Innovation Management To Share

Why innovation?

Understanding innovation

Objective

Proposed solution: Innovation Factory

Conclusion

Why innovation?

Undercurrents

Industry analysis

Objective

Conclusion

Containerisation, Blue-Collar Revolution 540 man days (108 men 5 days) 98.5% factor Industry Vignette 1970 Re-imagine, Tom Peters 8 man days (8 men 1 days) Undercurrents Industry Analysis

Software development and Offshore revolution 98.5% factor ? What next Industry Vignette Undercurrents Industry Analysis

“ Business is about the production of goods and services by combining three production factors – land &natural resources , capital and labour ”

1. Changing dominant production factors Leading for innovation Arie de Geus, A writer and management thought leader Undercurrents Industry Analysis

1. Changing dominant production factors INNOVATION (Maximize Human Creativity) Dominant Prod. Factor Abundant supply Freely rentable Post modern: New World Maximize remuneration to capital providers move towards democracy Dominant Prod. Factor Increasingly irrelevant 15 th century - 1950 Violence Wars Management Philosophy Slavery/ Feudalistic Labour Non – existent Capital Dominant Prod. Factor Land & Natural resources Pre medieval Leading for innovation Arie de Geus, A writer and management thought leader Undercurrents Industry Analysis

2. Rising speed of change Ray Kurzweil Futurist. Kurzweil applied the tools of mathematical modelling to human history for his above argument Re-imagine, Tom Peters 1000 times more technological change than in 20 th century 21 st century More changes than in the previous 900 years 1800 AD More changes than in 1800-1900 AD 1900 -1920AD Major paradigm shift every decade 1920 -2000 Every 100 years 1000 AD Typically took thousand of years to unfold (remember what you learnt in 5 th grade) > 1000 AD Paradigm shift Time Undercurrents Industry Analysis

3. Growing importance of Futuristic Potential

Revenue, profitability, market share, and customer satisfaction are all measures of a company’s current position. Contrary to what conventional strategic thinking suggests, those measures cannot point the way to the future. The pioneer-migrator-settler map can help a company predict and plan future growth and profit, a task that is especially difficult—and crucial—in a fast-changing economy.

Undercurrents Industry Analysis

“ wall street won’t pay any more for raising profit margins on a stagnant sales base. The crucial issue has become how far does a company stretch for growth”

Pankaj Ghemawat, Harvard Business School

“ In the final Analysis you can’t continue to reduce cost and grow”

Paul Cook, founder Raychem

“ Incrementalism is innovation’s worst enemy”

Nicholas Negroponte, MIT Media Lab

The correct answer is "80%." A recent study by PriceWaterhouse Coopers showed that intangible assets represent approximately 80% of a company's overall value. This has been rising steadily since 1960 when the typical ratio was less than 30%.

What % of a typical company's market value is attributed to Intellectual Property?

20%

50%

60%

80%

4. Commoditization of IT Information Technology is best seen as the latest in a series of broadly adopted Infrastructural technologies* that have reshaped industry over the past two centuries. For a brief period, as they were being built into the infrastructure of commerce, all these technologies opened opportunities for forward-looking companies to gain real advantages. But as their availability increased and their cost decreased they became commodity inputs. From a strategic standpoint, they became invisible; they no longer mattered. IT Doesn’t Matter Nicholas G. Carr Harvard Business Review, March 2003

* Infrastructural Technologies

Steam Engine

Electricity

Railroads

Internal Combustion Engine

Electric Engine

Assembly line manufacturing

4. Commoditization of IT

IT based competitive advantages are dwindling because

IT’s power is outstripping most of the business needs it fulfills

The price of essential IT functionality has dropped to the point where it is more or less affordable to all

The capacity of the universal distribution network (the Internet) has caught up with demand, we already have considerably more fiber-optic capacity than we need

IT vendors are rushing to position themselves as commodity suppliers or even as utilities

“ When a resource becomes essential to competition but inconsequential to strategy, the risks it creates become more important than the advantages it provides” IT Doesn’t Matter Nicholas G. Carr Harvard Business Review, March 2003 Undercurrents Industry Analysis

New competitive Rules of tomorrow

Market share Vs Opportunity share

SBU competencies Vs Corporate competencies

Structured arenas Vs Unstructured arenas

Enterprise Vs Ecosystem

Mind share Vs Heart share

Operational efficiency Vs Creative energy (operational efficiency is the price of entry)

Inspired from: Competing for the Future Gary Hamel & CK Prahalad Undercurrents Industry Analysis

Bottom line

We need to optimise the potential of Human Brain (Labour) as a strategic production factor, in a rapidly changing business environment to gain sustainable competitive advantage

INNOVATION :

Uses human brain as a key strategic production factor

Converts change from threat to an OPPORTUNITY.

