Innovation workshop


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Slide deck from a two day workshop for a multinational company in Shanghai on Innovation and Innovation Management, utilizing HBR Case Studies of Google, Apple and others introducing basic conceptions of innovation, the innovation value chain and entrepreneurship. Main goal of this workshop to create a mind shift from idea generation towards idea conversion and commercialization of products. Especially pointing out the importance of proper political and strategic support in the organization.

Published in: Business, Technology

Innovation workshop

  2. 2. INNOVATOR / INTRAPRENEUR management|consulting Generates new and creative ideas for global innovations and solutions • Takes the lead in creating new businesses and aligning resources and stakeholders • Exploits change as a business opportunity • Preparation [alone / group of 3] ! [MANDATORY] Do Innovation Value Chain Assessment Review Apple Design Thinking Case Study • • ! [OPTIONAL] Review Article - The innovation value Chain Review Article - Reverse Engineering Google’s Innovation Machine
 • • DAY 2 DAY 1 Intended Learnings • Understanding Basic Innovation Management Concepts • Understanding and applying the Innovation Value Chain of Your company • Identifying Innovation Best Practices of Innovative Companies Content • What is innovation? • Innovation in Emerging Countries • Models of Innovation • The Innovation Value Chain • The role of the Entre/Intrapreneur • Success factors of Innovative Firms ! Exercises • Is this Innovation? • Matching Technologies and Social Needs - Define your own innovative idea. • The Innovation Value Chain • Characteristics of the Entrepreneur • Case Study Review • ! Homework in Mentee Peer Group of 3 Review the innovation value chain of your LoB Review the innovation management of your competitors Oracle,, Local Players Read Recommended Books on Innovation Management • • Intended Learnings Understanding challenges to innovation and how to adress them Understanding how to position and lobby ideas within Your company • • • Suggested Mentor Assignments Additional Case Studies Discuss LoB Innovation Jointly review the Innovation of your competitors Oracle,, Local Players Discuss success factors to drive ideas through the innovation value chain at your company • • • • Content Recap of Booster 1 Concepts Presentation of Homework:
 - Innovation in my LoB Obstacles to Innovation at Your company Best practice to drive Innovation at Your company Meet the Your company Entrepreneur Exercises • [to be defined]
  3. 3. management|consulting WHAT IS INNOVATION ?
  4. 4. REVOLUTIONARY THE iSHAVE management|consulting
  5. 5. management|consulting THE H E A D BED
  6. 6. management|consulting THE SUBWAY BUNK SEAT ! ! ! ! ...always a seat in crowded subways
  7. 7. management|consulting Innovation = theoretical conception + technical invention + commercial exploitation
  8. 8. iTunes APP Store management|consulting theoretical conception ? ! ! technical invention ? ! ! commercial exploitation ?
  9. 9. In Memory Computing management|consulting theoretical conception ? ! technical invention ? ! commercial exploitation ?
  10. 10. The iSHAVE management|consulting theoretical conception ? ! ! technical invention ? ! ! commercial exploitation ?
  11. 11. management|consulting „Innovation is when the customer uses it.” Hasso Plattner
  12. 12. management|consulting INNOVATION IN EMERGING COUNTRIES
  13. 13. Innovation in Emerging Markets remains mostly invisible management|consulting Visible Innovation! New Product / Service Development! Substantial Product Redesign! ! Invisible Innovation! Process Innovation! Business Model Innovation! Management Innovation! Social Innovation! Constraint-Based Innovation! […]
  14. 14. China’s Map of Innovation Measured by Patents – by Kairos Future management|consulting
  15. 15. management|consulting MODELS OF INNOVATION
  16. 16. The role of technologies and markets in Innovation management|consulting PRODUCT Marketing Manufacturing TECHNOLOGY PUSH R&D IDEA Latest Science ! and technology ! advances! in society Needs in ! society ! and the ! marketplace MARKET PULL
  17. 17. Latest Science and technology advances in society management|consulting Source: Gartner, 2012.
  18. 18. Latest Science and technology advances in society management|consulting Big Data Cloud Mobile Source: Gartner, 2012.
