CopyrightCraigRhinehart2014
Intrapreneurship:	
  
Tackling	
  The	
  Challenges	
  of	
  
Bringing	
  New	
  Innova6on	
  ...
CopyrightCraigRhinehart2014
•  First	
  job	
  at	
  14	
  (paper	
  boy)	
  …	
  First	
  startup	
  at	
  19	
  
(photo	...
CopyrightCraigRhinehart2014
•  Penicillin:	
  When	
  Alexander	
  Fleming	
  was	
  looking	
  for	
  his	
  wonder	
  dr...
CopyrightCraigRhinehart2014
•  Background	
  on	
  Intrapreneurship	
  
•  Why	
  Organiza6ons	
  Struggle	
  to	
  Commer...
CopyrightCraigRhinehart2014
"A	
  person	
  within	
  a	
  large	
  corpora>on	
  who	
  takes	
  
direct	
  responsibilit...
CopyrightCraigRhinehart2014
An#Intrapreneur#is#a#person#within#a#large#corpora3on#
who#takes#direct#responsibility#for#tur...
CopyrightCraigRhinehart2014
•  67%	
  of	
  the	
  most	
  innova6ve	
  companies	
  say	
  
innova6on	
  is	
  a	
  compe...
CopyrightCraigRhinehart2014
Intrapreneurs:	
  	
  Similari>es	
  
•  Requires	
  vision	
  and	
  strategy	
  
•  Uses	
  ...
CopyrightCraigRhinehart2014
Public Company Innovation Funding
“Con6nuing	
  budget	
  reductions are	
  like	
  
dying	
  ...
CopyrightCraigRhinehart2014
1.  Innova>on	
  or	
  Idea>on	
  Phase	
  
•  Differen6ate,	
  expand	
  or	
  otherwise	
  ex...
CopyrightCraigRhinehart2014
•  Incremental	
  Innova>on	
  *	
  
	
  Logical	
  extension,	
  module	
  or	
  expansion	
 ...
CopyrightCraigRhinehart2014
•  The	
  Innovator’s	
  Dilemma	
  
•  The	
  Innovator’s	
  Solu6on	
  
	
  both	
  by	
  Cl...
CopyrightCraigRhinehart2014
•  EvereT	
  Rogers:	
  	
  Demonstrated	
  the	
  applica6on	
  of	
  diffusion	
  theory	
  t...
CopyrightCraigRhinehart2014
Innova6on	
  commercializa6on	
  is	
  not	
  a	
  
well	
  understood	
  process	
  
•  68%	
...
CopyrightCraigRhinehart2014
•  Even	
  though	
  84%	
  of	
  execu6ves	
  say	
  innova6on	
  is	
  
extremely	
  or	
  v...
CopyrightCraigRhinehart2014
Polling Question 1
•  Innova6on	
  is	
  important	
  to	
  the	
  long-­‐term	
  health	
  an...
CopyrightCraigRhinehart2014
Innova&on'is'important'to'the'long2term'health'
and/or'compe&&ve'advantage'of'an'organiza&on.'...
CopyrightCraigRhinehart2014
Polling Question 2
•  How	
  would	
  you	
  characterize	
  your	
  organiza6ons	
  ability	
...
CopyrightCraigRhinehart2014
Ability	
  to	
  Commercialize	
  Innovation?	
  
	
  
PRELIMINARY	
  SURVEY	
  FINDINGS	
  
H...
CopyrightCraigRhinehart2014
Mountains	
  of	
  Innovation	
  –	
  Top	
  10	
  Companies	
  
1.  IBM	
  -­‐	
  6,809	
  (p...
CopyrightCraigRhinehart2014
•  IBM	
  Case	
  Manager	
  
	
  IBM	
  SoWware	
  that	
  adds	
  case	
  management	
  func...
CopyrightCraigRhinehart2014
•  IBM	
  Pa6ent	
  Similarity	
  Analy6cs	
  (Research	
  Version)	
  
•  IBM	
  Advanced	
  ...
CopyrightCraigRhinehart2014
•  IBM	
  DeepQA	
  (Research	
  and	
  Jeopardy!	
  Versions)	
  
•  IBM	
  Watson	
  (Commer...
CopyrightCraigRhinehart2014
Valida6on	
  
Itera6on	
  
Early	
  Adop6on	
  
5 Must Haves for Any Successful Project
1.  St...
CopyrightCraigRhinehart2014
Polling Question 3
•  Which	
  tools	
  do	
  you	
  use	
  to	
  assess	
  or	
  advance	
  i...
CopyrightCraigRhinehart2014
Innovation	
  Tools	
  in	
  Use?	
  
