  cylinders,	...
No	  room	  for	  Innova3on	  
Innova3on	  is	  unusual	  Many	  firms	  aTempt	  to	  manage	  innova3ve	  ideas	  in	  their	  “business	  as	  usual”	 ...
You	  are	  cer3fiably	  insane	  Insanity:	  	  Doing	  the	  same	  thing	  over	  and	  over	  again	  and	  expec3ng	  ...
The	  Third	  Way	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  Stop	  modifying	  the	  ideas	  and	  start	  modi...
Guardians	  of	  Status	  Quo	  
Efficiency	  Experts	  Middle	  Managers	  are	  the	  efficiency	  experts	  in	  the	  business.	  	  They	  know	  how	  to...
Stuck	  in	  the	  Middle	  Middle	  Managers	  are	  stuck	  in	  the	  middle,	  aTemp3ng	  to	  balance	  the	  demands...
Crea3ng	  an	  	                   Innova3on	  Business	  as	  Usual	  Where	  do	  you	  start?	  	  With	  the	  things	...
Communica3on	  
Compensa3on	  Asking	  for	  innova3on	  but	  compensa3ng	  and	  rewarding	  for	  business	  as	  usual	  is	  excep3on...
Culture	  One	  of	  my	  favorite	  sayings	  is	  “Culture	  eats	  strategy	  for	  breakfast”.	  	  In	  other	  words...
The	  Fab	  Four	  
Create	  Clear	  Innova3on	  Goals	  Link	  innova3on	  ac3vi3es	  to	  strategic	  goals	  and	              define	  inno...
Rebalance	  tools	  and	  skills	    Improve	  innova3on	  skills	  while	        maintaining	  efficiency	  
Define	  and	  sustain	  an	  innova3on	                   process	  
Rework	  culture,	  incen3ves,	  rewards	  Pavlov	  told	  us	  that	  people	  will	  do	  what	  they	       expect	  th...
Ques3ons/Contact	  To	  contact	  me:	  	                       919-­‐844-­‐5644	  x789	                        jphillips@...
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
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BOF AMERICAS 2012: Relentless Innovation Presentation

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BOF AMERICAS 2012: Relentless Innovation Presentation

