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Strategic Innovation: Coming to an Industry Near You
Brian Christian, President, The Inovo Group
2013 International Polyolefins Conference
Three Topics
2
1. What ‘strategic innovation’ means
2. Why you should care about it
3. How you can do it
Copyright © 2013 The Inovo Group, LLC
WHAT ‘STRATEGIC INNOVATION’
MEANS
3
Copyright © 2013 The Inovo Group, LLC
Too
Risky
Sustaining
Innovation
Disruptive
Incremental
Core Horizon
Zone
Newness to
the World
Newness to
the Company
What ‘Strategic Innovation’ Means
The Strategic Innovation Zone
Probable success
but won’t move the
growth needle
Wasted time, capital
& resources pursuing
probable failures
Copyright © 2013 The Inovo Group, LLC
4
Significantly new offerings
at risk levels that stretch but
do not break the company
Disruptive
Incremental
Core Horizon
Newness to
the World
Newness to
the Company
What ‘Strategic Innovation’ Means
Strategic Innovation Examples
Copyright © 2013 The Inovo Group, LLC
5
Too
Risky
Sustaining
Innovation
Strategic
Innovation
Zone
direct
publishing
WHY YOU SHOULD CARE ABOUT IT
6
Copyright © 2013 The Inovo Group, LLC
Why You Should Care About It
Coming to an Industry Near You!
7
Copyright © 2013 The Inovo Group, LLC
• Not just about growth…can be a matter of survival
• Industries in flux are ripe for strategic innovation
• Your industry is in flux
Why You Should Care About It
Corporate Turnover is Accelerating
8
Turbulence in Fortune 500 List
Year (1955–2011)
#ofCompaniesRemoved
Notable Victims of
Strategic Innovation
in Last 5 Years Alone
• Blockbuster
• Borders Group
• Tribune Company
• Ziff Davis
• AbitibiBowater
• Kodak
• Vivitar
• Silicon Graphics
• Bethlehem Steel
• Global Crossing
Copyright © 2013 The Inovo Group, LLC
82 of Fortune 100
disappeared
Why You Should Care About It
Industries in Flux are Ripe for Strategic Innovation
9
Copyright © 2013 The Inovo Group, LLC
Industry Cause of Flux Resulting Innovation
Telecom Break-up of AT&T in 1984
Rapid rise of cable and cellular
voice & data as well as devices
Auto
Oil prices, global warming,
energy independence
New wave of hybrid and electric
vehicle innovation starting in 1997
with the Toyota Prius
HVAC
(et al)
Environmental restrictions on
fluorinated hydrocarbons
Three generations of non-ozone
depleting, low global warming
refrigerants and blowing agents
Corporate
Services
Fall in cost of international
communication in early 2000’s
Boom in business process
outsourcing (BPO) to India
Why You Should Care About It
Your Industry Is in Flux
10
Copyright © 2013 The Inovo Group, LLC
Design-Driven Flux
1. Designer Plastics: catalyst technology (metallocene, chain
shuttling) driving transformation in polyolefin value chain
2. Shale Gas: upstream technology driving massive shift in
cost and mix of C2-C3-C4 paraffin and olefin feedstocks
Demand-Driven Flux
3. China/India: rapid growth and future potential driving
transformation in polyolefin industry business models
4. Sustainability: regulatory incentives/constraints and
consumer preference driving bioplastics, PVC replacement
11
Copyright © 2013 The Inovo Group, LLC
Design-Driven Flux
1. 3D printing
2. Metal organic frameworks (MOFs)
Demand-Driven Flux
3. Smart packaging
4. Africa
Why You Should Care About It
Other Flux Forces on the Horizon
Why You Should Care About It
This Flux is Driving a Lot of Strategic Innovation
12
Copyright © 2013 The Inovo Group, LLC
Strategic
Innovation
Types
Drivers of Strategic Innovation
Design-Driven Demand-Driven
Designer
Plastics
Shale
Gas
China &
India
Sustaina-
bility
New Products
New Services
New Processes
New Biz Models
Molecule &
application
design
‘On-purpose’
C3/C4 olefins
JVs and
Specialty
M&A
Biomass to
chemicals
(butadiene)
HOW YOU CAN DO IT
13
Copyright © 2013 The Inovo Group, LLC
14
Copyright © 2013 The Inovo Group, LLC
How You Can Do It
Four Basic Requirements
1) Clearly define your starting point
2) Clearly define your end point
3) Develop a set of process design principles
4) Design a discovery process
15
Copyright © 2013 The Inovo Group LLC
Design
Side
Demand
Side
CORE
Demand–Design Canvas
ADJACENCY
(design
forward)
ADJACENCY
(demand
backward)
WHITE
SPACE