	
  
PRELIMINARY	
  SURVEY	
  FINDINGS	
  
0.0%$
10.0%$
...
CopyrightCraigRhinehart2014
World Famous Innovation Failures
Bad	
  vision,	
  poor	
  execu6on	
  and	
  lack	
  of	
  
m...
CopyrightCraigRhinehart2014
1.  Ini6ate	
  or	
  help	
  improve	
  your	
  Intrapreneurship	
  program	
  
2.  Improve	
 ...
CopyrightCraigRhinehart2014
•  The	
  First	
  Annual	
  Intrapreneurship	
  Benchmark	
  
Survey	
  on	
  Commercializing...
CopyrightCraigRhinehart2014
Q&A	
  
30	
  
Craig	
  Rhinehart	
  Contact	
  Informa6on	
  
Blog:	
  	
  h;p://CraigRhineha...
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Intrapreneurship: Tackling The Challenges of Bringing New Innovation to Market

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These charts were used as part of a AIPMM webinar on June 20, 2014. The replay can be accessed at: http://bit.ly/1iPrqiW

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Intrapreneurship: Tackling The Challenges of Bringing New Innovation to Market

  1. 1. CopyrightCraigRhinehart2014 Intrapreneurship:   Tackling  The  Challenges  of   Bringing  New  Innova6on  to   Market   1   Craig  Rhinehart   Intrapreneur   Director,  IBM  Smarter  Care  Strategy  and  Market  Development   IBM  So:ware  Group     Blog:    h;p://CraigRhinehart.com   Twi;er:    @CraigRhinehart   Email:    Craig@Rhinehart.com    
  2. 2. CopyrightCraigRhinehart2014 •  First  job  at  14  (paper  boy)  …  First  startup  at  19   (photo  retouching)  …  first  acquisi6on  at  22   (computer  business)   •  30+  years  as  both  intrapreneur  and  entrepreneur  in   business  strategy,  innova6on,  products  and   marke6ng   •  Former  Founder  and  CEO  including  several  start-­‐ ups  and  early  stage  companies   •  Emphasis  on  enterprise  soWware  and  systems   integra6on  in  ECM,  analy6cs,  cogni6ve  compu6ng,   photography,  broadcast  video,  interac6ve  learning   •  Industry  exper6se  includes  healthcare,  life  sciences,   government,  legal,  educa6on,  insurance,  media   and  entertainment   •  8  career  acquisi6ons  (3  buy  and  5  sell)   •  8  years  at  IBM  …  4  years  at  FileNet   •  Acquired  twice  by  IBM  (Tarian  and  FileNet)   About  The  Speaker   2   Mentors  entrepreneurs  -­‐  mul6ple  programs:   •  American  Corporate  Partners   •  Accelerate  DC  (George  Washington   University,  Virginia  Tech  University,  Johns   Hopkins  University)   •  George  Mason  University   •  University  of  Maryland  School  of   Business   Informa6on  is  my  own  and  doesn’t  necessarily   represent  IBM’s  posi6ons,  strategies  or  opinions  
  3. 3. CopyrightCraigRhinehart2014 •  Penicillin:  When  Alexander  Fleming  was  looking  for  his  wonder  drug  to  cure  diseases,  he   probably  never  thought  it  would  look  like  mold.    Yes,  had  Dr.  Fleming  been  a  li;le  more  6dy   and  a  li;le  less  innova6ve,  he  might  have  just  cleaned  the  mold  from  a  contaminated  Petri   dish  he  found.    Instead,  he  no6ced  it  was  dissolving  all  the  bacteria  around  it  and  inves6gated   further.    Voila!    Wonder  drug.   •  Pacemakers:  Electrical  engineer  John  Hopps  was  conduc6ng  research  on  hyperthermia  when   he  discovered  that  if  a  heart  stopped  bea6ng  due  to  cooling,  it  could  be  started  again  by   ar6ficial  s6mula6on.    This  led  to  the  inven6on  of  the  pacemaker,  and  countless  lives  have   been  saved  ever  since.   •  Microwaves:  Percy  Spencer  of  the  Raytheon  Company  was  conduc6ng  radar  research  with   vaccuum  tubes  when  he  accidentally  melted  a  candy  bar  in  his  pocket.    