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BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
BOF WEST 2010: Next Steps for Ideas
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BOF WEST 2010: Next Steps for Ideas

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  • 1. Next  Steps  for  an  Idea   Birds  of  a  Feather  Conference   August  12,  2010  
  • 2. Links  and  Layers  •  Innovation as a series of interconnected “links” of activities•  Each link composed of layers of activities, processes, people
  • 3. Overview  •  Introduc:ons  •  Ideas,  but  now  what?  •  Five  factors  to  consider  •  Recommenda:ons  •  Q&A  
  • 4. Introduc:ons  •  OVO  is  an  innova:on  consul:ng  and  training   firm,  focused  primarily  on  development  of   sustainable,  repeatable  innova:on  processes  •  I’m  Jeffrey  Phillips,  a  senior  consultant  with  OVO   and  I’ll  be  your  presenter,  humorist  and  guide   for  the  next  hour.  
  • 5. So  we  have  some  ideas…  •  Basket of ideas photograph•  Doesn’t really matter how the ideas were generated – brainstorm, idea campaign, open innovation etc.•  We have a number of ideas that need some “next steps”
  • 6. Possibly  captured  in  a  system  
  • 7. Now  what?  •  Perhaps  your  firm  has  clear  guidance  on  how  to   manage  ideas  •  On  the  other  hand,  perhaps  you  have  reached   the  proverbial  fork  in  the  road  
  • 8. Many  forks,  no  clear  path  •  If  your  firm  is  like  many  we’ve  worked  with,   there  are  no  clear  paths  to  evaluate,  select  and   develop  the  idea  •  You’ve  reached  a  “fork  in  the  road”  and  the   path  ahead  is  uncertain  
  • 9. Defined  Path  •  Let’s  talk  about  making  the  way  forward  for  an   idea  more  defined,  more  visible  and  more   sustainable  •  It’s  hard  enough  to  do  innova:on  without   crea:ng  more  difficul:es  through  poor   defini:on,  planning  and  process  
  • 10. Links  in  a  chain  Problem     Evalua;on   Launch  &  Defini;on   Idea   &   Development   Maintenance   Genera;on   Selec;on  
  • 11. Strengths  /  Weaknesses   Evalua;on   &  Problem     Idea   Selec;on   Launch  &  Defini;on   Genera;on   Development   Maintenance  
  • 12. Where  does  a  chain  break?  For  most  firms,  the  weakest  link  in  the  innova:on  chain  is  evalua:on,  selec:on  and  prototyping  
  • 13. Reasons  •  Problem  defini-on  is  rela:vely  straighTorward.   Everyone  recognizes  the  problems  •  Most  organiza:ons  are  preWy  good  at  idea   genera-on  •  Most  firms  consider  their  development   capabili:es  as  a  core  competency  •  Launch  and  maintenance  are  well  understood  
  • 14. Evalua:on,  Selec:on,  Prototyping  Several  reasons:   – Strategic  –        are  we  working  on  things  that  are   important,  relevant                            and  strategic?   – Process  –          have  we  defined  how  this  “should”   work?   – Criteria  –          do  we  know  what  criteria  to  use  to   evaluate  the  idea?   – Experience  –      do  we  have  people  who  have  “done  this   before”?   – Perspec;ves  –    do  we  have  the  right  mix  of  people  to  evaluate  the                                idea?   – Prototyping  –      do  we  have  the  right  aYtudes  about  rapid  
  • 15. We  believe  there  are  five  significant  reasons  for  failure  in  the  evalua:on  and  selec:on  “link”    •  Strategic  issues  •  Process  issues  •  People  issues  •  Prototyping  •  Transi:on  issues  
  • 16. “Strategic”  reasons  Evalua:on  and  Selec:on  o[en  fail  for  “strategic”  reasons:  •  There  isn’t  a  clear  ra:onale  for  the  idea  –  it  isn’t  well   aligned  to  corporate  goals  •  Inability  to  priori:ze  issues  and  state  what  is  important,   make  tradeoffs,  make  choices  •  Lack  of  communica:on  and  emphasis  –  execu:ves   actually  want  new  ideas  but  don’t  communicate  
  • 17. Overcoming  Strategic  Issues  •  Make  sure  the  idea  is  aligned  with  strategic  goals  and   corporate  strategies  •  Link  the  idea  back  to  the  problem  statement  or   opportunity  •  Understand  the  choices  and  tradeoffs  –  what  are  the   expecta:ons  (incremental/disrup:ve)  
  • 18. Process  Reasons  Even  if  the  execu:ve  team  is  fully  behind  the  work,  evalua:on  can  suffer  if:  •  There’s  no  clear  process  –  What  should  we  do?  •  There’s  no  defined  criteria  to  use  to  evaluate  –   otherwise  this  is  simply  opinion  and  preference  
  • 19. Does  your  process  look  like  this?  
