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Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
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Orbit shifting innovation - erehwon innovation consulting - sharable

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Why Orbit Shifting Innovation? Why Erehwon?

Why Orbit Shifting Innovation? Why Erehwon?

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  • 1. Orbit-shifting Innovation
  • 2. Based out of India, Switzerland and USA, Erehwon Innovation Consulting has been in existence since 1992, working in the areas of Innovation and Innovation Leadership.
  • 3. Our Clients
  • 4. Erehwon Offerings 2011 E.g. Breakthrough Insighting
  • 5. What is an Orbit-shift <ul><li>Most organizations (sometimes even whole industries) have a tendency to settle into an orbit that has been successful in the past, that is fairly predictable and one that minimizes uncertainties. The more settled an orbit, the greater the desire to cling on to it – the greater is the gravity – gravity that will prevent a move into the next orbit. </li></ul><ul><li>Traditional methods of stimulating innovation like introducing new ways of Ideation or building diversity usually don ’t overcome deep-rooted gravity. This often leads to more and more initiatives and many innovations hit the wall of diminishing returns. </li></ul><ul><li>When the intent is an innovation that has an ecosystem/industry-wide impact, the approach required is Orbit-shifting innovation. </li></ul>
  • 6. QUANTUM IMPACT INCREMENTAL IMPACT PROACTIVE REACTIVE New Ecosystem or Business Model New Offerings (Products/Services) New Processes Improved Offerings New Tactics To Grow Existing Offerings New Processes To Sustain Or Enhance Performance
  • 7. How is Orbit-shifting Innovation different? <ul><li>Orbit-Shift approach to innovation works ‘Ideal Future Ecosystem Back’. This is very different from the usual ‘Current Ecosystem Forward’ approach. Working ecosystem back involves much more than just tweaking the current ecosystem. It involves anchoring oneself on to a desirable but seemingly impossible future reality, working back to identify unique Orbit-shift Keystones – high leverage areas where a small shift could lead to a disproportionate ecosystem wide impact, generating breakthrough propositions around the Keystones and nurturing the propositions to grow into successful impact-creating ventures. </li></ul><ul><li>Erehwon has well developed innovation concepts, processes, methodologies and tools to lead organisations or consortiums to aim for and achieve Orbit-shifts. </li></ul>
  • 8. FUTURE Back and not PRESENT Forward
  • 9. The Orbit-shift Mission Methodology Stages Format Focus 1: Insight Dialogue with Mission Team Members <ul><li>Erehwon consultants conduct dialogues with: </li></ul><ul><li>  </li></ul><ul><li>Mission Team members </li></ul><ul><li>Extended Team members </li></ul><ul><li>Key-stakeholders &amp; </li></ul><ul><li>Other selected external experts </li></ul><ul><li>To uncover through insight dialogues: </li></ul><ul><li>The current understanding of scope of the Mission </li></ul><ul><li>The ‘known’ and ‘unknown’ aspects of the context </li></ul><ul><li>The aspiration from the Mission </li></ul><ul><li>The organisation mindsets that Mission team will need to navigate through the Innovation journey. </li></ul>2: Mining &amp; Synthesizing The Internally Available Data-info-insights Erehwon team synthesizes all the currently available organisational data and map it to create the framework for the Mental Model Map (Perceptual Construct) To identify the dominant Mental Models underlying the currently available portfolio of research &amp; ideas.
