Bulding innovation ecosystem

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Presentation covers all the aspect needed to build innovation ecosystem viz. Innovation environment assessment, Innovation landscape ( where to innovate) and Introduction to systematic innovation alias. TRIZ. It also gives access to my blog posts, articles on innovation .
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Bulding innovation ecosystem

  1. 1. 9/29/2013 1 Innovating today for better tomorrow BY Prashant Joglekar ( joglekarprashant@gmail.com) My Blog : http://innovationnukkad.blogspot.com Twitter : www.twitter.com/ideabound
  2. 2. Presentation Flow • Innovation Imperative • Innovation Tiers, Types and Territory • Introduction to Systematic Innovation • Roadmap for an organization 9/29/2013 2
  3. 3. Presentation Flow • Innovation Imperative • Innovation Tiers, Types and Territory • Introduction to Systematic Innovation • Roadmap for an organization 9/29/2013 3
  4. 4. Innovation – Shortest Definition INNOVATION = Successful Step Change = Positive ROI & Profit 9/29/2013 4
  5. 5. We are Doing Fine – Why We Need to Innovate ( Lets Peform Litmus Test ) Parameters of Measurement More Demanding Innovation Environment ( + 5 Points) Neutral ( 0 Points) Less Demanding innovation environment ( - 5 points) ExternalEnvironment Industry Maturity Highly mature market showing signs of communization Market beginning to show signs of maturity Nascent market with unclear business models Competitive Dynamics Fast-moving industry and /or industry with short product life cycles Moderately changing industry ( e.g. Automobiles) Slow-moving industry where change rarely occurs ( e.g. steel) Asset Intensity Very High; innovation requires major capital equipment ( e.g. pharmaceuticals) Moderate; innovation possible with less capable equipment ( e.g. Consumer Goods) Low; innovation possible with little to no investment (e.g. media) Internalenvironment Scope of Innovation Activities Innovation possible only with close coordination across business units, functions and regions Innovation able to be isolated within a single business unit with coordination across functions Innovation possible in separate pockets of the organization with minimal coordination Innovation culture Company in „operational‟ mode, with innovation viewed largely as distraction Innovation understood to be important, but not something that is everyone‟s responsibility Entrepreneurial culture, where innovation is a core part of the company DNA Breadth of Talent < 10 % of employees capable of delivering legitimately disruptive ideas 10-30 % of employees capable of developing legitimately disruptive ideas > 30 % of employees capable of developing legitimately disruptive ideas Source : Innovator‟s Guide To Growth , SCOT ANTHONY , Harvard Business Press 9/29/2013 5
  6. 6. Assessing Innovation Environment of a Commodity Business ( For Commodity Manufacturer) Parameters of Measurement More Demanding Innovation Environment ( + 5 Points) Neutral ( 0 Points) Less Demanding innovation environment ( - 5 points) ExternalEnvironment Industry Maturity Highly mature market showing signs of commoditization Market beginning to show signs of maturity Nascent market with unclear business models Competitive Dynamics Fast-moving industry and /or industry with short product life cycles Moderately changing industry ( e.g. Automobiles) Slow-moving industry where change rarely occurs ( e.g. steel) Asset Intensity Very High; innovation requires major capital equipment ( e.g. pharmaceuticals) Moderate; innovation possible with less capable equipment ( e.g. Consumer Goods) Low; innovation possible with little to no investment (e.g. media) Internalenvironment Scope of Innovation Activities Innovation possible only with close coordination across business units, functions and regions Innovation able to be isolated within a single business unit with coordination across functions Innovation possible in separate pockets of the organization with minimal coordination Innovation culture Company in „operational‟ mode, with innovation viewed largely as distraction Innovation understood to be important, but not something that is everyone‟s responsibility Entrepreneurial culture, where innovation is a core part of the company DNA Breadth of Talent < 10 % of employees capable of delivering legitimately disruptive ideas 10-30 % of employees capable of developing legitimately disruptive ideas > 30 % of employees capable of developing legitimately disruptive ideas Source : Innovator‟s Guide To Growth , SCOT ANTHONY , Harvard Business Press :9/29/2013 6