Continuous innovation is a factor of culture – the most difficult capability to emulate, and one that endures over time

Major long term transformations facing Indian IT services firms

Commoditization of IT

Ease of implementation

Vanilla IT implementation becoming increasingly tool driven and less technical (less technology skill dependent and more functional expertise dependent)

India Advantage of cost arbitrage to Indian IT services firms being eroded

How (ALL) Indian IT services firms are competing Strategies Adopted Note: Firms also have an objective of gaining economies of scale and scope Objectives S S War for Talent (Retention & Attraction) P Global Branding P P Offshore Delivery model P Reposition old & Create new service offerings P Indian employees; foreign clients P S Innovate strategic engagement models P S Cultivate longer and deeper client relationships S P Strengthen business process expertise S P Create vertical industry organization P Establish Management Consulting Practice P P Mergers and Acquisitions Labor Arbitrage Operational Excellence Move up the value chain P= Primary objective; S= Secondary objective Undercurrents Industry Analysis

Trajectories of Industry Change How industries Change Anita M. McGahan Harvard Business Review, Oct 2004 Core Activities Core Assets To identify what transformation your industry is going through – you need to consider whether there are threats to your industry’s core activities (The recurring actions performed that attract and retain supplier and buyers) and core assets (the durable resources, including intangibles, that make your company more efficient at performing core activities.) Not Threatened Threatened Progressive Change Companies implement incremental testing and adopt to feedback Ex: Online auctions, commercial airlines, and long-haul trucking Intermediating Change Relationship are fragile Ex: automobile dealerships, investment brokerages, and auction houses Creative Change The industry is constantly redeveloping assets and resources. Ex: the motion picture industry, sports team ownership, and investment banking Radical Change Everything is up in the air Ex: Makers of landline telephone handsets, overnight letter carriers, and travel agencies Not Threatened Threatened Undercurrents Industry Analysis

Trajectories of Industry Change for Indian IT Industry Core Assets Core Activities core activities (The recurring actions performed that attract and retain supplier and buyers) and core assets (the durable resources, including intangibles, that make your company more efficient at performing core activities.) CREATIVE CHANGE: The industry is constantly redeveloping assets and resources. IT Low High Low High Innovation under creative change occurs in fits and starts. Leading companies in these industries tend to spread the risk of new-project development over a portfolio of initiatives. As a result, their returns are less volatile than those of smaller competitors. How industries Change Anita M. McGahan Harvard Business Review, Oct 2004 Not Threatened Threatened Progressive Change Intermediating Change Creative Change Radical Change Not Threatened Threatened Undercurrents Industry Analysis

Are we living in a surplus society?

“ The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

Is your company adding to this surplus? Funky Business Kjell Nordstrom and Jonas Ridderstrale ? Undercurrents Industry Analysis

Why innovation?

Definition and scope

Innovation thought leadership

Principles of innovation

Objective

Conclusion

MONOPOLY Death by a thousand cuts Don Moyer – Harvard Business Review Feb 2005 Definition & Scope Thought leadership Principles

End of MONOPOLY Death by a thousand cuts Don Moyer – Harvard Business Review Feb 2005 Definition & Scope Thought leadership Principles

Competition Death by a thousand cuts Don Moyer – Harvard Business Review Feb 2005 Definition & Scope Thought leadership Principles

Cut - Throat Competition Death by a thousand cuts Don Moyer – Harvard Business Review Feb 2005 Definition & Scope Thought leadership Principles

INNOVATION Death by a thousand cuts Don Moyer – Harvard Business Review Feb 2005 Definition & Scope Thought leadership Principles

… from Thought leaders, defining innovation Change that creates a new dimension of performance – Peter Drucker The Profitable implementation of strategic creativity – Elaine Dundon.

In order for something to qualify as a true innovation, it should simultaneously meet three basic criteria. It must:

Engage a creative process

Be distinctive

Yield a measurable impact.

