R&D “… survey of the world’s top 1000 corporate R&D spenders found that there was no evident relationship between R&D spending level and nearly all measures of business success including sales growth, gross profit, market capitalisation or shareholder return.”
Use your whole Brain + + Hare Brain & Tortoise Mind
Past Future is Now Time Change Speed of change Speed of Learning Old World New World
Customer Relationship Degree of Engagement Are we really getting closer ... Customer Loyalty Customer Centricity Customer Service Time Past Future is Now Volume Quality Wider range Price Meaning Customer Experience Customer Intimacy Change ? Competitive Advantage Customer Engagement ? Value
New World Virtual Teams Built-in Flexibility Interdependence Lead What you Must! Stakeholders Continuous Alterations Bowling alley Global & Virtual Different (same/different) Efficiency & Differentiation Learning what others don’t know yet Innovation Business Models & Processes Customer Value/Centricity Influencing - Leading R&D to Value (Money) Implications Watch Out!
Old World - Your position, status, age, seniority, etc... - Sales as an event - Leadership from the Top - Product & Services - Leading by fixing things Yourself - Quality & Price - Leading from knowledge and experience - Communicating Value New World - Organizations are empowered to decide who to follow... - Sales as a cycle – a Relation - Leadership from the Front - Product & Services AND Information - Leading by getting others to fix things - Speed and Easiness - Leading without knowledge and experience - Creating Value - GO Virtual Implications
Putting Innovation to Work Watch the RABBIT COOOOL TAV Ş AN
RABBIT TM Model Click on this RABBIT! The MISSION What makes projects on innovation die?
It is NOT about Funnel It is about “How to remove the Bottlenecks” 300.000 1 ? Ideas Subject to Initial Investigation and Exploration Ideas transformed into €€€€€
Putting Innovation to Work Watch the RABBIT Truffles
5000BC Egyptians, Greeks, Romans, 1000AD Persian, till 18 th century British, Applied by finger, 1824 soap get added to it, 1850 in a Jar, 1892 in a Tube. (Colgate), . How I got here? FaceTooth Creation Invention Innovation Miracles Accident Discovery
My failure on Social CRM – Digital Marketing One innovative idea that did NOT turned to MONEY
Innovation team do not prioritise explaining the innovation highly Our people are not innovating enough The hierarchy doesn’t allow you to pursue any idea which isn’t your bosses (or the key budget holder’s) The unusual is seen as ‘risky’ Our people don’t know were to look for support There is a lack of slack Our people have seen others being ridiculed for trying to lead an innovation Our people don’t know that striving for innovation is required of them Our people don’t come up with appropriate innovations Our people don’t know how to manage an invisible project There is no clear person turn to for advice on how to get an idea through Our people don’t know how to create a business rationale for an idea We kill innovation on a whim There is mystery surrounding innovations which are supported or killed Our people get stuck in politics when they try to innovate We don’t actively review and capture issues People are scared of failure Our senior management behave negatively Many people in the organisation feel threatened by change We have no sponsorship process Our people don’t understand stakeholder management Our people lose momentum and heart Our people try to implement ideas which are too big/ elegant Our people try to bring all the skills required themselves (no partners) Innovative horizon is too short or real events out run it Our people don’t know how to focus success on customer/ supplier groups Our people don’t know how to effectively de-risk We don’t have appropriate project management support processes We don’t plan our funding to match the project scale We don’t select the best team Our people assume the change sill be PBN Our people don’t set up the right type/ scale of project 1. Creating the opportunity We have not organised ourselves to create, capture improve, visualise and manage ideas? 2. Achieving Focus Have We have not made sure that we can assess the value/ relevance/ strategic fit/ balance of today vs.. tomorrow/ commercial sense of ideas? 3. Engaging Commitment We have not removed all the barriers to progress - Involved all the people we need ensured they understand how to thrive with the innovation to and emotionally prepared ourselves? 4. Making it Possible We have not de-risked the innovation internally/ externally and in terms of realisation? 5. Making it happen We have not set up the right type of project for making money from the innovation and learning/ identifying patterns There is no/ a poor innovation Process (stage-gate/funnel) People confuse Creativity and Innovation Lots of time is invested in ineffective ‘creative’ meetings A small proportion of management time is (Little/No time) is invested in Innovation No Feedback process for staff Other staff (outside the team) do not contribute or shape the innovation Our ideas Remain Ideas Innovations deliver insufficient New Revenue Streams Focus shifts from money making to money cutting Development Budgets come under pressure or are reduced Relatively Development costs and budgets are large we do not have a way to effectively plan for Innovation Disappointed senior managers apply top-down pressure fill the gap in earnings Innovative Projects Fail before launch There is no ‘risk taking’ stimuli Many key/ senior players do not believe innovation should be a key part of the culture ‘ Do as Usual’ becomes the rule There is no objective way of checking if an innovation is any good Project Management operates the ‘Old way’ Our people lack the pioneering Can do Especially new attitude we need to have to survive Innovation leaders have poor project management skills We do not have a commonly understood innovation process or