He  put  some  popcorn   in  his  experiment,  and  thus  was  born  the  microwave  popcorn  industry.   •  Corn  Flakes:  What  happened  the  last  6me  you  leW  a  pot  on  the  stove  too  long?    When  John   Kellogg  and  his  brother  Will  leW  a  pot  of  boiled  grain  on  the  stove  for  several  days,  the   resul6ng  mess  became  the  launching  point  for  their  famous  breakfast  cereal.   •  The  Slinky:  Naval  engineer  Richard  Jones  wasn’t  trying  to  invent  what  is  arguably  the  best  toy   ever  (your  opinion  may  vary  –  see  Silly  Pu;y).    He  was  working  on  tension  springs  designed  to   monitor  power  on  naval  ba;leships  when  one  of  them  fell  to  the  floor.    Killer  Ques6on  from   that  moment:  Is  this  fun  or  what?   3   h;p://philmckinney.com/archives/2013/10/unintended-­‐ consequences-­‐5-­‐innova6on-­‐failures-­‐that-­‐changed-­‐the-­‐world.html   …  and  they  almost  didn’t  happen   5 Innovations That Mattered
  4. 4. CopyrightCraigRhinehart2014 •  Background  on  Intrapreneurship   •  Why  Organiza6ons  Struggle  to  Commercialize  Innova6on   •  Types  of  Innova6on  /  Commercializa6on  Process   •  Real  World  IBM  Commercializa6on  Examples   •  Invita'on:    Take  The  Survey  -­‐  Get  the  Full  Results  and  Report   •  Q&A  Session   Intrapreneurship  Webinar  Agenda   This  presenta6on  will  feature  preliminary  findings  from:   The  First  Annual  Intrapreneurship  Benchmark  Survey  on   Commercializing  Innova'on   4  
  5. 5. CopyrightCraigRhinehart2014 "A  person  within  a  large  corpora>on  who  takes   direct  responsibility  for  turning  an  idea  into  a   profitable  finished  product  through  asser>ve  risk-­‐ taking  and  innova>on”   Intrapreneur  De7ined   The  term  is  generally  credited  to  Gifford   Pinchot  as  far  back  as  1982   The  American  Heritage  Dic>onary:   •  Not  a  perfect  defini6on  because  every  company  has  people  who  do  this   •  There  is  a  collabora6on  and    decision  making  component  in  support  of  risk  taking   •  Also  requires  strategy,  execu6on  and  delivery  of  results   5  
  6. 6. CopyrightCraigRhinehart2014 An#Intrapreneur#is#a#person#within#a#large#corpora3on# who#takes#direct#responsibility#for#turning#an#idea#into#a# profitable#finished#product#through#asser3ve#risk#taking# and#innova3on# Agree% Par(ally%Agree% Par(ally%Disagree% Disagree% Intrapreneur  De7inition?     PRELIMINARY  SURVEY  FINDINGS   66%   32%   “the  defini@on  focuses  on  the  execu@ng  part.  It  does  not  include   "coming  up  with  ideas".  Crea@vity  is  part  of  the  making  of   entrepreneurs  and  should  be  the  same  with  Intrapreneurs”   “…  an  Intrapreneur  could  be  a  member  of  an   intrapreneur  team  driving  a  part  of  the  effort”   “needs  to  say  something   about  overcoming   obstacles”   “Employees  in  larger   organiza@ons  DO   NOT  take  risks  for   fear  of  job  loss”   “why  does  the   corpora@on  have  to   be  large?”   “It  might  be  that  the  idea  isn´t  a   product,  but  a  simple  change  on  the   way  something  is  done  or  produced”   The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova'on   6  
  7. 7. CopyrightCraigRhinehart2014 •  67%  of  the  most  innova6ve  companies  say   innova6on  is  a  compe66ve  necessity  regardless  of   sector  or  geography  (1)   •  Leading  innovators  have  grown  16%  higher  then  the   least  innova6ve  (1)   •  Innova6on  transforma6on  underway  (1)   •  91%  of  companies  believe  innova6on  is  a  strategic   priority  (2)   The  Importance  of  Innovation   A  key  driver  of  organic  growth   for  all  companies  (1)   (1)  PWC  Report  “Breakthrough  Innova6on  and  Growth”  -­‐  September  2013   (2)  GE  Report  “Global  Informa6on  Barometer”  -­‐  January  2013   7  