Eric Chen and Kathryn Kai-ling Ho Capgemini Center for Business Innovation

Innovation = Big Idea = Eraser mania, Michelangelos all, Organizers not employers, Beautiful Systems, Branding mania, Talent based enterprise, Design is it!, Great service, passion- Tom Peters, Circle of innovation Definition & Scope Thought leadership Principles

… Curves of innovation Sigmoid Curve (a typical life cycle of almost anything): invention continuity The prescription to success: Blend of continuity with invention Charles Handy Professor at London business school Definition & Scope Thought leadership Principles Novel Design (invention/ innovation) Dominant Design (no product innovation) Adaptive Designs (marginal innovation) Redesign (invention/ innovation) Niche Designs (some innovation) Continuous Redesign (innovation) Stages of Design Henry Mintzberg Professor, Management, McGill Univ. & INSEAD

Forms of innovation Product & services Operational & admin. Business Strategy Structural Social Radical Incremental Ambiguous Unfamiliar Categories Transformation Type Market Acquaintance Familiar Conservative Sales & Marketing Definition & Scope Thought leadership Principles

Forms of Innovation: Disruptive Vs Sustaining The Innovator’s Solution Clayton M. Christensen & Michael E. Raynor Low end disruption Address over-served customer with a lower –cost business model Sustaining Strategy Bring a better product into an established market Performance Time New Market disruption Compete against non-consumption Non-consumers / Non–consuming occasions Different measure of Performance Time Definition & Scope Thought leadership Principles

Forms of Innovation: Disruptive Vs Sustaining The Innovator’s Solution Clayton M. Christensen & Michael E. Raynor A company that finds itself in more than good enough circumstances simple can’t win: Either disruption will steal its market or commoditisation will steal its profits The innovator’s Solution Clayton M Christensen Definition & Scope Thought leadership Principles

Blue Ocean Strategy Blue Ocean Strategy W. Chan Kim; Renee Mauborgne, Insead Harvard Business Review, Oct 2004 Characteristics Align whole system of company’s activities in pursuit of differentiation and low cost Align whole system of company’s activities with its strategic choice of differentiation or low cost Break the value/cost trade-off Make the Value/ cost trade off Create and capture new demand Exploit existing demand Make the competition irrelevant Beat the competition Create uncontested market space Compete in existing market Blue Ocean Strategy Red ocean Strategy Definition & Scope Thought leadership Principles

Blue Ocean Strategy Some empirical evidence In a study of business launches in 108 companies Blue Ocean Strategy W. Chan Kim; Renee Mauborgne, Insead Harvard Business Review, Oct 2004 Examples 61% 39% Total profits 38% 62% Total Revenue 14% 86% Total Ventures Blue ocean Strategy Attempts to create new markets Red Ocean Strategy Incremental improvement to existing products Definition & Scope Thought leadership Principles In 2002, just 12 of Procter & Gamble’s 250-odd brands generated half of its sales and an even bigger share of net profits.

Today’s Problems come from yesterdays ‘Solutions’. The Fifth Discipline Peter M. Senge Director, Centre for organisational learning, MIT Sloan school of management Definition & Scope Thought leadership Principles

Questions managers must ask…

Which of the factors that our industry takes for granted should be eliminated?

Which factors should be reduced well below the industry’s standard?

Which should be raised well above the industry’s standard?

Which factors should be created that the industry has never offered?

Asking the full set of questions—rather than singling out one or two—is necessary for profitable growth. Value innovation is the simultaneous pursuit of radically superior value for buyers and lower costs for companies. Blue Ocean Strategy W. Chan Kim; Renee Mauborgne, Insead Harvard Business Review, Oct 2004 Definition & Scope Thought leadership Principles

Trimurti of the modern INNOVATIVE organisation (Do we have the right Balance?) Building Breakthrough Businesses Within Established Organizations. Source: Harvard Business Review; May2005 Circle of innovation, Tom Peters ? Brahma = Creator = Learning Strategic experiments are highly uncertain endeavours. Regardless of the level of prior research and analysis, new co will face several critical unknowns. Vishnu = Preserver = Borrowing NewCo forgets most easily if it is isolated from the CoreCo. But Complete separation is impractical. CoreCo’s tremendous resources are too valuable to ignore Mahesh = Destroyer = Forgetting To build a foundation for success, NewCo must forget CoreCo’s business model. NewCo’s answer to the fundamental question that defines a business - Customer, value and channel needs to be answered Definition & Scope Thought leadership Principles

R+P+V= Culture Innovator’s Solution, Clayton M. Christensen

Things or assets that organizations can buy or sell, build or destroy

Examples:

People

Technology

Products

Equipment

Information

Cash

Brand

Distribution channels

Resources

Established ways companies turn resources into products or services

Examples:

Hiring and training

Product development

Manufacturing

Planning and budgeting

Market research

Resource allocation

Processes

The criteria by which prioritization decisions are made.