  • 10. The Orbit-shift Mission Methodology Stages Format Focus 3: Secondary Insight Search Erehwon together with the Core Team conducts a Horizontal Secondary Insight Search (essentially of material available in the public domain) based on a search brief prepared by Erehwon To discover the Mental Model boundaries of the visible thought spectrum. 4: Synthesis of Orbit –Shifting Diagnostic Erehwon synthesizes the output of the Insight Dialogues, the Internally available Data-Info-Insights and the Secondary Insight Search <ul><li>The Mental Model Map – Version Zero </li></ul><ul><li>Orbit-shift Keystones – Version Zero: Identification of 3-4 high leverage opportunity areas   </li></ul><ul><li>Innovation Gravity - The organization mindsets that Mission team will need to navigate </li></ul>
  • 11. Mental Models and Orbit-shift Keystones <ul><li>Mental Models are the most fundamental, mostly unarticulated perceptual constructs that govern the way we receive, process and act on the information we receive. </li></ul><ul><li>Mental Models are usually assumed as ‘givens’ that are usually not challenged and become boundaries within which we think. </li></ul><ul><li>In order to make Orbit-shifting Innovation happen by design, it is important that we identify the current mental models and make shifts at this fundamental level. </li></ul><ul><li>Challenging the mental models could lead to the discovery of new high-leverage opportunity areas that need innovation. Areas where a small shift could cause a disproportionate impact. These opportunity areas are called Orbit-shift Keystones. </li></ul>
  • 12. Mental Model Maps Current Forward + Future Back Inside-out + Outside-in
  • 13. Mental Model Map
  • 14. Breaking through Mindset Gravity <ul><li>5 KEY-SHIFTS TO CONCEIVE &amp; PURSUE A BREAKTHROUGH </li></ul>1 st KEY-SHIFT 2 nd KEY-SHIFT 3rd KEY-SHIFT 4 th KEY-SHIFT 5 th KEY-SHIFT Category Bound Purpose Led HGFygsd jhbjdhbd TFDtdc gfyd = Complex TFDtdc gfyd  Simple, Intuitive GFtds gcd = Premium GFtds gcd = Mass Sequential Silos Co-creation
  • 15. The Orbit-shift Mission Methodology Stages Format Focus Workshop with the Core + Extended Team <ul><li>A 3 day workshop </li></ul><ul><li>Participants: </li></ul><ul><li>Mission Team </li></ul><ul><li>Extended Team </li></ul><ul><li>Key-Stakeholders </li></ul><ul><li>Mission Pledge </li></ul><ul><li>Orbit-shift Keystones V2 </li></ul><ul><li>Ecosystem expedition plan (broad) </li></ul>
  • 16. What are Orbit-shift Keystones? 3 or 4 High-leverage opportunity areas where a breakthrough could lead to a disproportionate impact. Unsolved challenges that if solved will help the team achieve the orbit-shift aspiration
  • 17. Unique Orbit-Shift Keystones ? ? ? <ul><li>Strategic </li></ul><ul><li>High Leverage </li></ul><ul><li>Critical </li></ul><ul><li>Unusual, Unique (a blindspot) </li></ul><ul><li>Active </li></ul><ul><li>Our long term ‘right to win’ </li></ul><ul><li>A small shift (that we are best placed to make) that can cause a disproportionate impact. </li></ul>
  • 18. Unique Orbit-Shift Keystones SECURITY : Current Mental Models - Asset is dumb; Transaction format: ‘box’ Orbit-Shift Keystones - Asset protects itself (distributed intelligence); Platform format not ‘box’ CARE-GIVING : Current Mental Model: More Care = Better Care-giving (Care-Dependence loop); Patient is the consumer of ‘value’ created by other entities of the ecosystem - hospitals, payers, caregivers Orbit-shift Keystones - Eliminate the need for care-giving: Patient a generator of value (independent patient), Upstream Care; Availability of appropriate care not Caregiver ?
  • 19. Unique Orbit-Shift Keystones HOLIDAYS Current Mental Models – Better planning = Better holiday Orbit-Shift Keystones – Unplanned better than planned ones ?
  • 20. Unique Orbit-Shift Keystones
  • 21. &nbsp;
  • 22. The Orbit-shift Mission Methodology Stages Format Focus 1: Expedition Plan &amp; Pre-Work Insight Expedition Plan – Workshop with Mission Team <ul><li>Insight Expedition </li></ul><ul><li>Purpose: To get fundamental insights of the following kind: </li></ul><ul><li>Entity Insight </li></ul><ul><li>Systemic Insights </li></ul>2: Insight Expedition The extended team working in pairs will conduct first-hand insight dialogues with insight sources along the 4 identified trails.