  8. 8. CopyrightCraigRhinehart2014 Intrapreneurs:    Similari>es   •  Requires  vision  and  strategy   •  Uses  leadership  and  strong  execu6on  to   succeed   •  Needs  internal  funding   •  Similar  process  of  validate,  plan,  build,   launch  and  grow   •  Opportunity  driven     Intrapreneurs:    Differences   •  Usually  Fearful   Fear  of  failure,  career  embarrassment,   confronta6on  or  peer  percep6on   •  Stakeholders  and  Mo6ves   Not  just  financial  …  NIH  syndrome,  lack  of  alignment   (on  priori6es)  or  lack  of  skills   •  Navigates  Exis6ng  Culture   May  have  li;le  or  no  influence  over  culture   •  Has  Star6ng  Points   Ability  to  leverage  customers   Entrepreneurs:  Similari>es   •  Requires  vision  and  strategy   •  Uses  leadership  and  strong  execu6on  to   succeed   •  Needs  external  funding   •  Similar  process  of  validate,  plan,  build,   launch  and  grow   •  Opportunity  driven   Entrepreneurs:    Differences   •  Usually  Fearless   Simply  start  over  or  pivot  mentality   •  Stakeholder  Mo6ves    Almost  exclusively  financial  (investors)   •  Creates  New  Culture   •  Starts  from  Blank  Page    Must  create  customer  base     Intrapreneur  or  Entrepreneur?   Mostly  similar,  the  main  differences  are   in  fears  and  stakeholder  mo6ves   Who  REALLY  has  the  most  at  stake?   8  
  9. 9. CopyrightCraigRhinehart2014 Public Company Innovation Funding “Con6nuing  budget  reductions are  like   dying  a  painful  death  by  a  thousand  cuts”   •  The  larger  the  company,  the  more  acute  the  problem   •  Quarter  to  quarter  financial  decisions  (cutbacks)  have   unintended  downstream  innova6on  consequences   •  There  is  tension  between  organic  innova6on  investment  and   fiduciary  shareholder  budget  responsibility  where  innova6on   almost  always  loses     9  
  10. 10. CopyrightCraigRhinehart2014 1.  Innova>on  or  Idea>on  Phase   •  Differen6ate,  expand  or  otherwise  extend  through  new  inven6on(s)  or   other  forms  of  innova6on   2.  Commercializa>on  Phase   •  Commercialize,  license  or  otherwise  prepare  the  innova6on  for  go-­‐to-­‐ market  /  market  adop6on   •  Approaches  will  be  driven  by  type  of  innova6on  (incremental,   enabling,  breakthrough)   3.  Market  Adop>on  Phase   •  Repeatable  and  scalable  adop6on  /  revenue  growth  from  new   innova6on   3 Phases of Innovation Success 1            2                          3   10  
  11. 11. CopyrightCraigRhinehart2014 •  Incremental  Innova>on  *    Logical  extension,  module  or  expansion  to  an  exis6ng  offering  that   extends  the  current  value  as  well  as  leverages  exis6ng  paths  to   market   •  Enabling  Innova>on  *    Significant  innova6on  that  enables  new  value  to  be  delivered  …  or   something  new  to  be  achieved  but  s6ll  leverages  exis6ng  paths  to   market   •  Breakthrough  Innova>on  **    Significant  innova6on  that  enables  new  value  to  be  delivered…  or   something  new  to  be  achieved  but  requires  new  paths  to  market     *      Similar  to  Sustained  Innova6on   **  Similar  to  Disrup6ve  Innova6on   Commercialization Approaches Will Vary Tac6cs  are  innova6on  specific  (experiments,   milestones,  funding,  process,  agility,  biz  model)   11  
