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BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
BOF AMERICAS 2012: Relentless Innovation Presentation
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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Relentless Innovation Presentation by Jeffrey Phillips, OVO

Relentless Innovation Presentation by Jeffrey Phillips, OVO

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  • 1. Birds  of  a  Feather  Relentless  Innova3on   June  7,  2012  
  • 2. Relentless    Innova3on  
  • 3. Ques3on  How  do  we  get  ahead,  and  stay  ahead,  when  everything  is  so  uncertain?  
  • 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. 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. Our  Publica3ons  Our Blog Our whitepapers Our books
  • 7. OVO  Capabili3es  We  help  firms  Innovate  on  Purpose™  by  defining  strategic  goals  and  implemen3ng  consistent  processes  
  • 8. Five  Innova3on  Drivers  
  • 9. Disappearing  Trade  Barriers  Free  trade  provides  access  to  markets  for  far  more  compe3tors,  increasing  offerings  and  heightening  compe33on  
  • 10. Increasing  Rate  of  Change  •  The  rate  of   change  is   accelera3ng  •  Adop3on  rates   increasing  •  ATen3on     spans  decrease  
  • 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. 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. 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. Ready,  Set,  …  
  • 15. Well,  how  did  we  get  here?  
  • 16. The  “way  back”  machine  Return  with  me,  if  you  will,  to  the  1970s  
  • 17. 1970s:    Balance   Innova3on   Efficiency  There  was  a  3me,  not  so  long  ago,  when  there  was  greater  balance  between  efficiency  and  innova3on  
  • 18. Quality  Movement  In  the  80s,  Japanese  imports  placed  great  emphasis  on  quality  
  • 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. Foreign  Compe33on/Outsourcing  Other  factors,  such  as  lower  trade  barriers,  emerging  economies  and  outsourcing  redoubled  a  focus  on  efficiency  
  • 21. Result?  Innova3on   Efficiency  
  • 22. One  Trick  Pony?  
  • 23. Return  to  Today  
  • 24. What’s  blocking  innova3on?   Two  Barriers  –  BAU  and  Middle  Management  
  • 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. 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. No  room  for  Innova3on  
  • 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. You  are  cer3fiably  insane  Insanity:    Doing  the  same  thing  over  and  over  again  and  expec3ng  different  results.    
  • 30. The  Third  Way                                    Stop  modifying  the  ideas  and  start  modifying  the  processes.  
  • 31. Guardians  of  Status  Quo  
  • 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. 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. 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. Communica3on  
  • 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. 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. The  Fab  Four  
  • 39. Create  Clear  Innova3on  Goals  Link  innova3on  ac3vi3es  to  strategic  goals  and   define  innova3on  outcomes  
  • 40. Rebalance  tools  and  skills   Improve  innova3on  skills  while   maintaining  efficiency  
  • 41. Define  and  sustain  an  innova3on   process  
  • 42. Rework  culture,  incen3ves,  rewards  Pavlov  told  us  that  people  will  do  what  they   expect  they’ll  be  rewarded  to  do  
  • 43. Ques3ons/Contact  To  contact  me:     919-­‐844-­‐5644  x789   jphillips@ovoinnova3on.com   @ovoinnova3on  

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