  • 23. The Orbit-shift Mission Methodology Stages Format Focus 3: Insight Synthesis A 2 Day Workshop – All Expedition Team Members <ul><li>Insights for all Trails will be synthesized into Core Insights and Supporting Insights. </li></ul><ul><li>  </li></ul><ul><li>Identifying the Orbit-shift Keystones – Version 3. </li></ul><ul><li>  </li></ul><ul><li>Identifying Insight Gaps and a targeted plan for further Insighting (if and as required) </li></ul>
  • 24. Unique and Unconventional Insight Sources <ul><li>“ Who else deals with the same challenge, belongs to a radically different context and has excelled in it?” </li></ul>SECURITY : Doctor, School, Restaurant, Animal Expert LAUNDRY : Closed Loop Systems (space stations), Barnacles
  • 25. The Youth Insight Synthesis Construct <ul><li>This construct views the existence of the youth from three lenses: </li></ul><ul><li>How they Are (BE) </li></ul><ul><ul><li>They are constantly defining and re-defining their identities </li></ul></ul><ul><ul><li>They are a Generation of Change </li></ul></ul><ul><li>How they Act (DO) </li></ul><ul><ul><li>They live multiple realities through their many worlds – real and virtual </li></ul></ul><ul><ul><li>They live ‘here and now’ and need to Max the Moment </li></ul></ul><ul><ul><li>They exercise varying levels of control in their different worlds they choose and are obliged to. </li></ul></ul><ul><li>How they RELATE </li></ul><ul><ul><li>They ’re looking for ways and means to ‘connect’ and ‘belong’ in the collectives they choose, thereby banking their Social Currency </li></ul></ul>RELATE BE Social Currency Identity Change YOUTH DO Maxing it! Need for Control Multiple Realities
  • 26. Youth : BE CORE CONCEPT POINTER/S: A new Value Metric that helps the youth measure, reference and track their ‘influence quotient’ + a set of ownership, anchorage and networking enablers that increase it. J hdbvhgbdvgh khnfjhbjhbf jbfjhbf hbvhjbvf Jfbjhbjhbjf Hbjhfbjhbjf bnjhbnjhfn CORE INSIGHT: I by Me Identity gauging and molding is a 24/7 occupation for the youth. They are always looking for and acquiring new ways of defining/describing it. No wonder their vocabulary is full of words/phrases like Cool, Hot, Neat, Awesome, Sexy, Wicked, Swell, Neat-O, Rad, Hip, Badass, Epic, The Shit. Could we develop a new identity metric and the means for enhancing it? SUPPORTING INSIGHT 1: I am WHAT I AM. They are constantly measuring, assessing and referencing themselves with respect to the world and their own aspired image of self (Zodiac signs, identity quizzes on networking sites, formal &amp; informal rankings – CGPAs) They celebrate the good in their good and try and mask the bad in their bad (sometimes ‘sandpaper’ themselves to fit in). For them ‘Good’ &amp; ‘Bad’ are just opinions and not facts. They often try to find the good in their bad. H gfjhgjhfgjhf hjfbjhbgjhf jgbjhfgbjhgbf? SUPPORTING INSIGHT 2: I am WHAT I OWN Acquisition defined identity / Acquiring Badges : Acquisitions define them. Things that they adorn, consume, use/flaunt. Their preoccupation in life is around collecting acquisitions that help them transform into who they want to be. New kinds of adornments (clothes, accessories), assets (bags, bikes, music players) and intangibles (Languages/Accents/Phrases/Gestures - ‘like’, ‘my bad’, ‘whatever’ - said with an eye-roll, hand signs - sometimes even wearing ‘casualness’ consciously; Skills - dancing/singing, sports etc). Acquisitions are the most infectious and viral form of identity element. Ytfghgfvhjf uygjhfbghf hghjbfh? SUPPORTING INSIGHT 4: I am WHO I KNOW / Belong to Social Capital: It is not just the company they keep that defines them but more importantly the position they hold in it. ‘ Positions/Roles in the pecking order’ is an important issue for them. Your Social Capital is high if you have some ‘cool’, high-influence (high social capital) people in your network. ‘ Networking’ and ‘Resourcefulness’ are the two operative thoughts here. Rdtfsd gfdghvd hfvhgd bvc dk? SUPPORTING INSIGHT 3: I am WHAT I STAND FOR Anchorage: They take pride in having strong points of view. They love to express opinions using elements of their identity - talk, write, wear. They are constantly exploring issues that they want to align with and anchor themselves to the ones they find most compelling. Usually no long term commitments. The question really is ‘what do I stand for today (or even right now)’. ‘what is my current calling in life?’. They are like crusaders in search for a compelling cause. D jhghfr ugubgyfr hvbhfrbn? Identity | Change