  12. 12. CopyrightCraigRhinehart2014 •  The  Innovator’s  Dilemma   •  The  Innovator’s  Solu6on    both  by  Clayton  Christensen   •  Ten  Types  of  Innova6on:  The  Discipline  of  Building  Breakthroughs    by  Larry  Keeley,  Helen  Walters,  Ryan  Pikkel,  Brian  Quinn   •  The  Innovator's  DNA:  Mastering  the  Five  Skills  of  Disrup6ve  Innovators    by  Jeff  Dyer,  Hal  Gregersen,  Clayton  Christensen     •  Business  Model  Genera6on    by  Alexander  Osterwalder  and  Yves  Pigneur       Innovation  Bookshelf   Presenters  Opinion:    The  Most   Impacwul  Books  on  Innova6on   12  
  13. 13. CopyrightCraigRhinehart2014 •  EvereT  Rogers:    Demonstrated  the  applica6on  of  diffusion  theory  to   technology  adop6on  in  1962  book  “Diffusion  of  Innova6ons”   •  Geoffrey  Moore:    Expanded  the  model  with  “Crossing  The  Chasm”  in  1991   …  is  now  the  de  facto  way  to  bring  new  technology  solu>ons  to  market   •  Moore’s  book  introduced  a  systema6c  method  and  tools  to  prevent  new   products  and  solu6ons  from  ending  up  in  the  “chasm”   Proven  Adoption  Models  Exist   Entrepreneurs  and  large  enterprises   drive  adop6on  that  fuels  growth   WTH THROUGHOUT BUSINESS LIFE CYCLE C-LEVEL BUSINESS ACUMEN CRAIG RHINEHART Marketing Solutions Spanning the Business Life Cycle Rogers’s  Original  Model   PRENEUR DRIVING ECONOMIC GROWTH THROUGHOUT BUSINESS LIFE CYCLE RAGING INFORMED INTUITION AND C-LEVEL BUSINESS ACUMEN CRAIG RHINEHART Marketing Solutions Spanning the Business Life Cycle om | 703.868.0120 hinehartprofile nehart ehart.wordpress.com | Ashburn, VA 20147 RENEUR DRIVING ECONOMIC GROWTH THROUGHOUT BUSINESS LIFE CYCLE AGING INFORMED INTUITION AND C-LEVEL BUSINESS ACUMEN CRAIG RHINEHART Marketing Solutions Spanning the Business Life Cycle m | 703.868.0120 nehartprofile nehart ehart.wordpress.com Ashburn, VA 20147 Moore’s  “Chasm”  Model   The  “Chasm”   13  
  14. 14. CopyrightCraigRhinehart2014 Innova6on  commercializa6on  is  not  a   well  understood  process   •  68%  of  the  corporate  entrepreneurs  we   surveyed  described  their  approach  to   innova6on  as  unstructured  and  free-­‐ flowing  (1)   •  40%  said  that  their  companies  came  up   with  lots  of  good  ideas  but  couldn’t  get   enough  of  them  to  the   commercializa6on  stage  (1)   •  Research  shows  that  structured  and   formal  processes  for  innova6on  are  more   likely  to  result  in  viable  new  ideas  (1)   •  More  important,  the  absence  of  a  formal   process  correlated  with  poor  performance   in  bringing  new  products  and  services  to   market  (1)   (1)  Ernst  &  Young  Report  “Igni6ng   Innova6on:  How  Hot  Companies  Fuel   Growth  from  Within”  -­‐  2010   Some Innovation Killers 14  
  15. 15. CopyrightCraigRhinehart2014 •  Even  though  84%  of  execu6ves  say  innova6on  is   extremely  or  very  important  to  their  companies’   growth  strategy  ...  only  39%  say  their  companies  are   good  at  commercializing  new  products  or  services  (1)   There  is  a  Sizable  Gap   Most  organiza6ons  struggle  to  bring   organic  innova6on  to  market   (1)  McKinsey  &  Company  Report  “Innova6on  and  Commercializa6on”  -­‐  2010   15  
  16. 16. CopyrightCraigRhinehart2014 Polling Question 1 •  Innova6on  is  important  to  the  long-­‐term  health  and/or   compe66ve  advantage  of  an  organiza6on?   1.  Strongly  agree   2.  Agree   3.  Somewhat  agree   4.  Somewhat  disagree   5.  Disagree   6.  Strongly  disagree     16  
  17. 17. CopyrightCraigRhinehart2014 Innova&on'is'important'to'the'long2term'health' and/or'compe&&ve'advantage'of'an'organiza&on.'' Strongly)agree) Agree) Somewhat)agree) Somewhat)disagree) Disagree) Strongly)disagree) Importance  of  Innovation?   PRELIMINARY  SURVEY  FINDINGS   100%   88%   9%   3%   The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova'on   17  