  • 20. Overcoming  Process  issues  •  Define  and  communicate  an  evalua:on  process   –  It  may  change  slightly  idea  to  idea  or  topic  to  topic   –  Use  the  concepts  of  stages  and  gates,  ideally  no  more  than  3   –  Publish  the  evalua:on  process  so  idea  submiWers  can   understand  how  ideas  are  evaluated  •  Establish  “standard”  evalua:on  criteria  
  • 21. Or  this?   Identify NeedSet scope, team Review existing Conduct States and and goal research Ethnography Insights Concept Elaboration Document Confirm / Generate Top 8 Ideas to Tune Rank Ideas Top 20 Rank Ideas Ideas Focus Groups 4-8 Ideas Ideas (53) Idea Generation High Level Confirm / Tune Feasibility and Prep for Stakeholder Rank Ideas 8-10 Ideas Concept Presentation Presentation for Show Analysis Target Date: September Feasibility / General Concept Analysis We are Here Quantitative Second Executive Analysis & Stakeholder Sponsor ImplementationConcept Testing Presentation Decision – Ideas to Market Timeline: February 2010 Final Decisioning MarketFeasibility / Pilot / Prototype
  • 22. The  OVO  Process   Directed  by  Corporate  Strategy  Trends  and   Idea   Customer   Idea   Scenario   Evalua;on  &   Insights   Genera;on   Planning   Development   Enabled  by  Corporate  Culture  
  • 23. Suggested  Process  Map   As  an  example:   Idea   Crowd   Idea   Eval.   Business   Steering    Submission Rank   Research   Criteria   Case   Team   Ideas  evaluated  and   ranked  by  “Crowd”   Ideas  evaluated  using   criteria  by  a  diverse  team   Business  plans  evaluated   and  selected  by  a   steering  commiWee  
  • 24. “Swim”  Charts   Build  a  Business  Case   2  –  3  months   Bi-­‐monthly    Process   Iden;fy     Write   Finalize  the   Determine   Necessary   Business     business   Screening   If  Approved   Par;cipa;on   Resources   case   case   Business  case  presented  to  EIG  Docs/Data   Develop  the  business  case   Final  business  plan   based   Three  disposi:ons:   Establish  the  priority   Schedule  :me  for  business   of  the  approved  ideas   on  template  and  financial    -­‐  move  to  develop  idea   case  review    -­‐  shelve   based  on  porTolio,   model        -­‐  return  to  concept  lead  for     opportuni:es  and  needs          further  business  case   elabora:on   Concept  Lead   Concept  Lead  People   Resources  from  other  teams   Resources  from  other  teams   Concept  Lead   EIG   Innova:on  Team       as  necessary   as  necessary   Iden:fy  poten:al  sponsor         #  ideas  presented   #  ideas  approved  Metrics   #  ideas  approved   #  ideas  shelved   Avg  :me  from  phase  start  to   #  ideas  moved  to   approval        other  groups   Avg  :me  from  capture  to   #  ideas  merged  with    approval      other  ac:ve  projects    Feedback   No:fy  submiWer  idea   No:fy  submiWer  idea   disposi:on   moving   and  ra:onale  if  not  moving   into  development   to  development   idea  shelved  or  passed  to  Exit   idea  shelved  or  passed  back   See  next  slide   product   to     based  on  Concept  Lead  Research   Concept  Lead  a[er  review     Ideas  can  be  merged  with  other     Ac:ve  projects    
  • 25. Overcoming  Process  Issues  Standard  evalua:on  criteria  •  Recommended  evalua:on  criteria:   –  Dis:nc:veness   –  Feasibility   –  Opportunity   –  Market  Impact   –  Customer  Impact  •  Weight  them  as  appropriate  for  your  firm  •  Add  addi:onal  criteria  as  necessary  