Property of The Inovo Group, LLC
How You Can Do It
Step 1: Clearly Define Your Starting Point
Design
Side
Demand
Side
PC
(iMac)
Apple’s Canvas in 1999
Branded
Retail
(Apple Stores)
Consumer
Electronics
(iPod)
Music
Business
(iTunes Store)
Demand–Design Canvas
How You Can Do It
Step 2: Clearly Define Your End Point
16
Copyright © 2013 The Inovo Group LLC
Strategic Opportunity Model Illustrative Example
Offering: iPod
Develop: Partner with music
industry; exclusive rights to
Toshiba drive
Produce: Chinese contract
manufacturers (e.g., Foxconn)
Deliver: Apple branded
stores plus Apple website
Value: Consumers, Apple up;
artists, distributors down
Develop
Deliver
Offering
Produce
Value
Property of The Inovo Group, LLC
17
Copyright © 2013 The Inovo Group LLC
How You Can Do It
Step 3: Develop a Set of Process Design Principles
Be hypothesis-driven and needs-based
Employ concept of ‘iterative deepening’
Ensure end-to-end business model focus
Reach outside for new knowledge
Incorporate the ‘wisdom of crowds’
Separate ‘should do’ from ‘could do’
Inovo’s Discovery Process Design Principles
1
4
2
6
3
5
18
Copyright © 2013 The Inovo Group LLC
15-20
4-6
80-100STAGE 1
STAGE 3
STAGE 2
Opportunities
Property of The Inovo Group, LLC
community engagement
How You Can Do It
Step 4: Design a Discovery Process…
evaluation/selection tools
Demand–Design
Canvas
1
4
2
6
3
5
19
Copyright © 2013 The Inovo Group LLC
15-20
4-6
80-100STAGE 1
STAGE 3
STAGE 2
Opportunities
Property of The Inovo Group, LLC
community engagement
How You Can Do It
…Which Reflects These Principles
evaluation/selection tools
Demand–Design
Canvas
1
4
2
6
3
5
Be hypothesis-driven and needs-based
Employ concept of ‘iterative deepening’
Ensure end-to-end business model focus
Reach outside for new knowledge
Incorporate the ‘wisdom of crowds’
Separate ‘should do’ from ‘could do’
Thanks for Your Attention
20
Copyright © 2013 The Inovo Group LLC
President
35 Research Drive
Suite 400
Ann Arbor, MI 48103
(269) 930-0574
Bchristian@TheInovoGroup.com
Brian Christian

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Strategic Innovation: Coming to an Industry Near You

  • 1. Strategic Innovation: Coming to an Industry Near You Brian Christian, President, The Inovo Group 2013 International Polyolefins Conference
  • 2. Three Topics 2 1. What ‘strategic innovation’ means 2. Why you should care about it 3. How you can do it Copyright © 2013 The Inovo Group, LLC
  • 4. Too Risky Sustaining Innovation Disruptive Incremental Core Horizon Zone Newness to the World Newness to the Company What ‘Strategic Innovation’ Means The Strategic Innovation Zone Probable success but won’t move the growth needle Wasted time, capital & resources pursuing probable failures Copyright © 2013 The Inovo Group, LLC 4 Significantly new offerings at risk levels that stretch but do not break the company
  • 5. Disruptive Incremental Core Horizon Newness to the World Newness to the Company What ‘Strategic Innovation’ Means Strategic Innovation Examples Copyright © 2013 The Inovo Group, LLC 5 Too Risky Sustaining Innovation Strategic Innovation Zone direct publishing
  • 6. WHY YOU SHOULD CARE ABOUT IT 6 Copyright © 2013 The Inovo Group, LLC
  • 7. Why You Should Care About It Coming to an Industry Near You! 7 Copyright © 2013 The Inovo Group, LLC • Not just about growth…can be a matter of survival • Industries in flux are ripe for strategic innovation • Your industry is in flux
  • 8. Why You Should Care About It Corporate Turnover is Accelerating 8 Turbulence in Fortune 500 List Year (1955–2011) #ofCompaniesRemoved Notable Victims of Strategic Innovation in Last 5 Years Alone • Blockbuster • Borders Group • Tribune Company • Ziff Davis • AbitibiBowater • Kodak • Vivitar • Silicon Graphics • Bethlehem Steel • Global Crossing Copyright © 2013 The Inovo Group, LLC 82 of Fortune 100 disappeared