  • 27. CORE CONCEPT POINTER/S: Stand for a company that celebrates change. It could be about djhjhd hbfhjbf hgvf b hd Dfbnfb jmf B fnb jnfb CORE INSIGHT: Change is both an opportunity to be leveraged and a challenge to be overcome. The youth are living it everyday – either creating it, taking pride in being associated with it, or catching up with it, demanding it, enjoying it or feeling the tension of it. How can we help the youth in being champions of change – whether caused by design or unforeseen? SUPPORTING INSIGHT 1: CHANGE Youth have always been an embodiment of change. Change, in both degree and form have been subjects of intense discussion between youth and non-youth. Reason: Pace of change (within and without) is the highest in this phase of life. Change can be perceived or influenced at different levels. Superficial (outward adornments) to deeper (values and beliefs). For youth ‘change’ is desirable. H dgvhgfhyghgf uyguyfguf uyguygf? SUPPORTING INSIGHT 2: CHANGING WITH THE CHANGE Playing Catch-up : A large number of conversations that the youth indulge in (discussions, magazines, websites) revolve around issues like ‘Staying abreast’, ‘What’s in, what’s out’, ‘Hot or Not’, ‘Being With it’, ‘Happening’ ‘ Keeping up with the Joneses’ is a key driver in their decision making. Just that Joneses are not restricted to the physical neighborhood anymore. Catching-up can be a huge source of anxiety for some. Jdfhbghjf hfghubgf jhgbfhbghfg? SUPPORTING INSIGHT 4: TRANSIENCE Thriving on Transience?: By the time a person reaches this life stage he is not just used to transience but has learnt skills and behaviours that help him leverage it. Spontaneity and being ‘live every moment’ is something s/he is either good at or loves. They are usually able to recall some pleasant/exciting experiences that were serendipitous (not really planned). They desire to have more such experiences in life and therefore try and put themselves in situations where the probability of serendipity is high. For them it ’s not enough being at the right place at the right time but also doing the right thing. Hdfvyhf hfghgf hgfh? SUPPORTING INSIGHT 3: CHANGING THE CHANGE Activism: Change Agents/Leaders/Champions are respected and envied in every group. Everyone secretly or openly desires to be one. Youth being high on imagination, energy, and optimism have all that it takes to be Change Agents. Some of them are able to find avenues that they resonate with (environment, art/culture, sports, politics/social change) When they don ’t find a cause they can champion, a lot of people either give up or pick up unhealthy pursuits (dirty politics, gangs, drugs etc) Frvhgfv hgfvhbvhfg hbgfhbhn bg? Youth : BE Identity | Change
  • 28. Co-temporal needs Co-temporal needs are needs occurring at the same time. Solutions that work together In conjunction – the total effect is greater than their sum CORE CONCEPT POINTER/S: D jhgjuhd ghdfgbd hgvhfv b fjhgf? CORE INSIGHT: The youth are dabbling with multiple things at the same time. Slogging is redundant. They want to enjoy, keep track, be connected, entertained, as they are doing high commitment/ serious stuff, and vice versa. These ‘simultaneous engagements’ have their own set of physical and emotional needs. All put together make unique combinations of ‘needs in tandem’ to be fulfilled at the same time. Gvdhgvhd hvhdvhdhvhgvhd hvhdvhd? SUPPORTING EXAMPLE 1: NIKE &amp; APPLE NIKE and Apple form a unique partnership to create a device which measures and records the distance and pace of a walk/ run and the cardio workouts directly to iPods. Need 1: Fitness: Better/ Comfortable running + Progress recording and measuring Need 2: Entertainment: Mobile/ Portable entertainment Synergies: iPod entertains + monitors fitness progress. Shoes help run better + become sensors for the iPod Impact: By December 2006, Nike shipped over 3-million Nike+ shoes and Apple sold 450,000 units in the kit&apos;s first three months on the market. Nfgvhf hgfhgbhf uhufhb fg? SUPPORTING EXAMPLE 2 : Developing countries emerging as the destination of choice for quality, low-cost medical care with the advantage of tourism. Western consumer ’s co-temporal needs: Need 1: Medical care: Shorter/ no wait times, high quality healthcare at a fraction of cost Need 2: Lifestyle / Leisure: An opportunity to holiday at one of the top destinations - luxury holidays at economy prices Synergies: A good holiday improves the patient&apos;s health (physical / emotional / spiritual) further. Hospital ’s bring potential tourists into the country. Tourism industry: Earn from premium spending foreign tourists Healthcare industry: Earn ‘premium’ revenues in order to subsidize other patients/ services, and to generate expansion capital Impact: Top Med-tourism destinations: Panama, Brazil, Cost Rica, India. Market size: $40 billion in 2004; $100 billion by 2012 (CII-McKinsey report) Dhgvhf hgfhvhf hgvhfbb bf?
