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Lemuel Lasher Uk 8 October 2009
 

Lemuel Lasher Uk 8 October 2009

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A presentation by Lemuel Lasher, chief innovation officer at Computer Sciences Corporation, on innovation management in a professional services firm. Given at Imperial College Business School on 8 ...

A presentation by Lemuel Lasher, chief innovation officer at Computer Sciences Corporation, on innovation management in a professional services firm. Given at Imperial College Business School on 8 October 2009

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    Lemuel Lasher Uk 8 October 2009 Lemuel Lasher Uk 8 October 2009 Presentation Transcript

    • What is Innovation?
      L. Lasher
      Chief Innovation Officer
      8 October 2009
    • IdeaGeneration
      Client and CSC Innovation
      Solution Development
      Ideation Campaign Management
      Global
      Solutions
      Catalyst
      Custom
      Research
      Technology
      Agenda
      Management
      Agenda
      Knowledge Enablement
      Ensuring clients have full access to CSC innovations worldwide
      CSC Office of Innovation
    • APQC Innovation Award
      Best-Practice Partner Award for successfully embedding innovation in the organization
      Presented March 27, 2007 at the APQC Knowledge Transfer Session on Innovation in Houston, Texas
      CSC was one of five companies selected. (Others were Air Products, Boston Scientific, Ethicon Endo-Surgery, and HP Imaging & Printing Group.)
      CSC was the only professional services firm to win the award
      • Sponsoring organizations for the study “Successfully Embedding Innovation: Strategy and Best Practices include: Accenture, Deloitte, IBM, Northrup Grumman, Siemans AG, U.S. Army, Navy, Dept. of State, and GAO.
    • External Validation: APQC Innovation Award
      CSC receives Best-Practice Partner Award 2008 for the Improving Front-End Effectiveness consortium benchmarking study on innovation.
      How an organization generates new ideas and manages their evolution to early-stage concepts, and then manages the portfolio of concepts before they enter the development phase.
      How an organization gauges innovation effectiveness and ensures continuous improvements through customer involvement.
      How an organization’s culture creates an environment for surfacing ideas and nurturing their development.
      CSC was one of five companies selected.(Others were Ethicon Endo-Surgery, Kennametal, Kraft and Shell E&P.)
      Sponsoring organizations for the study “New Product and Service Innovation: Improving Front-End Effectiveness” include:IBM, U.S. Army ARDEC, Sandia National Laboratories, Exxon Mobil, Johnson & Johnson, Ethicon Endo-Surgery, Giant Eagle Inc., Siemens AG.
      Mark Neff (CSC) received award from Dr. Carla O’Dell, President of APQC November 12, 2008
      “CSC recognizes that real innovation occurs between great people in the field and great clients, and because of this, they put a lot of effort into supporting field activity and making sure that clients and practitioners are aware of the ways in which they can leverage their experiences into innovations and new solutions.” - Gerry Swift, APQC project manager.
      “It is gratifying to have an independent organization of APQC’s stature acknowledge our work in ideation and our holistic approach to innovation. This award underscores CSC’s commitment and ability to execute on the innovation agenda in ways that directly impact business success.” - R. Lemuel Lasher, CSC’s chief innovation officer.
    • What is Innovation?
    • The Innovation Paradox
      “ Most Innovations fail. And companies that don’t innovate die.”
      Henry W. Chesbrough
      “Open Innovation” 2003
    • The Innovation Metaphor
    • The Innovation Agenda:a constituency based systems challenge in search of the levers for change
      • Business value is paramount
      • Low cost services and solutions
      • Innovation built into offerings and processes
      • New Ideas through techniques and services
      • Pro-activity in style
      • Leveraged CSC resources
      • Bring value to clients and CSC
      • Exciting, challenging work
      • New tools & technologies
      • Reward and recognition
      • Meaningful and fulfilling careers
      Improve rate of ROIC and provide engine for growth
      • Thought leadership around innovation agenda
      • Interesting & exciting company to report on
      • Demonstrated delivery
      • Opportunities to be embedded
      in CSC solutions and services
      • Springboard for their
      products and brand
      • Way to explore emerging
      products in real-world settings
      Differentiate CSC as an innovative leader in the marketplace
    • Innovation results from the creative application of intellectual capital in a disciplined manner to a problem.
      Leadership
      Process
      Processes that connect the organization with itself
      and the outside world
      Leadership that sets
      the agenda, objectives and measures of
      success
      “The Grain of Sand
      in the Oyster”
      Innovation
      Discipline
      Creativity
      Intellectual
      Capital
      Governance, organization
      and forums
      Enabling applications, tools and infrastructure
      Governance
      Enablement
      The Core and Context Elements of Innovation
    • Value Creation
      Method of Monetization
      Business Model
      Product/ Service
      Innovation
      Management
      Operating Model
      Structure and Process
      Value Configuration Logic
      Types of Innovation
    • Amplitude of Innovation
      New
      Radical
      4
      New to Market?
      Discontinuous
      Breakthrough
      3
      Incremental
      Adjacent
      2
      Incremental
      1
      New to Company?
      New
      Adjacent
      Core
    • Total US Research and Development funding 1953 – 2002
      300
      250
      200
      150
      Billions of Constant 1996 Dollars
      100
      50
      0
      1953
      1961
      1969
      1986
      1994
      2002
      Open Innovation
      Source: National Science Foundation Science & Engineering Indicators, 2004.
    • The value of thought leadership
      “Practical men who believe themselves to be quite exempt from any intellectual influence, are usually slaves of some defunct Economist”
      John Maynard Keynes
    • Joseph Schumpeter (1883 – 1950)
      Open Innovation
      “ An element of genuine monopoly gain is offered to the successful innovator”
      “ For the carrot of spectacular rewardor the stick of destitution”
    • Individual Innovation
      19th Century
      20th Century
      21st Century
      Credit: Dodgson, Gann & Salter, 2003.
      Open Innovation
      Distributed Innovation
      Corporate Innovation
      … From Closed to Open, Distributed Innovation
      Interaction Between Participants
    • We Find it Hard to Imagine That “Dumb Users” Can be Innovators
    • However: Many Important Innovations Come From Users
      77% by users
      67% by users
      90% by users
      43% by users
      43% by users
      58% by users
      Several studies indicate that in many industries most important innovations originally were developedby users.
      % of major innovations in industry
      Scientific Instruments(von Hippel 1976)
      Semiconductors (von Hippel 1977)
      Pultrusation Process(Lionetta 1977)
      Petroleum Processing(Enos 1962)
      Chemical Processes/Equipment(Freeman 1968)
      Snow-/Skateboard/Windsurfing(Shah 2000)
      Source: von Hippel (1995, 2002).
    • Increasingly, Value Will Be Co-Created with the Customer
      Managing decision rights and building trust will be key.
      Value
      increasingly
      created
      here
      Value
      created
      here
      Customer
      Customer
      Customer
      Customer
      Customer
      Customer Experience
      Customer
      Customer
      Traditional Value Chain
      Product or Service
      Customer
      Customer
      Customer
      Customer
      Customer
    • THANK YOU