  19. 19. Latest Science and technology advances in society management|consulting CLOUD COMPUTING BIG DATA The exponential growth in data across all industries requires new technologies for: Cloud computing provides “convenient on-demand
 network access to a shared 
 pool of configurable computing resources that can be quickly provisioned and released with minimal management effort or service provider interaction.”1 The various subsets of could computing as SaaS, PaaS, Iaas or more generic XaaS provide cost effective and high available computing resources with near to unlimited scalability. ! • Data Sourcing and Storage • Data Integration and Transformation • Data Analysis and to generate new insights and opportunities. Classification ! MOBILE COMPUTING The increasing penetration of connected mobile phones and tablet computers allows new context based services as e.g. location based services, augmented reality and rapid data collection e.g. for traffic analysis. Always on mobile devices allow quick communication and collaboration. By 2013, more than 15 billion devices will be connected to the Internet using a mobile device.
  20. 20. Needs in society and the marketplace management|consulting New Mega Trends Macro to Micro Opportunities on Future Business, Cultures and Personal Lives Sarwant Singh Source:
  21. 21. Needs in society and the marketplace (1/2) management|consulting URBANISATION SMART = THE NEW GREEN Mega Cities Mega Regions Mega Corridor Mega Slums BEYOND BRIC SOCIAL TRENDS The Next Game Changers in 2025 Surge in Asian Work Pool Russia $6,189 Billion Geo Turkey Gen Y Socialization Poland Middle Bulge Generational Political Shift $1,167 Billion $2,601 Billion $687 Billion $2,212 Billion Brazil Egypt Mexico “Sheconomy” Ageing Population Reverse Brain Drain $6,235 Billion $803 Billion $4,816 Billion Next Game Changers Note : The figure denotes GDP at market prices. Forecasts have been made based on Real GDP growth rates $654 Billion Argentina $709 Billion South Africa Indonesia China Thailand India $5,467 Billion BRIC Nations $38,526 Billion $323 Billion Vietnam $483 Billion Philippines
  22. 22. Needs in society and the marketplace (2/2) management|consulting NEW BUSINESS MODELS / VALUE FOR MANY + Free = Future of WELLNESS & WELLBEING HEALTH,Health, Wellness and Wellbeing Premium Freemium “Value  for  Many”   Will Replace “Value  for  Money” INNOVATE TO ZERO Snapshot  of  a  “Zero  Concept”  World  in  2020 CONNECTIVITY & CONVERGENCE The will Game Convergence of Products, Connectivity NextLead toChangers in 2025 Technologies and Industries Technology Convergence Russia Industry Convergence Product Convergence Zero Defects and Zero Faults Carbon Neutral Cities Unmanned Aerial Vehicle Vehicle to vehicle V2H Zero Waste/ Emissions V2I Zero Emails Complete Recyclability from Households (Cradle to Cradle Concept) UAV $6,189 Billion V2V Carbon Neutral Factories and Retail Stores Turkey Poland Zero Corporate Debts Zero Emissions from Cars $2,601 Billion $687 Billion $2,212 Billion Zero Breaches of Security $1,167 Billion Brazil Egypt Mexico $6,235 Billion $803 Billion Zero Crime Rates Note : The figure denotes GDP at market prices. Forecasts have been made based on Real GDP growth rates $654 Billion $4,816 Billion Argentina $709 Billion South Africa Indonesia China Thailand India $5,467 Billion BRIC Nations $38,526 Billion Next Game Changers Zero Accidents Vehicle to Home Vehicle to Infrastructure $323 Billion Vietnam $483 Billion Philippines
  23. 23. IDEA Matching technologies and social needs management|consulting Now it’s your turn: Match a technological trend with a current or future need of society to develop an idea for an innovative product or service. Latest Science ! and technology ! advances in society IDEA Needs in society ! and the marketplace
  24. 24. Critical factors for innovation success Firm-related factors! • Organizational Product-related factors! heritage! • Experience! • Relative Price! • Relative Quality! • Uniqueness! • Technological advanced • R&D Team! • Strategy towards innovation! • Organizational structure! • R&D intensity Technological! viability Project-related factors! • Complementarity! • Management management|consulting Style! • Top Management Support Successful marketable product Commercial viability Market-related factors! • Concentration of target markets! • Timing of market entry! • Competitive pressure! • Marketing Source: van der Panne et. al (2003)
  25. 25. management|consulting INNOVATION VALUE CHAIN
  28. 28. management|consulting „The fact is coming up with an idea is what is the least important part of creating something great. The execution and the delivery are what’s key.” Sergey Brin
