Innovate or Die

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Innovate or Die






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Innovate or Die Presentation Transcript

  • 1. Innovate or DieJim Stikeleather
  • 2. "If the desertdoesnt get you, the Arabs will. If theArabs dont get you,the Legion will. And if the Legiondoesnt, then I will. Idont know which is worse." "If the market doesnt get you, the customers will. If the customers dont get you, the employees will. And if the employees don’t, then you will get yourself. I dont know which is worse." 2
  • 3. A perfect storm is on the horizon… Enterprise 2.0 Capitalism 2.0 Management 2.0 Economics 2.0 IT 2.0 New Game, New Playing Field, New Rules, New Players… Means Innovation, Flexibility, Agility, and more… 3
  • 4. Change wants to happen,Tech enables, facilitates and accelerates it… IT consumerization A new workforce Work mobility & the An old workforce Hollywood model Pervasive Innovate to zero Regulations & simplification cyber jurisprudence Smart Everything Utility computing Risk & security The new normal management 4 4
  • 5. Top business issues for organizationsand senior management in 2011 1 Retaining and enhancing existing customers 2 Attracting and retaining skilled talent 3 Attracting new customers 4 Building a responsive, flexible organization 5 Reducing costs via better efficiency 6 Fostering innovation 7 Becoming more open and collaborative with customers 8 Planning and design the strategy for your business Source: Gartner 3/11 5
  • 6. Innovation Defined Innovation is the process that takes new ideas andimplements them in a way that creates value in solving unmet needs. Innovation is not invention. • Invention is the process of taking capital and turning it into knowledge. • Innovation is the process of taking knowledge and turning it back into capital.6 Services
  • 7. Innovation Must Be Real New Ideas Forward Thinking Feasible Viable+ ValuableNot a Marketing Term Business Model Products/Services Process 7 Services
  • 8. Degrees of Innovation Disruptive Products & Services Breakthrough Change New Transformative Innovation Pragmatic Innovation Near Incremental Breakthrough To Sustaining Existing Near to Existing New Business Model and Process8 Services
  • 9. And / Or this: Process Maps (Divergent Thinking) This: • Creative / Intuitive (Convergent Thinking) • Qualitative / Subjective • Possibilities / Holistic • Analytic / Rational • Conceptual abstractions • Quantitative / Sequential • Constraint-driven / Objective • Specific detailsSTART KILL IDEATION NARROW CONCEPTS EXPOSE TO INTERNAL RESOURCES UNDER TARGET DEFINE THE CONSIDERATION CUSTOMERS DRAFT NEW PRODUCT PROBLEM/ FOR OUTLINE FEATURES/ (QUALITATIVE) CONCEPTS CONTINUEOPPORTUNITY M BENEFITS TEA M IDEATION How far back depends on feedback received EXTERNAL RESOURCES REFINE May require refinement of business case and financials DEVELOP BUS KILL PLAN EXPOSE TO TARGET EXECUTIVE TEST ESTABLISH HIGH LEVEL CASE/OBTAIN DEVELOPMENT CUSTOMERS FOR MANAGEMEN MARKETING SUCCESS REQUIRE- APPROVAL TO TEST MARKET AND VOLUME ASSESSMENT T PREPARATION CRITERIA MENTS PROCEED (NEW PRODUCT (QUANTITATIVE) REVIEW DESIGN, (Mgt Review) INITIAL TIME LINE INCUBATOR) (Investment DEVELOP & (Proj Request/Sizing) Committee) PILOT Project Release Management Flow Begins (see next page) (Project Launched) Project Lifecycle Start Project KILL FINAL KILL POST ROLLOUT EXECUTIVE EVALUATION TEST MARKET WAR TURN OVER PLAN GROUP ROLL- AND EVALUATION GAMES TO PRODUCT CONTINUE REVIEW OUT MEASUREMENT FINAL TIMELINE MANAGEMENT TRAINING REFINE Some, or all of these stages may not apply to smaller efforts, or those with low execution risk/low capital investment For large projects, or those requiring post-pilot review and approval, these stages will apply (e.g. Investment Committee level projects). Project Lifecycle End Project Do both in a systemic, repeatable, managed, measured and rewarded manner 9 Services
  • 10. An Architecture for Systemic Innovation Foresight Frameworks Insight Signals, Trends R&D Themes Strategic Standards, Laws Plans Scenarios IP, Patents Innovation for Innovation for CustomerMarket Challenges Reference & Delivery Challenges Architectures Incubator Continual Portfolio Improvement Plan of Relative Intent Innovation Operational & Annual Plan of Plans Value Record Challenges10 Confidential Services
  • 11. Internet / Web / Cloud / “The One” Global Marketing11
  • 12. Consequences of Web’s EvolutionKevin Kelly’s view from 2007 – Not just a better Web• Three Outcomes – Embodying the machine – Restructuring the architecture – Codependence on new technology › Just as we depend on alphabets• Emergence of Global Brain – Smarter – Personalized – Pervasive• Individuals must be transparent to gain benefits Global Marketing 12
  • 13. Consequences of Web’s EvolutionA view from today• Three Modifications – Disembodying information: Big Data – Restructuring us: Augmented reality – Co-evolution: Multisensory computing › Allosphere (UCSB)• The Pervasive Cloud – Ecology instead of organism – Contextual instead of singular – Everything as a Service• Transparency as a necessary condition• Trust needed for transparency Global Marketing 13
  • 14. Welcome to the Serendipity Economy Image courtesy of Yoan Blanc - Global Marketing
  • 15. Consilience, Complexity and Emergence… Cynefin Framework Global Marketing
  • 16. Collaboration and Co-creation: Sur/PetitionCustomers, staff, partners, suppliers, competitors Sur/Petition – Moving Beyond Competition Competition, with its focus on what others are doing, is only the baseline for survival. “Sur/petition” focuses on value creation, going beyond traditional strategic competition to exploit the vast potential of “integrated values” that surround the purchase and use of products and services. de Bono, Edward, Sur/petition, Harper Collins, London16 Global Marketing
  • 17. People – Humanities greatest resourceManagement – Humanities greatest invention BeginningMANAGEMENT SCHOOLS Emphasis Dates PlanningCLASSICAL SCHOOL Managing workers and Division of Labor organizations more efficiently. Scientific Management 1880s Directing Administrative Management 1940s Unity of Command Create Customers, Bureaucratic Management 1920s Lower Transaction Costs, OvercomeBEHAVIORAL SCHOOL Understanding human behavior Economic Friction Scalar Chain of in the organization. Command Human Relations 1930s Staffing Behavioral Science 1950sQUANTITATIVE SCHOOL Increasing quality of managerial Span of Control decision-making through the application of mathematical and ControllingManagement Science 1940s statistical methods. Operations Management 1940s Management Information 1950s—Systems 1970s Figurehead LeaderSYSTEMS SCHOOL 1950s Understanding the organization as a system that transforms inputs into outputs while in constant interaction with its Spokesperson Entrepreneur environment.CONTINGENCY SCHOOL 1960s Applying management principles Resource and processes as dictated by the Liaison unique characteristics of each Allocator situation. Monitor Negotiator
  • 18. People – Humanities greatest resourceManagement – Humanities greatest invention
  • 19. The Fractal Organizationand Enterprise 2.0
  • 20. How do you eat the Elephant????? Fractal OODA 1 - Ignore the blind wise men 3 – Human Interaction Management Human Augmentation Support 5 – Execute 2 – Create an Innovation GroupCreate a Systemic Innovation Process 4 – Create a Culture of Innovation
  • 21. Thank you!