  7. 7. Organization's Approach to Innovation based on assessment Scoring Organization‟s Approach 20 to 30 Very Demanding Innovation Environment : In these settings, there is likely need for greater resource allocation, more structured approaches to innovation, more significant senior management guidance and overall organizational autonomy for selected innovation units 10 to 15 Moderately demanding innovation environment : In these contexts, circumstances suggest focusing on one or two key aspects of company‟s environment. Significant hands-on management may be required to overcome internal challenges, and /or well-defined structure and process may be needed to foster rapid innovation while effectively managing potential risks -15 to 5 Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out with limited need for direction from senior leaders and minimal investment. Market conditions and the personnel in the organization likely enable a more flexible and slower paced approach to Innovation. -30 to -20 Naturally innovative environment : Innovation in these settings tends to be inherent in the core culture. Innovation efforts can be thus be well integrated with the main lines of business and can occur as a natural part of doing business. In these environments, it is important not to over direct or stifle innovation through excessive structure. Source : Innovator‟s Guide To Growth , SCOT ANTHONY , Harvard Business Press :9/29/2013 7
  8. 8. Organization's Approach to Innovation based on assessment Scoring Innovation Strategy 20 to 30 Very Demanding Innovation Environment : In these settings, there is likely need for greater resource allocation, more structured approaches to innovation, more significant senior management guidance and overall organizational autonomy for selected innovation units 10 to 15 Moderately demanding innovation environment : In these contexts, circumstances suggest focusing on one or two key aspects of company‟s environment. Significant hands-on management may be required to overcome internal challenges, and /or well-defined structure and process may be needed to foster rapid innovation while effectively managing potential risks -15 to 5 Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out with limited need for direction from senior leaders and minimal investment. Market conditions and the personnel in the organization likely enable a more flexible and slower paced approach to Innovation. -30 to -20 Naturally innovative environment : Innovation in these settings tends to be inherent in the core culture. Innovation efforts can be thus be well integrated with the main lines of business and can occur as a natural part of doing business. In these environments, it is important not to over direct or stifle innovation through excessive structure. Source : Innovator‟s Guide To Growth , SCOT ANTHONY , Harvard Business Press :9/29/2013 8
  9. 9. Presentation Flow • Innovation Imperative • Innovation Tiers, Types and Territory • Introduction to Systematic Innovation • Roadmap for an organization 9/29/2013 9
  10. 10. The Innovation Stack Management Innovation ( „Work‟ Different for e.g. 3M) Strategic Innovation ( „Sell‟ Different, „Southwest‟) Product / Service Innovation („make‟ different, Apple) Operational Innovation („make‟ better e.g. TOYOTA) Source : The Future of Management By GARY HAMEL , Harvard Business Press 9/29/2013 10
  11. 11. Innovation Territory – Business Model Landscape Key Partners • Strategic alliance • Cooperation between competitors • Joint ventures • Buyer- Supplier • Customer- provider Key Processes • Operating Processes ( Sales and Marketing, Productio n, Maintenance, R & D, Logistics etc.) • Support Processes ( HR, IT, Administratio n) Value Proposition • Newness • Performance • Customization • Getting the job done • Design • Brand/Status • Price • Cost Reduction • Risk reduction • Accessibility • Convenience / Usability Customer Relationship • Personal assistance • Dedicated personal assistance • Self-service • Automated Service • Communities • Co-creation Customer Segments • Mass Market • Niche Market • Segmented • Diversified • Multi-sided platform Key Resources • Physical • Intellectual • Human • Financial Channels • Sales Force • Web Sales • Own Stores • Partner Stores • Wholesaler Cost Structure • Cost Driven ( Southwest) • Value Driven ( Luxury Hotels) Revenue Streams & Pricing Mechanisms • Selling Products • Usage Fee • Subscription Fees • Lending / Renting / Leasing • Licensing • Brokerage Fees • Advertising Source : Business Model Generation, Alexander Osterwalder, WILEY & SONS 9/29/2013 11
  12. 12. Innovation HOT SPOTS – 12 Ways To Innovate Dimension Definition Examples Business Model Element Offerings Develop innovative new products or services • Gillette Mach 3 Turbo, Fusion Razor • Apple i-pod music player and I Tunes music service Value Proposition Platform Use common components or building blocks to create derivative offerings • General Motors OnStar telematics platform • Disney animated movies Key Resources + Offering Solution Create integrated and customized offerings that solve end-to-end customer problems • UPS logistic services Supply Chain Solutions • DuPont building innovations for construction Value Proposition + Offering Customers Discover unmet customer or identify underserved customer segments • Meru Cab • ACT –II POPCORNS Customer relationship + Value Proposition Customer Experience Redesign customer interactions across all touch points and all moments of contact • BOOK My show ( IPL Tickets, Stadium View) • Net-banking Customer relationships + Cost Structure + Value proposition Value Capture Redefine how company gets paid or create innovative new revenue streams • Steel service centers Customer relationship+ Revenue Streams Processes Redesign core operating processes to improve efficiency & effectiveness • Toyota Production Systems • GE‟s SIX SIGMA Processes Core processes + Cost Structure Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management 9/29/2013 12