  18. 18. CopyrightCraigRhinehart2014 Polling Question 2 •  How  would  you  characterize  your  organiza6ons  ability  to   commercialize  its  own  innova6on?   1.  Excep6onal   2.  Above  average   3.  Average   4.  Below  average   5.  Poor     18  
  19. 19. CopyrightCraigRhinehart2014 Ability  to  Commercialize  Innovation?     PRELIMINARY  SURVEY  FINDINGS   How$would$you$characterize$your$organiza3ons$ ability$to$commercialize$its$own$innova3on?$ Excep&onal+ Above+average+ Average+ Below+average+ Poor+ 72%   20%   8%   8%   38%   26%   The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova'on   19  
  20. 20. CopyrightCraigRhinehart2014 Mountains  of  Innovation  –  Top  10  Companies   1.  IBM  -­‐  6,809  (patents)   2.  Samsung  -­‐  4,675   3.  Canon  -­‐  3,825   4.  Sony  -­‐  3,098   5.  MicrosoW  -­‐  2,660   6.  Panasonic  -­‐  2,601   7.  Toshiba  -­‐  2,416   8.  Hon  Hai  Precision  Company  -­‐  2,279   9.  Qualcomm  -­‐  2,103   10.  LG  Electronics  -­‐  1,947    Other  innova6ve  notables  include   Apple,  Google,  Hewle;-­‐Packard   2013  was  the  21st  consecu6ve  year  that  IBM   topped  the  annual  list  with  6,809  patents   •  In  2013,  the  United  States   Patent  and  Trademark  Office   (USPTO)    granted  more  than   270,000  patents   •  The  USPTO  awarded  76,850   patents  to  the  top  50   companies  alone.   h;p://www.huffingtonpost.com/2014/01/18/ innova6ve-­‐companies_n_4624014.html  20  
  21. 21. CopyrightCraigRhinehart2014 •  IBM  Case  Manager    IBM  SoWware  that  adds  case  management  func6ons  and  value  to  exis6ng  business   process  management  plaworm   h;p://www-­‐03.ibm.com/soWware/products/en/casemana   •  IBM  Cúram  Solu6on  for  Healthcare  Reform    IBM  SoWware  that  adds  healthcare  reform  specific  func6ons  and  value  to  exis6ng  social   services  plaworm  ..  supported  by  mul6ple  modules    h;p://www-­‐03.ibm.com/soWware/products/en/healthcare-­‐reform   •  IBM  Content  Collector  for  Email    IBM  SoWware  that  adds  email  integra6on,  specific  func6ons  and  value  to  exis6ng   content  collec6on  engine  …  also  extended  by  other  “collectors”    h;p://www-­‐03.ibm.com/soWware/products/en/contcollforemai     Incremental Innovation 21  
  22. 22. CopyrightCraigRhinehart2014 •  IBM  Pa6ent  Similarity  Analy6cs  (Research  Version)   •  IBM  Advanced  Care  Insights  (Commercial  Version)    Originally  invented  by  IBM  Research,  now  commercially  available  IBM   SoWware  that  enables  a  new  type  of  advanced  analysis  of  big  data    h;p://www.research.ibm.com/healthcare/projects_pa6entsimilarity.shtml   h;p://www-­‐03.ibm.com/soWware/products/en/advanced-­‐care-­‐insights     •  IBM  TAKMI  (Research  Version)   •  IBM  Content  Analy6cs  (Commercial  Version)    Originally  invented  by  IBM  Research  (a  top  100  inven6on),  now  commercially   available  IBM  SoWware  that  analyzes  and  visualizes  unstructured  data  ...  core   natural  language  processing  engine  also  used  in  IBM  Watson    h;p://www-­‐03.ibm.com/ibm/history/ibm100/us/en/icons/takmi/   h;p://www-­‐03.ibm.com/soWware/products/en/category/content-­‐analy6cs       Enabling Innovation 22  