  • 26. Example   Strategy Opportunity Feasibility Distinctiveness Market Im pact Consum er Im pact Return Alignm ent Thought Provokers: Is there a significant Can it be built or Are w e the first to Will the idea disrupt Does the idea provide Does the idea Does the idea fit w ith Review these questions market opportunity in developed? Does X market w ith this idea? our competitors? Will significant benefit to represent a overall X Corp to think through your terms of consumer Corp have the Can the idea be this idea significantly consumers? Will the significant return on strategy and the new response to the category interest? Is there any capability to enter the readily copied? If impact the market? consumer quickly the investment, branding theme? question for the ideas major competitor in market, on its ow n or there is a competitor, Will consumers reap those benefits? recognizing that below the marketplace w ith partners? can w e distinguish enthusiastically some ideas may not today? our idea from theirs? respond, perhaps be intended to sw itch to us from provide an immediate another? financial return Responses: "0" - a competitive, "0" - the idea is "0" - the idea is "0" - the idea is w ill "0" - the idea is w ill "0" - likely to provide "0" - Not aligned to X A response of "1" means saturated market w e completely beyond X indistinguishable from have no impact on have no meaningful no return or very little Corp strategy, intent the idea fails to achieve enter late, Corp and our existing products and competitors or the value to consumers, return for the and positioning, any significance in the "7" - a completely partners ability to services, market, "7" - the idea investment, "7" - Well aligned to X category at all, w hile a "7" new "blue ocean" build and deliver, "7" - the idea is "7" - the idea w ill provides excellent "7" - Likely to provide Corp strategy, intent means the idea completely w ith no current "7" - the idea can be completely new and force competitors to benefits that are exceptional return on and positioning achieves the meaning of competitors easily developed w ith distinct from any react and prospects easy to realize for the investment the category existing capabilities other product or to sw itch to X Corp consumers service IDEA TITLE1 Idea One 26 50 21 22 31 30 402 Idea Tw o 29 47 23 21 34 22 353 Idea Three 34 49 36 26 32 33 364 Idea Four 44 39 41 42 40 36 395 Idea Five 37 40 27 34 46 27 326 Idea Six 41 45 42 34 42 32 40
  • 27. People  Reasons  People  play  an  important  role  in  evalua:ng,  selec:ng  and  prototyping  ideas  The  evalua:on  and  selec:on  link  fails  if:  •  People  don’t  understand  their  roles  in  evalua:on  •  People  haven’t  received  training  to  evaluate  ideas  in   context  and  with  the  right  perspec:ves  •  There’s  no  “learning  curve”  –  everything  is  new,  and   different,  each  :me  •  The  team  is  too  narrow,  too  biased,  doesn’t  have   representa:on  from  key  cons:tuencies  
  • 28. Overcoming  People  Issues  •  Iden:fying  “roles”  in  the  evalua:on  process   –  Who  does  “what”  when?  •  Developing  perspec:ve   –  Finding  the  best  aspects  of  the  idea,  not  merely  shuYng  the  idea  down  •  Gaining  skills  and  insights  over  :me   –  Building  a  core  group  that  evaluates  ideas  repeatedly  so  there  is  learning  
  • 29. Prototyping  Reasons  •  Ideas  that  receive  high  marks  in  the  evalua:on  process   should  be  simultaneously  prototyped  •  Ideas  can  fail  in  this  step  because:   • Failure  to  adequately  prototype  in  case  of  idea  failure   • Inadequate  prototyping  leads  us  to  see  what  we  want  to  see   • No  :me  or  no  investment  for  prototyping  
  • 30. Shared  Expenses  Website  Mobile  Branch  Banking  
  • 31. Overcoming  Prototyping  issues  •  Find  cheap,  fast  ways  to  prototype  ideas   –   Clorox  aWempts  to  prototype  ideas  in  a  few  hours  or  less   for  an  incremental  idea  and  a  few  days  for  a  disrup:ve  idea  •  Use  internal  staff  to  expose  the  ini:al  prototypes  to   –  they  are  likely  customers  of  your  products  •  Refine  the  prototypes  and  find  real  customers  to   experience  your  prototype.    Follow  the  80-­‐20  rule:     Listen  80%  talk  20%.  