Examples:

Cost structure

Income statement

Customer demands

Size of opportunity

Ethics

Values Definition & Scope Thought leadership Principles

Fitting an Innovation's requirements with the organisation’s capability Innovator’s Solution, Clayton M. Christensen Poor Fit (Disruptive) Strong Fit (Sustaining) Fit with Values Autonomous Org. Mainstream Org. Position of responsibility Customary New Fit with Processes Heavyweight Teams Lightweight Teams Functional Teams Structure development team Definition & Scope Thought leadership Principles

Seven Myths of Innovation Building Breakthrough Businesses Within Established Organizations. Source: Harvard Business Review; May2005 Circle of innovation, Tom Peters Definition & Scope Thought leadership Principles Innovation often creatively combines pieces of the past. Innovation is a radical departure from the past Early mistakes are profitable Mistakes are costly. Detours may be the destination Avoid the detours There are many paths to innovation. Innovation is about creating new things. Innovation is a company-wide competency. Innovation is a department. Enable people through structure and process. Let people loose to innovate. You need more homes for ideas. You need more new ideas. Reality Myth

James March, an organizational theorist “ Unfortunately the difference between the visionary genius and delusional madness is much clearer in the history books than in experience” Definition & Scope Thought leadership Principles

Why innovation?

Objective

Goal

Analysis

Recommended Strategy

Conclusion

How many of you feel that innovation, however you understand it, is fundamental for the future of your company?

How many of you believe that your company has a system for innovation that satisfies three simple test:

Your people know that the system exist; its not a secret

It works pretty well, whatever that means to you

On some basis, no matter how irregular, it leads to the realization of value on an ongoing basis for your organization.

John Kao, Founder and CEO The idea factory Goal Analysis Recommended Strategy

Our objective is…

To gain

sustainable competitive advantage

by creating an

integrated, inspiring, reliable & relevant Innovation & Change Management System

that would build enterprise wide capacity to continuously innovate in

all aspects of business at all levels

Goal Analysis Recommended Strategy

Systems Thinking: Building blocks Delay Reinforcing Feedback Balancing Feedback Too HOT Too COLD Too HOT Too COLD HOT COLD The Fifth Discipline Peter M. Senge Director, Centre for organisational learning, MIT Sloan school of management Sales Satisfied Customer Positive word of mouth Body Temperature Temp. Gap Adjust Clothing Desired Body Temperature Goal Analysis Recommended Strategy

Systems Thinking analysis of current reality

Description: A short term solution is used to correct a problem, with seemingly positive immediate results. As this correction is used more and more, fundamental long-term corrective measure are used less and less. Over time, the capabilities for the fundamental solution may atrophy or become disabled, leading to even greater reliance on the symptomatic solution

Archetype: Shifting the Burden The Fifth Discipline Peter M. Senge Director, Centre for organisational learning, MIT Sloan school of management Symptomatic “Solution” Problem Symptom Fundamental Solution Side Effect Goal Analysis Recommended Strategy

Systems Thinking analysis of current reality

Early warning symptoms: “Look here, this solution has worked so far! What do you mean, there’s trouble down the road”

Management principle: Focus on the fundamental solution. If symptomatic solution is imperative (because of the delay in the fundamental solution), use it to gain time while working on the fundamental solution

Archetype: Shifting the Burden Indian IT services analysis The Fifth Discipline Peter M. Senge Director, Centre for organisational learning, MIT Sloan school of management Higher sales efforts & riding the wave Capacity to create unique Value Commoditization Delay High Demand, Rapid Change & Intense Competition Goal Analysis Recommended Strategy

Our Recommended Innovation strategy

Rapid & diverse low cost experimentation

Goal Analysis Recommended Strategy

Why innovation?