  1. 1. Birds  of  a  Feather  Relentless  Innova3on   June  7,  2012  
  2. 2. Relentless    Innova3on  
  3. 3. Ques3on  How  do  we  get  ahead,  and  stay  ahead,  when  everything  is  so  uncertain?  
  4. 4. Agenda  •  Introduc3ons  •  Five  Innova3on  Drivers  •  Where  and  why  we  lost  our  way  •  Why  “business  as  usual”  is  a  barrier  •  What  do  we  do  now?  
  5. 5. Introduc3ons  •  OVO  is  an  innova3on  consul3ng  and  soHware   development  firm,  focused  primarily  on   development  of  sustainable,  repeatable   innova3on  processes  •  I’m  Jeffrey  Phillips,  a  senior  consultant  with   OVO  and  author  of  two  books  –  Relentless   Innova3on  and  Make  us  more  Innova3ve  
  6. 6. Our  Publica3ons  Our Blog Our whitepapers Our books
  7. 7. OVO  Capabili3es  We  help  firms  Innovate  on  Purpose™  by  defining  strategic  goals  and  implemen3ng  consistent  processes  
  8. 8. Five  Innova3on  Drivers  
  9. 9. Disappearing  Trade  Barriers  Free  trade  provides  access  to  markets  for  far  more  compe3tors,  increasing  offerings  and  heightening  compe33on  
  10. 10. Increasing  Rate  of  Change  •  The  rate  of   change  is   accelera3ng  •  Adop3on  rates   increasing  •  ATen3on     spans  decrease  
  11. 11. Increasing  Customer  Expecta3ons  •  We  want  more,  expect   more  and  demand  more   from  our  products  and   services  and  the  firms  we   buy  from  •  As  technologies  improve,   we  expect  more  from  our   products  and  services  
  12. 12. Increasing  Access  to  Informa3on  •  The  cost  of  compu3ng   power  is  dropping,  and   access  to  the  internet  is   increasing  •  BeTer  informa3on   access  means  more   people  have  more   opportuni3es  
  13. 13. Decreasing  Cost  of  Entry  •  The  internet  reduces  cost   of  entry,  reduces   marke3ng  costs  and   increases  awareness  •  Anyone  can  sell  anything   to  anyone  else  •  Costs  and  barriers   decrease  or  disappear  
  14. 14. Ready,  Set,  …  
  15. 15. Well,  how  did  we  get  here?  
  16. 16. The  “way  back”  machine  Return  with  me,  if  you  will,  to  the  1970s  
  17. 17. 1970s:    Balance   Innova3on   Efficiency  There  was  a  3me,  not  so  long  ago,  when  there  was  greater  balance  between  efficiency  and  innova3on  
  18. 18. Quality  Movement  In  the  80s,  Japanese  imports  placed  great  emphasis  on  quality  
  19. 19. Six  Sigma,  Lean  In  the  80s  and  90s,  programs  like  Six  Sigma  and  Lean  increased  focus  on  efficiency,  crea3ng  less  focus  on  innova3on  
  20. 20. Foreign  Compe33on/Outsourcing  Other  factors,  such  as  lower  trade  barriers,  emerging  economies  and  outsourcing  redoubled  a  focus  on  efficiency  
  21. 21. Result?  Innova3on   Efficiency  
  22. 22. One  Trick  Pony?  
  23. 23. Return  to  Today  
  24. 24. What’s  blocking  innova3on?   Two  Barriers  –  BAU  and  Middle  Management  
  25. 25. Business  as  Usual  Every  firm  relies  on  a  set  of  well-­‐defined  and  well  understood  business  processes,  expecta3ons,  perspec3ves  and  decision  making  policies  that  become  the  basis  for  how  the  business  operates.    This  “business  as  usual”  model  ensures  work  is  done  efficiently  and  effec3vely.  
  26. 26. Highly  Efficient/Second  Nature  Business  as  usual  ensures  that  the  business  hits  on  all  cylinders,  driving  greater  efficiency  and  effec3veness.    Middle  managers  work  to  ensure  the  business  as  usual  opera3ng  model  is  constantly  improved  and  reinforced.  
  27. 27. No  room  for  Innova3on  
  28. 28. Innova3on  is  unusual  Many  firms  aTempt  to  manage  innova3ve  ideas  in  their  “business  as  usual”  frameworks.    But  these  frameworks  reject  everything  about  innova3on.  Innova3on  detracts  from  the  efficient,  effec3ve  model  that  has  delivered  consistent  quarterly  results.  
  29. 29. You  are  cer3fiably  insane  Insanity:    Doing  the  same  thing  over  and  over  again  and  expec3ng  different  results.    
  30. 30. The  Third  Way                                    Stop  modifying  the  ideas  and  start  modifying  the  processes.  
  31. 31. Guardians  of  Status  Quo  
  32. 32. Efficiency  Experts  Middle  Managers  are  the  efficiency  experts  in  the  business.    They  know  how  to  get  more  done  with  less.    While  execu3ve  may  request  innova3on,  compensa3on  and  rewards  are  3ed  to  short  term  goals.    Middle  Managers  have  received  training  in  Six  Sigma,  Lean  and  other  efficiency  tools,  but  liTle  or  no  innova3on  training.  
  33. 33. Stuck  in  the  Middle  Middle  Managers  are  stuck  in  the  middle,  aTemp3ng  to  balance  the  demands  for  innova3on  from  the  execu3ves  while  keeping  the  rest  of  the  organiza3on  working  to  an  efficient,  effec3ve,  consistent  model.    Middle  Managers  benefit  more  than  any  other  group  from  “business  as  usual”  
  34. 34. Crea3ng  an     Innova3on  Business  as  Usual  Where  do  you  start?    With  the  things  that  mo3vate  your  team.  Communica)on  and  compensa)on  and  culture.    People  will  do  what  they  are  led  to  do  (communica3on),  what  they  are  paid  to  do  (compensa3on)  and  what  the  environment  indicates  they  should  do  (culture).  
  35. 35. Communica3on  
  36. 36. Compensa3on  Asking  for  innova3on  but  compensa3ng  and  rewarding  for  business  as  usual  is  excep3onally  frustra3ng  to  your  team.    As  ra3onal  actors,  people  will  naturally  revert  to  their  “day  jobs”,  since  innova3on  is  risky  anyway,  and  not  part  of  their  compensa3on  or  reward  systems.    If  you  want  innova3on,  change  compensa3on  and  reward  structures  to  recognize  it.  
  37. 37. Culture  One  of  my  favorite  sayings  is  “Culture  eats  strategy  for  breakfast”.    In  other  words,  corporate  culture  is  more  powerful  than  any  individual  or  strategy.    If  your  corporate  culture  is  structured  to  favor  business  as  usual,  innova3on  will  always  be  difficult.    You  must  change  the  culture  to  create  an  innova3on  business  as  usual.  
  38. 38. The  Fab  Four  
  39. 39. Create  Clear  Innova3on  Goals  Link  innova3on  ac3vi3es  to  strategic  goals  and   define  innova3on  outcomes  
  40. 40. Rebalance  tools  and  skills   Improve  innova3on  skills  while   maintaining  efficiency  
  41. 41. Define  and  sustain  an  innova3on   process  
  42. 42. Rework  culture,  incen3ves,  rewards  Pavlov  told  us  that  people  will  do  what  they   expect  they’ll  be  rewarded  to  do  
  43. 43. Ques3ons/Contact  To  contact  me:     919-­‐844-­‐5644  x789   jphillips@ovoinnova3on.com   @ovoinnova3on  

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