  • 29. MEMEs CORE CONCEPT POINTER/S: Create a subculture around the product – encompassing language, gestures (is there a hand gesture for ‘ hgdvhgd hghfvhf ghfghf hvhvhf CORE INSIGHT: Jhdgud hgbhbfhbhjfb bhbgujbgf How can we create MEMEs that spreads fast and lives long, and require our product/service for it to be performed? SUPPORTING EXAMPLE 2: MEMEs that have been introduced by organizations by design: Wearing the LIVESTRONG bracelet as a mark of support for fight against cancer (a yellow silicone gel bracelet launched in May 2004 as a fund-raising item for the Lance Armstrong Foundation, founded by cyclist and cancer survivor Lance Armstrong. The bracelet was developed by Nike) McDonald ’s Shake Shake Fries: McDonalds launched a TVC introducing the youngsters to a new dance step that is performed with French Fries shaker-bags in hand. Once you are finished dancing, the fries are ready to eat with the added spices mixed well. Tequila Cruda: The Tequila shot ritual ‘lick-shoot-suck’ in which the drinker moistens the back of his/her hand below the index finger (usually by licking) and pours on the salt. Then the salt is licked off the hand, the Tequila is then drunk and the lemon slice is quickly sucked. It is common for groups of drinkers to do this simultaneously. The MEME spread across the world very quickly making Tequila very popular. How can we create MEME by design which is a symbol of jfhbjhf jhbhjbf nbvhgbjhf ? MEMETICS: Whenever we copy habits, skills, stories or any kind of information from person to person, we&apos;re dealing in memes. The term was coined by Richard Dawkins to describe &apos;cultural replicators&apos; that copy and transmit biological information. Humans copy memes, including ideas and skills, through imitation and teaching. But they get changed, accidentally or on purpose, and culture evolves. This echoes the way species evolve as genes mutate. Like genes, some memes are successful, while others aren&apos;t. It&apos;s obvious why some memes spread - they&apos;re useful, or aesthetically pleasing, like melodies. But some spread even though they confer no clear benefit - things like computer viruses. - John Gribbin SUPPORTING EXAMPLE 1: MEMEs that have organically emerged: Old MEMEs that have survived (and flourished) over centuries: Greeting behaviors like Handshake, Kiss, Folding Hands, Saying of Grace, Hat tip / doff, Raising a toast Old MEMEs that no longer exist: Curtsying, Nazi salute Modern MEMEs: Two-finger sign of Victory, Two-finger sign of Peace, Saying ‘Cheese’ when posing for a photograph, New SMS language, Yoga, Tai Chi, Married women retaining their maiden namees. How can we ride on existing, compelling MEMEs?