  13. 13. 12 Ways to Innovate Dimension Definition Examples Business Model Element Organization Change form, function or activity scope of the firm • TOYOTA LEXUS Luxury Car Customer Segments + Revenue Streams Supply Chain Think differently about sourcing and fulfillment • ITC e-chaupal Key Resources + Partnership + Cost Structure + Value Proposition Presence Create new distribution channels or innovative point of presence, including the places where offerings can be bought or used by customers • Starbucks music CD sales in coffee stores Channel Networking Create network centric intelligent and integrated offerings • OTIS remote elevator monitoring service Partners Brand Leverage a brand into new domains • Apple, Janguar Customer Segment, Customer Relationship Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management 9/29/2013 13
  14. 14. Presentation Flow • Innovation Imperative • Innovation Tiers, Types and Territory • Introduction to Systematic Innovation • Roadmap for an organization 9/29/2013 14
  15. 15. Challenges to Overcome _ External Barriers To Innovation For Large Firms 9/29/2013 Source : National Knowledge Commission, Govt of India Report 2007 15
  16. 16. Internal Barriers To Innovation for Large Firms 9/29/2013 Source : National Knowledge Commission, Govt of India Report 2007 : 16
  17. 17. Innovation Special Skill Building Programs 9/29/2013 Source : National Knowledge Commission, Govt of India Report 2007 17
  18. 18. 9/29/2013 Source : 18 TRIZ alias Systematic Innovation
  19. 19. Systematic Innovation – Distilling World’s Best Knowlde Patents Science „psychology‟ Business Because we spent the last 12 years studying innovations from the last 100 years: ~3000 management texts published per year ~7500 academic/trade journals in circulation ~ > 400,000 patents granted „Breakthrough‟ Database Source : www.systematic-innovation.com 9/29/2013 19
  20. 20. TRIZ and It’s Brief History 1. Problems and Solutions were repeated across industries and Sciences ( Someone Somewhere Has Already Solved a Problem Similar Like Mine) 2. Patterns of technical evolution were repeated across industries and sciences 3. Innovations used scientific effects outside the field where they were developed 9/29/2013 Source : 20
  21. 21. Innovation Levels Level 1 Routine design problems solved by methods well known within the specialty. Usually no invention needed. example: use of „coal‟ for writing Level 2 Minor improvements to an existing system using methods known within the industry. example: „Graphite Pencil’ (wrapped coal stick) Level 3 Fundamental improvement to an existing system using methods known outside the industry. example: Ink Pen (ink instead of coal) Level 4 A new generation of a system that entails a new principle for performing the system's primary functions. Solutions are found more often in science than technology. Example Printer (another whole system for writing) Level 5 A rare scientific discovery or pioneering invention of an essentially new system. example: electronic Pen & Paper 9/29/2013 Source : 21
  22. 22. Systematic Innovation Cycle My Problem Generic problem set Generic solution set My Solution Source : www.systematic-innovation.com9/29/2013 22
  23. 23. Five Pillars of Breakthrough Methodology 9/29/2013 Source : 23
  24. 24. TRIZ Tool Map Divergent Convergent Divergent Convergent Ideal Final Result / Attribute Function & Attribute Analysis Resources Evoplot Analysis Why & What‟s Stopping Analysis Size- Time-Interface-Cost QFD Spiral Dynamics S-Field Analysis Smart-Little People S-Curve Analysis Subversion Analysis Constraint Mapping Root Cause Analysis Root Contradiction Analysis Root Contradictions Contradiction Matrix Inventive Standards Inventive Principles Trends Trimming De-BONO SCAMPER Oblique Strategies Multi Criteria Decision Analysis Perception Mapping Omega Life Views Red Team Analysis Kepner-Tregoe Function Data Base Patent Data Base Problem Definition Solution Generation Source : Hands On Systematic Innovation , IFR Press, UK 9/29/2013 24
  25. 25. Who is practicing “Structured Systematic Innovation” 9/29/2013 25 And whole lot of other companies
  26. 26. Source :9/29/2013 26
  27. 27. Presentation Flow • Innovation Imperative • Innovation Tiers, Types and Territory • Introduction to Systematic Innovation • Roadmap for an organization 9/29/2013 27