  29. 29. "People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying no to 1,000 things.” management|consulting Steve Jobs
  30. 30. The Innovation Value Chain IDEA GENERATION IN-HOUSE ! CROSS POLLINATION Creation 
 within a unit Collaboration! across units 
 Collaboration with units outside of firm 
 ! ! Screening and 
 initial funding ! Movement from idea to first result ! Dissemination ! across the organization KEY QUESTIONS Do people in our unit create good ideas on their own? KEY PERFORMANCE INDICATORS Number of highquality ideas generated with a unit Do we create good ideas by working across the company? Number of highquality ideas generated across units. Do we source enough good ideas from outside the firm? Number of highquality ideas generated from outside of the firm Are we good at screening and funding new ideas? Are we good at turning ideas into viable products, businesses and best practices? Percentage of all Percentage of funded ideas generated that ideas that lead to end-up being selected revenues, number of and funded months to first sales Are we good at diffusing developed ideas across the company? Percentage of penetration in desired markets, channels, customer groups. Number of months to full diffusion. Source: Hansen, M. T. & Birkinshaw, J. (2007). The innovation value chain. Harvard Business Review, 85(6), 121
 within a unit CROSS POLLINATION Collaboration! across units DIFFUSION CONVERSION IDEA GENERATION management|consulting EXTERNAL SELECTION DEVELOPMENT ! SPREAD Collaboration with units outside of firm Screening and 
 initial funding Movement from idea to first result Dissemination ! across the organization ! 
 ! ! 9 8 7 6 5 4 3 2 1 0 The culture in People in our Few of our our team/LoB team/LoB at innovation at Your Your company projects company come up with involve team makes it hard very few ideas members from for people to on their own. different put forward teams/LoBs or novel ideas. locations. The people in Few good People in our our team/LoB ideas for new team/LoB at at Your products and Your company company businesses in often exhibit a typically don't our team/LoB "not invented collaborate on at Your here" attitude projects company - ideas from across units, come from outside aren't businesses or outside the considered as locations. company. valuable as those invented within. We have tough We don't take New-product Our managers We are slow to rules for risk to invest development have a hard roll out new investment in in new ideas in projects often time to products and new projects our team/LoB don't finish on developing businesses in at Your at Your time in our new our team/LoB company - it's company. team/LoB at businesses at at Your often too hard Your company. Your company. company. to get ideas funded. (n=14) Competitors quickly copy our product introductions and often make fast product launches in other countries. We don't use all possible channels, customer groups and regions to launch new products and services.
  32. 32. management|consulting INNOVATION
  33. 33. DISRUPTIVE INNOVATIONS Product Performance Performance demanded at the high end of the market Disruptive technological innovation management|consulting su to ue logies sd res chno g Pro ing te in sta o es et du ologi s n res og tech Pr ing ain ust s Time Performance demanded at the low end of the market
  34. 34. WE LIVE IN A DISRUPTIVE WORLD management|consulting
  35. 35. management|consulting ENTRE PRENEUR INTRA
  36. 36. What is an Entre- / Intrapreneur management|consulting ͝ entrepreneur |ˌäntr"pr"ˈnoor, -ˈn"r| a person who organizes and operates a business or businesses, taking on greater than normal financial risks in order to do so.
  37. 37. Characteristics of an Entre- / Intrapreneur management|consulting What do you think are important characteristics of successful entrepreneurs? ??? ??? ??? ?? ??
  38. 38. Characteristics of an Entre- / Intrapreneur Confident Lead ing b y Exa Grate fu management|consulting Optimistic Ownership Sense of mple l Strong Communicator Dedicated - Oriented earning System ssion for L Pa Team Player Sociable
  39. 39. management|consulting „If you have not made mistakes frequently, then you haven’t challenged yourself enough” Ferdinand Porsche
  40. 40. “The real measure of success is the number of experiments that can be crowded into twenty-four hours.”„ ! Genius is one percent inspiration, ninety nine percent perspiration” Thomas Alva Edison
  41. 41. “I do not think there is any thrill that can go through the human heart like that felt by the inventor as he sees some creation of the brain unfolding to success . . . Such emotions make a man forget food, sleep, friends, love, everything.” Nicola Tesla management|consulting “I do not think you can name many great inventions that have been made by married men.”
