Managing Innovation Projects Verhaert

© MASTERS IN INNOVATION ® Managing innovation projects VERHAERTINNOVATIONDAY – OCTOBER 17th, 2008 www.mastersininnovation.com Managing innovation projects Pieter Van den Bergh pieter.vandenbergh@verhaert.com www.verhaert.com Commercially confidence – This presentation contains ideas and information which are proprietary of VERHAERT, Masters in Innovation*, it is given in confidence. You are authorized to open and view the electronic copy of this document and to print a single copy. Otherwise, the material may not in whole or in part be copied, stored electronically or communicated to third parties without prior agreement of VERHAERT, Masters in Innovation*. * VERHAERT, Masters in Innovation is a registered trade name of Verhaert Consultancies N.V. www.mastersininnovation.com CONFIDENTIAL 17.10.2008 Slide 1

© MASTERS IN INNOVATION ® Managing innovation projects Table of contents www.mastersininnovation.com • Innovation, of course.... • Who is involved ? • What is at stake ? Segway (R) • What it all comes down to... and how we do it. CONFIDENTIAL 17.10.2008 Slide 2

© MASTERS IN INNOVATION ® Managing innovation projects Innovation, of course... www.mastersininnovation.com • Innovation is: • Innovation is not: – A source for commercial – New ideas value – Just on technology – A strategic driver – Exclusively for R&D or – An ongoing process marketing – Multidisciplinary – Just about NEW products – Something radical ! – A lucky shot CONFIDENTIAL 17.10.2008 Slide 3

© MASTERS IN INNOVATION ® Managing innovation projects Innovation, of course... www.mastersininnovation.com • Why companies fail to innovate: – Not Top management priority – Failure is not accepted – Lack of clear project leadership – Lack of focus – Lack of vision – No process to guide innovation – Departementization – Not sufficient resources – ... CONFIDENTIAL 17.10.2008 Slide 4

© MASTERS IN INNOVATION ® Managing innovation projects What is at stake ? www.mastersininnovation.com Targeted markets Is the market ready ? Is technology mature ? Business concept Are resources available ? Product / Key service activities portfolio CONFIDENTIAL 17.10.2008 Slide 6

© MASTERS IN INNOVATION ® Managing innovation projects What is at stake ? www.mastersininnovation.com • New Product Design = Strategy – You need a GOAL, – that reflects in your strategy map, – That is supported by your complete organization CONFIDENTIAL 17.10.2008 Slide 7

© MASTERS IN INNOVATION ® Managing innovation projects Congruence CEO Who is involved ? CFO CMO CTO www.mastersininnovation.com Consensus • GOAL objectives – Your goal must be supported throughout your organization – Your goal must be clear and well understood by all parties involved – Your goal can be measured CONFIDENTIAL 17.10.2008 Slide 8

© MASTERS IN INNOVATION ® Managing innovation projects CEO Who is involved ? CFO CMO CTO www.mastersininnovation.com • Strategy ownership – The dominant coalition versus – The renewed dominant coalition. CONFIDENTIAL 17.10.2008 Slide 9

© MASTERS IN INNOVATION ® Managing innovation projects How do we do this ? www.mastersininnovation.com A driver needs a dashboard Verhaert applies a complete set of tools to: • manage strategic wayfinding for innovative projects • manage product design and development • serve as an open innovation partner CONFIDENTIAL 17.10.2008 Slide 11

Dashboarddesign © MASTERS IN INNOVATION ® Managing innovation projects Managing innovation projects www.mastersininnovation.com Maximizing fit with user / market requirements Minimizing the development cycle Controlling development Costs CONFIDENTIAL 17.10.2008 Slide 12

© MASTERS IN INNOVATION ® Managing innovation projects Maximizing fit with user / market requirements www.mastersininnovation.com • Fuzzy front end • Feasibility analysis • Specification management CONFIDENTIAL 17.10.2008 Slide 13

© MASTERS IN INNOVATION ® Managing innovation projects Minimizing the development cycle www.mastersininnovation.com • Stage Gate Process • Speedup learning • IP management • Verification • Planning CONFIDENTIAL 17.10.2008 Slide 14

© MASTERS IN INNOVATION ® Managing innovation projects Controlling development costs www.mastersininnovation.com •Study Logic •Budgetcontrol through taskmanagement • Project design reviews • Open innovation / team CONFIDENTIAL 17.10.2008 Slide 15

© MASTERS IN INNOVATION ® Managing innovation projects www.mastersininnovation.com Verhaert New Products & Services nv Hogenakkerhoekstraat 21 9150 Kruibeke Belgium Tel +32 (0)3 250 19 00 Fax +32 (0)3 254 10 08 www.verhaert.com info@verhaert.com www.mastersininnovation.com CONFIDENTIAL 17.10.2008 Slide 16

Managing Innovation Projects Verhaert

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1 Group & 1 Event