  28. 28. TRIZ Propagation at Samsung 9/29/2013 28
  29. 29. My Value Proposition 9/29/2013 29 1. Systematic Innovation Workshops for Technical / Business / IT domains 2. Learning deployment by solving problems in hand 3. Specific Business Outcome Driven Innovation Project 4. Product / Process Driven Transformation 5. Mapping innovation landscape for an organization to drive innovation agenda more inclusively
  30. 30. Innovation Maturity Journey Maturity Stage Journey What Do We Do HereSEEDING CHAMPIONING MANAGING STRATEGISING VENTURING Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press 9/29/2013 30
  31. 31. Innovation Maturity Journey - Seeding Maturity Stage Journey What Do We Do Here SEEDING In this phase it is best to achieve a small scale success as not many would want to disrupt an organization that seems to be working well. The key is some success than scale. CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization that innovation is a key business process rather than an ethereal, high-risk enemy. Here quantifying the improvements is essential. MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the bandwagon. In this phase search needs to be for the people who are passionate and want to bring about the change. This phase has to be managed delicately, else there will be more presentations & no work  STRATEGISING There is going to be someone with full-time responsibilities for innovation within the team. This is the stage where the team members need to develop new skills such as scenario planning, story-telling. People are beginning to see central innovation team as ‘the place to be’ for the best chances of career progression. VENTURING Here the organizations venture into different areas of business those are not relevant to their so called core. Here the organization has self-adapting management structures and teams. 9/29/2013 31 Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press
  32. 32. Innovation Maturity Journey - Championing Maturity Stage Journey What Do We Do Here SEEDING In this phase it is best to achieve a small scale success as not many would want to disrupt an organization that seems to be working well. The key is some success than scale. CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization that innovation is a key business process rather than an ethereal, high-risk enemy. Here quantifying the improvements is essential. MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the bandwagon. In this phase search needs to be for the people who are passionate and want to bring about the change. This phase has to be managed delicately, else there will be more presentations & no work  STRATEGISING There is going to be someone with full-time responsibilities for innovation within the team. This is the stage where the team members need to develop new skills such as scenario planning, story-telling. People are beginning to see central innovation team as ‘the place to be’ for the best chances of career progression. VENTURING Here the organizations venture into different areas of business those are not relevant to their so called core. Here the organization has self-adapting management structures and teams. 9/29/2013 32 Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press
  33. 33. Innovation Maturity Journey - Managing Maturity Stage Journey What Do We Do Here SEEDING In this phase it is best to achieve a small scale success as not many would want to disrupt an organization that seems to be working well. The key is some success than scale. CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization that innovation is a key business process rather than an ethereal, high-risk enemy. Here quantifying the improvements is essential. MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the bandwagon. In this phase search needs to be for the people who are passionate and want to bring about the change. This phase has to be managed delicately, else there will be more presentations & no work  STRATEGISING There is going to be someone with full-time responsibilities for innovation within the team. This is the stage where the team members need to develop new skills such as scenario planning, story-telling. People are beginning to see central innovation team as ‘the place to be’ for the best chances of career progression. VENTURING Here the organizations venture into different areas of business those are not relevant to their so called core. Here the organization has self-adapting management structures and teams. 9/29/2013 33 Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press