  42. 42. management|consulting COMPETING ON INNOVATION
  43. 43. ...A Truly Innovative Company management|consulting
  44. 44. CASE STUDY DISCUSSION - APPLE DST management|consulting Why has Apple been so successful? What do you attribute it to? 
 Is there as systematic “approach” to innovation at Apple? If yes, how would you characterize it? Can it be imitated? If no, why not? 
 Imagine that Apple’s management is running your organization—or the last organization that you have worked for. What would that be like? What would change? What obstacles would be encountered? What would it be like to work there?
  45. 45. Key differentiators of Apple Strategy • Business build around a great user experience • Ecosystem of technologies, products, and services • Limited openness (e.g., App stores);
 controlled experimentation • Focus on consumers, not businesses • Platform strategy management|consulting Innovation • Beautiful design • Innovative products and services • Bold business experimentation • Customer involvement Simplicity Leadership • Push people to create • insanely great products • Demand excellence, management presents products • Emphasize simplicity everywhere (remove features) • Boldness, go against conventional wisdom • Visionary Execution • Reuse between products and software • Flawless product launches • High quality of hardware and software • Ability to manage complex supply chain • Perfect product launch
  46. 46. The most innovative companies 2012 management|consulting * The Innovation Premium is a measure of how much investors have bid up the stock price of a company above the value of its existing business based on expectations of future innovative results (new products, services and markets) . Members of the list must have $10 billion in market capitalization, spend at least 1% of their asset base on R&D and have seven years of public data Source:
  48. 48. Myth 1: Free time innovation - Googles 20% management|consulting “Could it be worth it? Will the investment pay off in the long run?! Unfortunately, it probably won't. To see why, you have to recognize that innovation is a two-part adventure. First, you have to come up with a great idea. Second, you have to execute it. My co-author Vijay Govindarajan and I refer to that second step as the other side of innovation because it is often underappreciated or even completely overlooked.! The problem with the 20 percent policy is that it's likely to generate a great deal of activity on the idea side of innovation and very little on the execution side — the other side. Think about it. Just how much can one person accomplish with 20 percent of their time? They might be able to complete some very small projects, but if we're talking about anything significant — a new product, a new service, or a brand new businesses — then 20 percent of one person's time is just not much to work with.! Even if a few people come together organically to tackle the same challenge with a "group 20 percent," resources are still slim. Perhaps it's enough to articulate a great idea. Perhaps it's possible to even complete some research that supports the idea's viability. But what of the rest of the journey? The other side of innovation is out of reach.! The hidden risk in the 20 percent policy is that you end up generating a mountain of great ideas on paper that never become anything more than a mountain of great ideas on paper.”
  49. 49. Myth 2: Perpetual Beta management|consulting Perpetual beta is the keeping of software or a system at the beta development stage for an extended or indefinite period of time. It is often used by developers when they continue to release new features that might not be fully tested. ! ! Perpetual beta software is not recommended for mission critical machines. However, many operational systems find this to be a much more rapid and agile approach to development, staging, and deployment. Source:
  50. 50. Myth 3: Brain Teasers find the best candidates management|consulting How many Golfballs fit in one school bus? If you had to clean all windows in Shanghai, how much would you charge? Design a disaster plan for Shanghai How many piano tuners are there in the world? "We found that brainteasers are a complete waste of time," Laszlo Bock, senior vice president of people operations at Google, told the New York Times. "They don't predict anything. They serve primarily to make the interviewer feel smart."
  51. 51. Recap: What did we learn today? management|consulting What is innovation? Innovation in Emerging Countries Models of Innovation The Innovation Value Chain The role of the Entre/Intrapreneur Success factors of Innovative Firms
  52. 52. Homework/Mentor Assignments until Booster 2 management|consulting Homework in Mentee Peer Group of 3 Case Studies (e.g. Google case study) Conduct a detailed assessment of the innovation value chain in your LoB with examples of successful 
 idea->ca$h and unsuccessful idea -> ca$h Suggested Mentor Assignments Case Studies (e.g. Google case study) Review internal / external innovation of of your LoB Review the innovation strategies of your competitors Oracle,, Local Players
  53. 53. QUESTIONS & ANSWERS management|consulting DR. MARKUS ALSLEBEN Alsleben Ltd. (HK) Management Consulting +852 63408158 Front Side: 2c Black/RED embossed print Card Paper 1077