  • 9. Why You Should Care About It Industries in Flux are Ripe for Strategic Innovation 9 Copyright © 2013 The Inovo Group, LLC Industry Cause of Flux Resulting Innovation Telecom Break-up of AT&T in 1984 Rapid rise of cable and cellular voice & data as well as devices Auto Oil prices, global warming, energy independence New wave of hybrid and electric vehicle innovation starting in 1997 with the Toyota Prius HVAC (et al) Environmental restrictions on fluorinated hydrocarbons Three generations of non-ozone depleting, low global warming refrigerants and blowing agents Corporate Services Fall in cost of international communication in early 2000’s Boom in business process outsourcing (BPO) to India
  • 10. Why You Should Care About It Your Industry Is in Flux 10 Copyright © 2013 The Inovo Group, LLC Design-Driven Flux 1. Designer Plastics: catalyst technology (metallocene, chain shuttling) driving transformation in polyolefin value chain 2. Shale Gas: upstream technology driving massive shift in cost and mix of C2-C3-C4 paraffin and olefin feedstocks Demand-Driven Flux 3. China/India: rapid growth and future potential driving transformation in polyolefin industry business models 4. Sustainability: regulatory incentives/constraints and consumer preference driving bioplastics, PVC replacement
  • 11. 11 Copyright © 2013 The Inovo Group, LLC Design-Driven Flux 1. 3D printing 2. Metal organic frameworks (MOFs) Demand-Driven Flux 3. Smart packaging 4. Africa Why You Should Care About It Other Flux Forces on the Horizon
  • 12. Why You Should Care About It This Flux is Driving a Lot of Strategic Innovation 12 Copyright © 2013 The Inovo Group, LLC Strategic Innovation Types Drivers of Strategic Innovation Design-Driven Demand-Driven Designer Plastics Shale Gas China & India Sustaina- bility New Products New Services New Processes New Biz Models Molecule & application design ‘On-purpose’ C3/C4 olefins JVs and Specialty M&A Biomass to chemicals (butadiene)
  • 13. HOW YOU CAN DO IT 13 Copyright © 2013 The Inovo Group, LLC
  • 14. 14 Copyright © 2013 The Inovo Group, LLC How You Can Do It Four Basic Requirements 1) Clearly define your starting point 2) Clearly define your end point 3) Develop a set of process design principles 4) Design a discovery process
  • 15. 15 Copyright © 2013 The Inovo Group LLC Design Side Demand Side CORE Demand–Design Canvas ADJACENCY (design forward) ADJACENCY (demand backward) WHITE SPACE Property of The Inovo Group, LLC How You Can Do It Step 1: Clearly Define Your Starting Point Design Side Demand Side PC (iMac) Apple’s Canvas in 1999 Branded Retail (Apple Stores) Consumer Electronics (iPod) Music Business (iTunes Store) Demand–Design Canvas
  • 16. How You Can Do It Step 2: Clearly Define Your End Point 16 Copyright © 2013 The Inovo Group LLC Strategic Opportunity Model Illustrative Example Offering: iPod Develop: Partner with music industry; exclusive rights to Toshiba drive Produce: Chinese contract manufacturers (e.g., Foxconn) Deliver: Apple branded stores plus Apple website Value: Consumers, Apple up; artists, distributors down Develop Deliver Offering Produce Value Property of The Inovo Group, LLC
  • 17. 17 Copyright © 2013 The Inovo Group LLC How You Can Do It Step 3: Develop a Set of Process Design Principles Be hypothesis-driven and needs-based Employ concept of ‘iterative deepening’ Ensure end-to-end business model focus Reach outside for new knowledge Incorporate the ‘wisdom of crowds’ Separate ‘should do’ from ‘could do’ Inovo’s Discovery Process Design Principles 1 4 2 6 3 5
  • 18. 18 Copyright © 2013 The Inovo Group LLC 15-20 4-6 80-100STAGE 1 STAGE 3 STAGE 2 Opportunities Property of The Inovo Group, LLC community engagement How You Can Do It Step 4: Design a Discovery Process… evaluation/selection tools Demand–Design Canvas 1 4 2 6 3 5
  • 19. 19 Copyright © 2013 The Inovo Group LLC 15-20 4-6 80-100STAGE 1 STAGE 3 STAGE 2 Opportunities Property of The Inovo Group, LLC community engagement How You Can Do It …Which Reflects These Principles evaluation/selection tools Demand–Design Canvas 1 4 2 6 3 5 Be hypothesis-driven and needs-based Employ concept of ‘iterative deepening’ Ensure end-to-end business model focus Reach outside for new knowledge Incorporate the ‘wisdom of crowds’ Separate ‘should do’ from ‘could do’
  • 20. Thanks for Your Attention 20 Copyright © 2013 The Inovo Group LLC President 35 Research Drive Suite 400 Ann Arbor, MI 48103 (269) 930-0574 Bchristian@TheInovoGroup.com Brian Christian