  34. 34. Innovation Maturity Journey - Strategizing Maturity Stage Journey What Do We Do Here SEEDING In this phase it is best to achieve a small scale success as not many would want to disrupt an organization that seems to be working well. The key is some success than scale. CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization that innovation is a key business process rather than an ethereal, high-risk enemy. Here quantifying the improvements is essential. MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the bandwagon. In this phase search needs to be for the people who are passionate and want to bring about the change. This phase has to be managed delicately, else there will be more presentations & no work  STRATEGISING There is going to be someone with full-time responsibilities for innovation within the team. This is the stage where the team members need to develop new skills such as scenario planning, story-telling. People are beginning to see central innovation team as „the place to be‟ for the best chances of career progression. VENTURING Here the organizations venture into different areas of business those are not relevant to their so called core. Here the organization has self-adapting management structures and teams. 9/29/2013 34 Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press
  35. 35. Innovation Maturity Journey - Venturing Maturity Stage Journey What Do We Do Here SEEDING In this phase it is best to achieve a small scale success as not many would want to disrupt an organization that seems to be working well. The key is some success than scale. CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization that innovation is a key business process rather than an ethereal, high-risk enemy. Here quantifying the improvements is essential. MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the bandwagon. In this phase search needs to be for the people who are passionate and want to bring about the change. This phase has to be managed delicately, else there will be more presentations & no work  STRATEGISING There is going to be someone with full-time responsibilities for innovation within the team. This is the stage where the team members need to develop new skills such as scenario planning, story-telling. People are beginning to see central innovation team as ‘the place to be’ for the best chances of career progression. VENTURING Here the organizations venture into different areas of business those are not relevant to their so called core. Here the organization has self-adapting management structures and teams. 9/29/2013 35 Source : Innovation Capability Maturity Modcel, Darrell Mann, IFR Press
  36. 36. TRIZ Propagation Road Map In An Organization 9/29/2013 36 Actions Results TRIZ ( Systematic Innovation) Introduction What is it? I want to know more Training internal facilitators in TRIZ Sounds interesting, making sense , we like this. It will help & fit our way of doing things Internal facilitators along with Internal / External master champion work on projects applying knowledge of Innovation tools Its amazing, it is working. Measure results Create pool of internal trainer & facilitators and take more projects. Share success of existing projects to invigorate more people More applications and spread of systematic innovation to more SBUs. This in turn leads to more projects Creating IT enabled knowledge platforms for sharing of knowledge, creating organizations structures to support & flourish more innovations Knowledge creating and sharing company. Learning from different domains. Organization turn into a creative organization and heightened level of excitement and self-belief
  37. 37. Innovation Infrastructure 9/29/2013 Source : European Summit for the Future 2009 37
  38. 38. My Blog Posts On Innovation My Blog : http://innovationnukkad.blospot.com Constituents of Organization's Innovation Ecosystem http://innovationnukkad.blogspot.in/2012/08/evolving-innovation- constitution.html Book Review : Innovation Capability Maturity Model ( ICMM)’ http://innovationnukkad.blogspot.in/2012/12/innovation-capability-maturity- model.html Understanding Population Better Than They Understand Themselves http://innovationnukkad.blogspot.in/2010/08/trendna-understanding- populations.html 9/29/2013 38
  39. 39. My articles in the TRIZ Journal TRIZ & Fuel Saving Winglet http://www.triz-journal.com/archives/2010/04/ TRIZ and That Last Drop of Toothpaste http://www.triz-journal.com/archives/2007/09/ (4th in the list) Application of TRIZ for improving air flow http://www.triz-journal.com/archives/2007/11/ (3rd in the list) 9/29/2013 39
  40. 40. My Blog Posts on TRIZ Remembering Altshuller http://innovationnukkad.blogspot.in/2009/10/remembering-genrich-s- althsuller-father.html Discovering Ideas and Opportunities http://innovationnukkad.blogspot.in/2009/07/discovering-ideas- opportunities.html TRIZ in films – Ideas for fooling filmy GHOST http://innovationnukkad.blogspot.in/2009/09/triz-in-films-ideas-for- fooling-filmi.html 9/29/2013 40
  41. 41. Lets Begin & Start Innovating 9/29/2013 41 Prashant Joglekar ( joglekarprashant@gmail.com) My Blog : http://innovationnukkad.blogspot.com Twitter : www.twitter.com/ideabound

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