journey (Success Model we can reproduce) Some senior people often try to starve the innovation of resources or kill it Our people fear that they will not be able to hand the risks and politics Many of our innovations go off track Innovation is not assessed, nor planned Even when we have great ideas we can’t seem to make them happen Our innovations are delivered late once the market has moved on The financial results of our innovations are poor Our people feel that they need to focus on delivering today People feel that the innovations must be big enough to make a real contribution to business performance quickly People outside the innovation begin to play politics Development isn’t subject to day to day financial metrics There is a real pressure to ‘sell’ or promise enormous benefits from the innovation It’s hard to maintain momentum and support for the innovation Innovations deliver insufficient Cost reductions We don’t involve our suppliers (who could influence costs in our innovation process Our best innovation leaders leave the organisation (Strange) Ideas are actively and systematically targeted and killed The pressure to review and actively stage gate increases The more ‘creativity there is around the more senior managers feel the need to be stringent - and provide more hurdles Many key influencers (secretly) think innovations a waste of time & believe creativity will use resources and yield nothing Staff who have to change capability attitude or behaviour for the innovation to succeed do not get an opportunity to ‘make it theirs’ Our people’s capability for creativity is poor Our stage-gate measures ‘over-emphasise the importance of fit with the past/ strategy Senior people in the organisation don’t /can’t differentiate between smart and dumb failure Our people don’t understand the ‘creativity ‘Sparqs’ Many senior people don’t understand that in the New World doing more of the same = failure unless you are the dominant player Our people have poor risk management skills For senior people who have been around a while innovation makes their past contributions obsolete and erases them from history The best team is not committed to delivering ground shaking results Our best people Seasoned key players don’t volunteer to participate it is genuinely hard to explain/ communicate breakthrough ideas Innovators fall in love with and are excited by their original ideas few ideas get ’improved’ Mediocre ideas get progressed Innovations end up being exclusive rather than inclusive innovation leaders don’t emotionally engage all the key stakeholders (staff outside team don’t ‘get’ the ideas) (customer) Problems are seen as ‘bad’ and to be avoided/ ignored/fixed quickly/ talked out of innovation leaders feel lonely and exposed Delivering financial results today is the key metric for success People have seen previous innovative leaders really struggle to make any headway Innovative leaders have to ‘steal’ resources in order to maintain momentum Some Senior managers attack/ put pressure on innovative leaders to do things according to the rules Our Culture/ Processes and metrics are designed to deliver ‘more of the same’ We are naïve in our understanding of innovation Development budgets are overspent Staff who have to change capability attitude or behaviour for the innovation to succeed- don't We have selected and promoted conformists we ‘punish’ people who break rules We do not have an effective dialogue with innovation consumers Collaborating on innovations extremely difficult Our people have excellent critical skills (cold water) Market communications are ineffective Competitors provide a similar offer already The additional benefits of the innovation are poor or non existent We can’t get the market to embrace the innovation Customers are unwilling to pay the price The number of customers is low Innovative Projects are abandoned soon after launch We do not implement the supporting infrastructure work-flow etc We over-focus on the tangible (product part of the innovation Efficiency is paramount (stick to the rules) We kill ‘weird ideas We conclude we need more creativity training We are convinced that we need more PBN controls AHHHHHHHHHHHH!
Where are YOUR main bottlenecks to Innovation? Leadership, Teams, Change, Projects, Risk, Communication, etc.
Have you organised yourselves to promote, create, capture, improve, visualise, exchange, share and manage ideas. Creating the opportunity Have not made sure that you can assess the value/ relevance/ strategic fit/ balance of today vs. tomorrow/ commercial sense of ideas Achieving Focus
Have you removed all the barriers to progress – Identified and involved all the people we need, ensured they understand how to thrive with the innovation, and engaged them emotionally, … Engaging Commitment Have not de-risked the innovation internally / externally and in terms of realisation Making it Possible
Have you set up the right type of project for making money from the innovation and learning/ identifying patterns. You do not know how to manage and fail with projects in the NewWorld TM . Making it happen
Change Change Perspectives Negotiation, Problem Solving, Conflict Solving Western Africa
Ideas Spectrum 10 minutes ‘generating ideas’ leaves you with common Ideas et projects 10 Hours ‘generating ideas’ leaves you with real innovative Ideas et projects Innovation Creativity = ƒ (t, stress)
Know WHAT Know HOW Don’t Know HOW Don’t Know WHAT PAINT BY NUMBERS MOVIE Projects in the New World Types FOG QUEST
PUBLIC BEHAVIOUR PRIVATE BEHAVIOUR ATTITUDES VALUES DRIVERS EGO/ID HOW YOU BEHAVE WHEN YOU ARE IN PUBLIC HOW YOU BEHAVE PRIVATELY WITH FRIENDS AND FAMILY YOUR ATTITUDE TO THE OUTSIDE WORLD SET BY YOUR VALUES YOUR VALUES SET BY YOUR DRIVERS YOUR DRIVERS ARE INFLUENCED BY YOUR FORMATIVE YEARS. ALL EXPERIENCES ARE RECORDED AND HELP TO DIRECT YOUR EGO STATE “ EGO / ID” STUFF IS YOUR SURVIVAL INSTINCTS /SUB-CONSCIOUS /GENETIC STUFF Leadership The Human Onion