Objective

Key attributes

Architecture

Valuation

Conclusion

Innovation Factory: John Kao, Founder and CEO The idea factory INNOVATION SYSTEM: An integrated set of processes, policies, and tools that link corporate strategy to new sources of value (products, services and processes) in order to create sustainable competitive advantage Innovation Factory = Innovation Culture + Innovation System INNOVATION CULTURE : A set of values and behavioural factors that are designed to bring out the tremendous curiosity, creativity and human urge to experiment and improve things. It ensures collaboration, team work, and motivation. Key Attributes Architecture Valuation

Pillars of organizational innovation The Seeds of Innovation Elaine Dundon Shared Innovation vision and Strategy Innovation Environment Support Innovation Resource Allocation Innovation Process Networks Innovation Programs Innovation Skills Development Innovation Rewards and Recognition External Stakeholder Innovation INNOVATION Key Attributes Architecture Valuation

Innovation DNA Velcro Organisation Co-evolutionary collaboration Motivating incentive system/ Recognition for Personal Accomplishment Inspirational Trust & transparency Meaningful Organisational Vocabulary Rapid Experimentation & prototyping Organized Forgetfulness Diversity Key Attributes Architecture Valuation

Context Diagram Information Engineering System Culture Engineering System LEADERSHIP VALUES MISSION Innovation System A systems that creates a desired behavioural response that induces innovation A system that manages the organisational innovation portfolio Key Attributes Architecture Valuation

Employee groups, buyers, suppliers, experts, and competitors Innovation system architecture Innovation System Integrator A tool that would integrate innovation systems to other enterprise applications i.e.: CRM, ERP, and Delivery systems Idea mgmt tool Talent Zone Skill assessment, capturing &trading system Strategizer A collaborative ecosystem wide corporate strategy portal and A nalyst Portal iM Innovation Monitor Innovation tracking dashboard MANAGE Corp. garage An internal VC firm COI Communities of innovation B-Plan Business planning tools Innovation School An online education centre bQ Business quotient CREATE LEARN INSPIRE LEADERSHIP INSPIRE LEARN CREATE VALUES MISSION CONNECT & COLLABORATE MANAGE RISK ENLIGHTENED EXPERIMENTATION STRUCTURED CHAOS Key Attributes Architecture Valuation

Values & Structured Chaos: Developing an environment conducive for people to apply their creative energies in achieving a new dimension of performance and ensuring the systems alignment with corporate mission and does not compromise its values

To build, nurture and communicate SHARED INNOVATION VISION AND STRATEGY

Developing a innovation leadership code

Defining corporate values to ensure creative thinking

Setting clear Organizational Missions that all employees understand and support.

To develop, link and integrate corporate strategy with the innovation strategy

To come up with a decision making framework that regulates constructive chaos

Key Attributes Architecture Valuation

bQ (Business quotient)

Strategizer

iM (innovation monitor)

Inspire: Ignite passion and meaningfulness for people by provoking right thoughts, providing access to knowledge, building communities of like minded people, building diversity in teams and giving them time for applying their creative energies

Constantly re-enforce the importance of innovation, and creativity

Provide people access to thought provoking and idea inducing content

Ensure that a culture of trust, healthy competition and respect pervades

Celebrate success and provide support in failure

Build greater awareness of both internal and external world

Allow more time and build enough looseness in the system to ensure that people could identify, manage, and nurture their interests as “personal experiments”

Build a strong incentive system that should generate innovation champions in bulk

Strategizer

Talent Zone

bQ

COI

Learn: To establish a strong innovation skill development program and business training institute that could enhance the decision making capabilities and creative capacity of both individuals and team.

Codify innovation experiences to learn from (especially failures)

Develop knowledge connection points and forums for learning

Design and implementing an innovation skill development program

Creative thinking training, Strategic thinking training, Business and industry thinking training, Transformation thinking training, and Continue providing technology training, making extensive use of technology and tools

Develop Innovation SME and skill based champions and connect them to the rest

Make content development and research part of the KRA

Allow people to explore new areas by undergoing training (in a wide range of subjects, selected and developed by the company) while they are on bench

Strategizer

Idea Mgmt. Tool

Talent Zone

Innovation School

bQ

COI

Create: To establish a process of idea capture, tracking and development. Providing people with time, tools, information and management support necessary to develop their ideas into projects of innovation

Design or buy a collaborative business planning and idea management system

Create substantial initiatives for people to dream about becoming Corp. Entrepreneur