  • 30. VALUE PARAMETERS Value Parameters / Transaction Unit / New Standard It ’s high time ‘ car ’ got redefined. Could we introduce a new standard? <ul><ul><li>Supporting Insight 1 </li></ul></ul><ul><ul><li>How is a ‘car’ measured? Can we articulate a new measure for it? Historically, oganisations that have introduced new measures / parameters have successfully re-architected the value network/ industry. </li></ul></ul><ul><li>Supporting Insight 3 </li></ul><ul><ul><li>Could we coin (and appropriate) a new parameter / measure? </li></ul></ul><ul><ul><li>E.g. Japanese (Ajinomoto company) surprised the world when they claimed to have ‘ discovered ’ a new ‘ basic taste ’ that was different from the existing four - sweet, sour, bitter and salty. They coined a new term for it - Umami. Today Umami is one of the five basic tastes used in the food industry. </li></ul></ul><ul><ul><li>Milk industry introduced a new measure SnF (non-fat solids - proteins) in addition to Fat Content (as the world has moved to higher SnF products like Cheese as compared to high fat content products. </li></ul></ul><ul><ul><li>Supporting Insight 2 </li></ul></ul><ul><ul><li>Is there a measure for that the consumers have been using instinctively? And once articulated, could become the new standard? </li></ul></ul><ul><ul><li>E.g. Company: SC Johnson; Product: Electrically operated mosquito repellent (device); D&amp;E markets - changed the classification of their SKU from Milliliters (volume) to Nights (number of nights it will last) - As in ‘ Buy 30 nights get 15 nights free ’ . The whole industry followed </li></ul></ul><ul><ul><li>Company: Tata DoCoMo; India - per second pulse </li></ul></ul>
  • 31. The proposed journey for each Mission Format Focus <ul><li>3 Day Workshop </li></ul><ul><li>The Extended Mission team   </li></ul><ul><li>Stakeholders on Day 3.  </li></ul><ul><li>Experts for a group insight dialogue if required  </li></ul><ul><li>Graphic illustrators (external/internal) </li></ul><ul><li>Breakthrough Propositions </li></ul><ul><li>Broad plan for Proposition Evolution Expedition </li></ul>
  • 32. Proposition Generation Template
  • 33. &nbsp;
  • 34. &nbsp;
  • 35. The Orbit-shift Mission Methodology Format Focus Spread Over 2-3 Weeks <ul><li>Discovery of fundamental insights that will lead to: </li></ul><ul><li>Further development and maturing of selected propositions in order to develop into a broad venture design. </li></ul><ul><li>Identification of new propositions that are high potential, high impact, unique and sustainable. </li></ul><ul><li>  Identification of potential enablers and disablers to realize selected propositions </li></ul>
  • 36. &nbsp;
  • 37. &nbsp;
  • 38. &nbsp;
  • 39. XXOOXXOOO Target Segment LIFESTYLE HOME PRODUCTS/BRANDS CONSUMED/OWNED LIFESTYLE HOME PRODUCTS/BRANDS CONSUMED/OWNED LSM 8-15 LSM 4-8 Urban Individuals LSM (4-18) 83% Above 15yrs 110m Individuals
  • 40. Jdhjdhbjhfbjhfbhjf Fkhfjhbfjbjfb XXOOXXOOO Supporting Market / Consumer Insight jfhbgjhfbjhbfjhbfjh Supporting Knowledge Insight (Ayurveda / TCM / Modern) fjhjfknkjfnkjf
  • 41. <ul><li>Kjfhbkjfn </li></ul><ul><li>Gbnjgnjmn fg </li></ul><ul><li>gnkjngkjngk </li></ul>Jdhgjhfbjhbf jfgjhbfjhbfjh Ayurveda/ TCM experts <ul><li>Jdhgbjhdbjhd </li></ul><ul><li>djghgbdjhbdjhb </li></ul>Cdbjhfbnjfbnjkndfkjndf fdnjkgnkjgn XXOOXXOOXXOOXXOO Telecom Operators jfbjhfb Nutritionists Dieticians Experts hsgvhgsdv Environment Lifestyle Udjygjfhbjfhb.k <ul><li>Jdfhbjhdbhjf </li></ul><ul><li>Fkbjhfbjmbnf </li></ul><ul><li>Bmnb vmn v </li></ul>Need/ inquiry General Specific Control : Privacy settings – customer decides how much she wants to reveal to the expert Cdbjhfbnjfbnjkndfkjndf fdnjkgnkjgn Expert – paid Expert – paid - 100% coverage System – free – 20% coverage Generalist – free - – 40% coverage
  • 42. The Orbit-shift Mission Methodology Format Focus <ul><li>2 Day Workshop </li></ul><ul><li>Extended Mission team members </li></ul><ul><li>Stakeholders (day 2) </li></ul><ul><li>Identified partners </li></ul><ul><li>Extended team which will help execute </li></ul><ul><li>The team will build: </li></ul><ul><li>Value Architecture for each venture that includes </li></ul><ul><li>Value Chain Entities </li></ul><ul><li>Engagement/Transaction Formats </li></ul><ul><li>Value Capture Format </li></ul><ul><li>2. Prototyping &amp; In-Market Versioning Roadmap. </li></ul>
  • 43. &nbsp;
