OPERATIONS….• Generates todays value.• Relies on order.• Likes forecasts to come out as planned.• Is an established process driven by existing knowledge.• Managers are often judged on how much order they produce
INNOVATION….• Creates tomorrows opportunities.• Is often disorderly.• Is a learning process, the product of which is new applied knowledge.• Does not turn out as planned and...• Should have failure as part of the culture.• Produces tension between managers and innovation.
OPERATIONS INNOVATIONSCreating todays revenues . . . Creating tomorrows revenuesSteps are pre-defined . . . Steps and un-definedSingle route and result . . . Multiple routes and resultsReworking is waste . . . Reworking is part of the learning processClear, shared goals . . . Unclear, often conflicting goalsClear front end . . . Fuzzy front endEasy to measure . . . Tough to measureRich historical data . . . Poor historical dataForecasting possible . . . Forecasting almost impossibleShort cycle time . . . Long cycle timeDOING THINGS RIGHT . . . DOING THE RIGHT THINGS