  • 32. “Transi:on”  issues  •  As  an  innova:on  team,  you  can  do  everything   right  and  s:ll  fail,  if  the  idea  can’t  be   “transi:oned”  to  the  right  sponsor  •  Ideas  can  fail  if:   • The  idea  enters  the  product  development  queue  as  the  10th  most   important  task   • Everyone  is  enthusias:c  about  the  idea  but  no  one  is  willing  to   adopt  it  or  flesh  it  out  
  • 33. Whose  Responsibility?  There  was  an  important  job  to  be  done  and  Everybody  was  sure  that  Somebody  would  do  it.    Anybody  could  have  done  it,  but  Nobody  did  it.    Somebody  got  angry  about  that  because  it  was  Everybodys  job.    Everybody  thought  that  Anybody  could  do  it,  but  Nobody  realized  that  Everybody  wouldnt  do  it.    It  ended  up  that  Everybody  blamed  Somebody  when  Nobody  did  what  Anybody  could  have  done      
  • 34. Overcoming  Transi:on  Issues  •  Revisit the first link in the chain Who wants or needs this idea? Who championed or supported the challenge or opportunity?•  Seek individuals who will adopt or champion the idea during the process if an “owner” doesn’t exist•  Help establish the right priority for the idea so it doesn’t get buried in the “to do” list
  • 35. Layers  
  • 36. Linkages  and  Layers  •  To  succeed,  we  need  strong  links  in  the  innova:on   “chain”  –  from  opportunity  iden:fica:on  to  product  or   service  launch  •  We  also  need  strong  linkages  across  the  “layers”   necessary  for  success  –  process,  people  and  culture   (ver:cal  linkages)  
  • 37. Linkages  •  Previously  we’ve  examined  the  “strong”  links  in  your   innova:on  chain   – Idea  genera:on   – Product  development  and  launch  •  You’ll  need  to  implement  some  of  our   recommenda:ons  on  the  “weak”  link   –   Evalua:on,  selec:on  and  prototyping  
  • 38. Layers  •  Once  the  “innova:on  chain”  is  made  up  of  strong  links,   turn  your  aWen:on  to  the  suppor:ng  layers  •  A  defined  process  isn’t  enough   – You  need  people  who  are  engaged  and  understand  their  roles   – You  need  a  culture  that  supports  innova:on  across  the  en:re  process  
  • 39. Good  News  •  None  of  this  is  necessarily  difficult  •  Certainly  not  rocket  science.    You  can  do  this   with  the  people  you  have  •  May  require  process  defini:on,  training  your   teams  and  some  compensa:on  changes  •  Doesn’t  require  new  people,  new  skills  or   insights  
  • 40. Recap  •  Evalua:on,  selec:on  and  prototyping  is  the   “weak  link”  •  There  are  five  reasons:   –  Strategic   –  Process   –  People   –  Prototyping   –  Transi:on  •  Each  of  these  reasons  requires  a  different   response,  but  none  are  especially  difficult  
  • 41. To  Dos  •  Link  evalua:on  and  selec:on  to  strategy  •  Define  a  transparent,  consistent  evalua:on  process  •  Build  and  train  teams  to  evaluate  ideas  •  Encourage  rapid  prototyping  •  Establish  an  effec:ve  transi:on  plan  for  ideas  •  Ensure  you  have  strong,  effec:ve  “layers”  to   support  your  process  –  people  and  culture  
  • 42. Build  a  Bridge  
  • 43. Q&A  •  Feel  free  to  contact  me!  •  Email:    jphillips@ovoinnova:on.com  •  Web:    www.ovoinnova:on.com  •  Blog:    innovateonpurpose.blogspot.com  •  TwiWer:    @OVOinnova:on  

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