  • 44. What makes Erehwon a unique partner? <ul><li>Our intrinsic passion for Innovation. For us Innovation is not merely a Business, it is a cause. We thrive in the unknown, we love to take on ‘create history challenges’. </li></ul><ul><li>An unyielding loyalty to the purpose, once into a mission our loyalty is to the purpose and not to the people. We will energise, excite, enroll and challenge the team, the gatekeepers and all other stakeholders at all stages. Our belief is ‘There are no unsolvable challenges or problems, only limited believers and problem solvers’. </li></ul><ul><li>A cutting edge Innovation methodology – that is able to guide the Innovation journey from aspiration to realization. What makes the methodology cutting edge is that it goes beyond processes to also intervene at mindset level and it combines a unique innovation model with an equally powerful leadership and teaming model . </li></ul><ul><li>Our first hand insight and comfort in working across first and third world clients and markets – both served &amp; underserved. Further we have successfully applied innovation to breakthroughs in products, business models, services and processes . </li></ul><ul><li>Our Innovation network through which we can create new connections needed to shorten the insight and learning curve . </li></ul>
  • 45. What makes Erehwon a unique partner? <ul><li>Erehwon’s uniqueness is its ability to go beyond the superficial to uncover and to intervene at the mindset level. Specifically: </li></ul><ul><li>Design to enable orbit-shifts at business, organization and leadership levels and to facilitate organization transformation interventions. </li></ul><ul><li>Enable organizations to build and institutionalize an innovative culture. </li></ul><ul><li>Facilitate and coach leaders towards transforming their mindsets and practices to unleash new energy and initiatives. </li></ul><ul><li>Work with the strategy, business unit heads and functional heads to create breakthrough strategies, products, services and processes by applying orbit-shifting innovation. </li></ul><ul><li>Enable organizations to discover new business models to penetrate under-served markets. </li></ul>
  • 46. <ul><li>An ongoing breakthrough innovation project with the Unilever Global Laundry team, Unilever’s first disruptive innovation team, aimed at creating breakthroughs in the laundry ecosystem. </li></ul><ul><li>“ ...I have found great value in working with Erehwon. They have truly brought new capabilities in our innovation process. Their approach is not being the usual facilitator of a innovation process, rather a co-creator of innovation ideas that can break the market dynamics ...” Massimo Pozzetti, Global Disruptive Innovation Director – Laundry, Unilever U.K. Central Resources Limited </li></ul><ul><li>We are Unilever&apos;s first disruptive innovation team. When we started out on our journey in april this year, we had a sizable task in front of us. We knew that to produce truly game changing innovation, we had to dig deeper and produce disruptive insight instead of incremental insight, and produce a way of working that created a platform for disruptive innovation, but didn&apos;t know what was the best innovation and insighting process to use </li></ul><ul><li>We spoke to the best minds across the world on the subject. We were introduced to Erehwon as an outlier, which we decided to include in the brief at the last minute. Our appreciation of the Erehwon insighting and innovation process began on first impression and has since continued. </li></ul><ul><li>Today, only 6 months since our formation, thanks to our partnership with Erehwon we have created a new way of working and insighting, one that has delivered outstanding innovation challenges, insights and indeed 3 disruptive ventures that our Global Leadership Team has commissioned. </li></ul><ul><li>We are very impressed with the insights and innovation processes that Ranjan and the team have produced with us and would thoroughly recommend them to any business looking to produce game changing innovation...” </li></ul><ul><li>Luke Raskino, Unilever Laundry Disruptive Innovation </li></ul>Client quotes