  23. 23. CopyrightCraigRhinehart2014 •  IBM  DeepQA  (Research  and  Jeopardy!  Versions)   •  IBM  Watson  (Commercial  Version)    Originally  invented  by  IBM  Research,  now  commercially  available  IBM   SoWware  that  processes  informa6on  more  like  a  human  than  a  computer  …   by  understanding  natural  language,  genera6ng  hypotheses  based  on  evidence   and  learning  as  it  goes h;p://researcher.watson.ibm.com/researcher/view_group.php?id=2099    h;p://www.ibm.com/smarterplanet/us/en/ibmwatson/       Breakthrough Innovation IBM  DeepQA   IBM  Watson   2011  2007   2014   Jeopardy!   Challenge   QeepQA   Research   Begins   Ecosystem   Announced   Healthcare  Solu6on   Announced   New  Business   Unit  Formed   Business  Unit   Expanded   Commits   $1  Billion   23  
  24. 24. CopyrightCraigRhinehart2014 Valida6on   Itera6on   Early  Adop6on   5 Must Haves for Any Successful Project 1.  Strong  Execu6ve  Support  /  Sponsorship   2.  The  “Right”  Innova6on  /  Alignment   Supported  by  Strong  Business  Case   3.  Experiments,  Metrics  and  Milestones   4.  Realis6c  /  Flexible  Plan  and  Timeline   5.  Right  Team  with  Persevering  Leader   24  
  25. 25. CopyrightCraigRhinehart2014 Polling Question 3 •  Which  tools  do  you  use  to  assess  or  advance  innova6ve  ideas   within  your  organiza6on?   1.  SWOT  Analysis   2.  Business  Modeling  Tool  (such  as  Business  Model  Canvas)   3.  Business  Case  or  ROI  Analysis   4.  We  have  an  in-­‐house  tool   5.  Other     25  
  26. 26. CopyrightCraigRhinehart2014 Innovation  Tools  in  Use?     PRELIMINARY  SURVEY  FINDINGS   0.0%$ 10.0%$ 20.0%$ 30.0%$ 40.0%$ 50.0%$ 60.0%$ 70.0%$ 80.0%$ 90.0%$ SWOT$Analysis$ Business$ Modeling$Tool$ (such$as$Business$ Model$Canvas)$ Business$Case$or$ ROI$Analysis$ We$have$an$inI house$tool$ Other$(please$ specify)$ Which%tools%do%you%use%to%assess%or%advance% innova2ve%ideas%within%your%organiza2on?% The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova'on   26  
  27. 27. CopyrightCraigRhinehart2014 World Famous Innovation Failures Bad  vision,  poor  execu6on  and  lack  of   market  valida6on  all  contributed  to  these   1.  Ford  Edsel  (1957)   2.  Sony  Betamax  (1979)   3.  Colgate  Kitchen  Entrees  (1982)   4.  New  Coke  (1985)   5.  Premier  Smokeless  Cigare;es  (1988)   6.  The  Newton  of  Apple  (1993)   7.  Harley  Davidson  Perfume  (1994)   8.  BIC  Women’s  Underwear  (1998)   9.  The  Zune  of  MicrosoW  (2006)   10.  Cocaine  Energy  Drinks  (2006)   h;p://www.linkedin.com/today/post/ar6cle/ 20130923083142-­‐206580-­‐world-­‐famous-­‐innova6on-­‐failures   27  
  28. 28. CopyrightCraigRhinehart2014 1.  Ini6ate  or  help  improve  your  Intrapreneurship  program   2.  Improve  your  individual  intrapreneurship  skills   3.  Look  for  an  intrapreneurial  project  to  get  involved  with   Explore  AIPMM  Product  Innova6on  Leadership  cer6fica6on   h;p://www.aipmm.com/html/cer6fica6on/strategic-­‐innova6on.php   3  Things  You  Can  Do  To  Make  A  Difference   28  
  29. 29. CopyrightCraigRhinehart2014 •  The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova6on   h;ps://www.surveymonkey.com/s/intrapreneurshipbenchmark   •  Launched  May  21,  2014   •  Closes  June  30,  2014   •  Full  Report  Available  in  Q3     Take  The  Survey  …  Get  The  Results   Suppor6ng  Blog:    Help  Stop  the  Senseless   Killing  of  Important  Innova@on   h;p://wp.me/pKZJd-­‐ez     29  
  30. 30. CopyrightCraigRhinehart2014 Q&A   30   Craig  Rhinehart  Contact  Informa6on   Blog:    h;p://CraigRhinehart.com   Twi;er:    @CraigRhinehart   Email:    Craig@Rhinehart.com  or  craigrhinehart@us.ibm.com     The  First  Annual  Intrapreneurship  Benchmark   Survey  on  Commercializing  Innova6on   h;ps://www.surveymonkey.com/s/ intrapreneurshipbenchmark  

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