Develop strong frameworks and methodologies for ‘New Venture Creation’ distinct for each type of innovation (forms of innovation)

Create a criteria for self service idea review system and Idea advocacy group that takes strongest idea to the senior management

Give people access to the Corporate Idea Portfolio System to give everyone a sense of how we are emerging as next generation company

B-Plan

Strategizer

Idea Mgmt. Tool

Talent Zone

Innovative ideas at the “Intersection” of lenses Discontinuities What discontinuous changes are occurring in the marketplace that we can leverage? Orthodoxies What everyone in the industry doing? What possibilities open if we look at alternative directions? Customer Insight What unmet or unarticulated needs of customers are not being solved today? Core Competencies What opportunities open up if we view the organization from the basis of competencies rather than product or markets Business Models What other business models exist that we might be able to use? Economic Engine How do we make money today? What alternative engines are possible for us? What new growth opportunities or alternative business models might exist that we (or others) are not taking advantage of today? Gary Hamel Strategos Key Attributes Architecture Valuation

Connect and Collaborate: It works on the principles of coevolving and co-creation to Synchronizing the wealth of expertise, ideas, and latent insights that lies scattered across or deeply embedded within or outside the organization; and throughout the ecosystem

Build loosely structured systems ‘Velcro organisations’ that can provide people to create and shift diverse communities of like minded people. Maximize the number of connections

Extend the company's team structure to external partners.

Involve the entire ecosystem partners in product development, process design and strategy making process

Have a system for assessing, communicating, identifying, and involving skills and talent of people in the organisation

Ensure senior management adopts a 'hands-ready' support role

Key Attributes Architecture Valuation Strategizer

Idea Management Tool

Corp. Garage

iM (Innovation Monitor)

Business Quotient

B-plan

Innovation School

COI Communities of innovation

Risk Management: Ensure that innovations are focused at broadly helping the company achieve its strategic objectives and are not exposing the company to uncalculated large risks Enlightened Experimentation: Provide infrastructural and environmental support to entrepreneurs to quickly test their hypothesis

Have a formal comprehensive innovation MIS system for the management

Strongly align and manage the synergies between corporate strategy and innovation strategy

Manage risk effectively on a progressive basis, Using portfolio approach and efficiency frontier

Effectively manage the financing of innovation

Provide incubation like environment for real life small scale experimentation with clear frameworks & milestones for ideas to progress to the next stage

Corp. Garage

Strategizer

Innovation Monitor

Idea Mgmt. Tool

Cisco’s Simple rules of (innovation) Acquisition

Less than 75 people 75% engineers

share similar visions about where the industry is going what role each company wants to play

must produce quick wins for [the] shareholders

long-term wins for all four constituencies - shareholders, employees, customers, and business partners

The culture must be similar to Cisco’s

Geographic proximity

A candidate that meets fewer than four gets a red light. CEO John Chambers believes that observing these simple rules has helped Cisco resist the temptation to make inappropriate acquisitions. John Chambers Key Attributes Architecture Valuation

Managing the portfolio

Distinctive knowledge surpassing that of competitors

Invest in initiatives possessed by company or easily acquired

Knowledge surpassed by competitors

Attempt small to midsize investments to gain familiarity

Probability of success difficult to estimate

Attempt small investments to gain familiarity

Clustering here may indicate inefficient focus on opportunities to adopt core businesses Clustering here may indicate too little investment in building long-term growth options All significant actions mapped: adapting, building shaping Size of the circle reflects relative economic importance of the initiative Key Attributes Architecture Valuation

Why innovation?

Objective

Conclusion

Top ten reasons for innovation failure

Not creating a culture that supports innovation

Not getting buy-in and ownership from business unit managers

Not having a widely understood, eco system-wide process

Not allocating resources to the process

Not tying projects to company strategy

Not spending enough time and energy on the fuzzy front-end

Not building sufficient diversity into the process

Not developing criteria and metrics in advance

Not training and coaching innovation teams

Not having an innovation management system

Building organisation wide innovation will be the only sustainable growth strategy of the future, any success NOT driven by organizational innovation capacity will either be a lucky coincidence or a temporary arbitrage opportunity

You must be the change you wish to see in the world. Mohandas Karamchand Gandhi If you have enough information to make a business case, you're too late Bill Gates

Thanks [email_address] .com Don’t wait until the change in the market surprises you Presentation by abhishek breja manager strategy planning