  • 47. <ul><li>Ongoing innovation projects with Savola Foods in the Middle East. One aimed at building a set of internal innovation champions and the other, a ‘Breakthrough Insighting’ for new opportunities’ with their Egypt team. </li></ul><ul><li>“ ...I have engaged with Erehwon both personally and professionally on several projects for Savola Foods, and they have managed to change the way we view the world both personally and professionally. The competitive edge of Erehwon over any other consultancy we dealt with is that they engage with you and the organization as a solid part of the team with equal if not higher stakes than you do as their customer. They work with huge passion and come with a wealth of diverse experiences collected throughout the years across the world.” Mohamed Al Banhawi. Innovations Director, Savola Foods </li></ul><ul><li>Implementation of a breakthrough sales model at Max New York Life Insurance, that resulted in the success rate of new agents being the highest in the industry (3X industry average) that was instrumental in the organization achieving a 3x growth over the last 3 years (from USD 100 Million to USD 300 Million). It has been acknowledged as a new benchmark in New York Life International. </li></ul><ul><ul><li>“ ...It gives you recipes for success. It gives you interesting insights into leaders risking all to pursue quantum goals. It leaves people enthused…leaves them with a &apos;we can do it&apos; feeling” .- Anuroop &apos;Tony&apos; Singh, Ex CEO and MD, Max New York Life Insurance Company </li></ul></ul><ul><li>With the Marketing and Development teams at Novartis, Basel, Erehwon facilitated a project aimed at cultivating an innovative culture within Novartis Globally. This involved an intensive ‘Gravity Diagnostic’ to uncover the enabling and disabling mindsets, leading to breakthrough dialogue with the leadership team to trigger a shift in mindsets, and finally towards institutionalization of innovative practices. </li></ul><ul><ul><li>“ Erehwon has a great talent to show to you what you think Innovation is and what it could really be. One of Erehwon’s great strengths is to see Innovation as a &apos;full package&apos; i.e. to work out proposals which are truly out of the box and translate these into concrete implementation with its methodology Erehwon can put a mirror in front of you so that you (painfully) see where you are in comparison with where you could be in terms of business relevant innovations ”. Robert Sieber, Novartis, Switzerland </li></ul></ul>Client quotes
  • 48. <ul><li>With the Karnataka Government, Azim Premji Foundation and the World Bank: a project to create a breakthrough strategy to leapfrog the quality of primary education across all government schools in Karnataka. This project involved conducting a gravity diagnostic to understand the gravity mindsets and co-creating a breakthrough strategy such that there was high degree of ownership in all the multiple stakeholders. The final breakthrough strategy was publicly adopted by the Chief Minister and is currently being implemented across the state. </li></ul><ul><li> “… The Erehwon transformational leadership program provided our Education Leadership Management team critical insights to integrate into our interventions in the state of Karnataka… Above all, what is most significant is that Erehwon is truly an organization with social commitment and wants to genuinely contribute to initiatives that have a potential to impact large scale social issues…” Dileep Ranjekar, Chief Executive Officer, Azim Premji Foundation </li></ul><ul><li>At Marico Industries, an India FMCG, that was confronted with a major challenge when an MNC decided to take on its leading brand. The resulting strategy led to the Indian FMCG’s brand acquiring the highest market share in its history. It went on, a few years later, to acquire the MNC brand. This led to a ten-fold jump in turnover over a period of 5 years. </li></ul><ul><li>  “ ...Erehwon is a creative, evolving, strategic partner...has helped create a mindset for Innovation and brought in clarity on how one can convert creative ideas to opportunities” Marico Industries </li></ul>Client quotes
  • 49. Copyright @ 2010 Erehwon Innovation Consulting Pvt Ltd. All rights reserved The content of the document is copyright. Apart from fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act, no part may be reproduced, copied, transmitted in any form or by any means (electronic, mechanical or graphic) without the prior written permission of Erehwon Innovation Consulting Pvt Ltd. All requests and enquiries should be directed to: [email_address] To know more about Erehwon Visit: www.erehwonconsulting.com Email: [email_address] [email_address]

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