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 October 2009

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Lemuel Lasher Uk 8 October 2009

  1. 1. What is Innovation?<br />L. Lasher<br />Chief Innovation Officer<br />8 October 2009<br />
  2. 2. IdeaGeneration<br />Client and CSC Innovation<br />Solution Development<br />Ideation Campaign Management<br />Global<br />Solutions<br />Catalyst<br />Custom<br />Research<br />Technology<br />Agenda<br />Management<br />Agenda<br />Knowledge Enablement<br />Ensuring clients have full access to CSC innovations worldwide<br />CSC Office of Innovation<br />
  3. 3. APQC Innovation Award<br />Best-Practice Partner Award for successfully embedding innovation in the organization<br />Presented March 27, 2007 at the APQC Knowledge Transfer Session on Innovation in Houston, Texas<br />CSC was one of five companies selected. (Others were Air Products, Boston Scientific, Ethicon Endo-Surgery, and HP Imaging & Printing Group.)<br />CSC was the only professional services firm to win the award<br /><ul><li>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.</li></li></ul><li>External Validation: APQC Innovation Award<br />CSC receives Best-Practice Partner Award 2008 for the Improving Front-End Effectiveness consortium benchmarking study on innovation.<br />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.<br />How an organization gauges innovation effectiveness and ensures continuous improvements through customer involvement.<br />How an organization’s culture creates an environment for surfacing ideas and nurturing their development.<br />CSC was one of five companies selected.(Others were Ethicon Endo-Surgery, Kennametal, Kraft and Shell E&P.)<br />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.<br />Mark Neff (CSC) received award from Dr. Carla O’Dell, President of APQC November 12, 2008<br />“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. <br />“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.<br />
  4. 4. What is Innovation?<br />
  5. 5. The Innovation Paradox<br />“ Most Innovations fail. And companies that don’t innovate die.”<br />Henry W. Chesbrough<br />“Open Innovation” 2003<br />
  6. 6. The Innovation Metaphor<br />
  7. 7. The Innovation Agenda:a constituency based systems challenge in search of the levers for change <br /><ul><li>Business value is paramount
  8. 8. Low cost services and solutions
  9. 9. Innovation built into offerings and processes
  10. 10. New Ideas through techniques and services
  11. 11. Pro-activity in style
  12. 12. Leveraged CSC resources
  13. 13. Bring value to clients and CSC
  14. 14. Exciting, challenging work
  15. 15. New tools & technologies
  16. 16. Reward and recognition
  17. 17. Meaningful and fulfilling careers</li></ul>Improve rate of ROIC and provide engine for growth<br /><ul><li>Thought leadership around innovation agenda
  18. 18. Interesting & exciting company to report on
  19. 19. Demonstrated delivery
  20. 20. Opportunities to be embedded</li></ul> in CSC solutions and services<br /><ul><li>Springboard for their </li></ul>products and brand<br /><ul><li>Way to explore emerging </li></ul>products in real-world settings<br />Differentiate CSC as an innovative leader in the marketplace<br />
  21. 21. Innovation results from the creative application of intellectual capital in a disciplined manner to a problem. <br />Leadership<br />Process<br />Processes that connect the organization with itself <br /> and the outside world <br /> Leadership that sets <br /> the agenda, objectives and measures of <br />success<br />“The Grain of Sand <br />in the Oyster”<br />Innovation<br />Discipline<br />Creativity<br />Intellectual<br />Capital<br />Governance, organization<br /> and forums<br /> Enabling applications, tools and infrastructure<br />Governance<br />Enablement<br />The Core and Context Elements of Innovation<br />
  22. 22. Value Creation<br />Method of Monetization<br />Business Model<br />Product/ Service<br />Innovation<br />Management<br />Operating Model<br />Structure and Process<br />Value Configuration Logic <br />Types of Innovation<br />
  23. 23. Amplitude of Innovation<br />New<br />Radical<br />4<br />New to Market?<br />Discontinuous<br />Breakthrough<br />3<br />Incremental<br />Adjacent<br />2<br /> Incremental<br />1<br />New to Company?<br />New<br />Adjacent<br />Core<br />
  24. 24. Total US Research and Development funding 1953 – 2002<br />300<br />250<br />200<br />150<br />Billions of Constant 1996 Dollars<br />100<br />50<br />0<br />1953<br />1961<br />1969<br />1986<br />1994<br />2002<br />Open Innovation<br /> Source: National Science Foundation Science & Engineering Indicators, 2004.<br />
  25. 25. The value of thought leadership<br />“Practical men who believe themselves to be quite exempt from any intellectual influence, are usually slaves of some defunct Economist”<br />John Maynard Keynes<br />
  26. 26. Joseph Schumpeter (1883 – 1950)<br />Open Innovation<br />“ An element of genuine monopoly gain is offered to the successful innovator”<br />“ For the carrot of spectacular rewardor the stick of destitution”<br />
  27. 27. Individual Innovation<br />19th Century<br />20th Century<br />21st Century<br /> Credit: Dodgson, Gann & Salter, 2003.<br />Open Innovation<br />Distributed Innovation<br />Corporate Innovation<br />… From Closed to Open, Distributed Innovation<br /> Interaction Between Participants<br />
  28. 28. We Find it Hard to Imagine That “Dumb Users” Can be Innovators<br />
  29. 29. However: Many Important Innovations Come From Users<br />77% by users<br />67% by users<br />90% by users<br />43% by users<br />43% by users<br />58% by users<br />Several studies indicate that in many industries most important innovations originally were developedby users.<br />% of major innovations in industry<br />Scientific Instruments(von Hippel 1976)<br />Semiconductors (von Hippel 1977)<br />Pultrusation Process(Lionetta 1977)<br />Petroleum Processing(Enos 1962)<br />Chemical Processes/Equipment(Freeman 1968)<br />Snow-/Skateboard/Windsurfing(Shah 2000)<br /> Source: von Hippel (1995, 2002).<br />
  30. 30. Increasingly, Value Will Be Co-Created with the Customer<br />Managing decision rights and building trust will be key.<br />Value <br />increasingly<br />created<br />here<br />Value <br />created<br />here<br />Customer<br />Customer<br />Customer<br />Customer<br />Customer<br />Customer Experience<br />Customer<br />Customer<br />Traditional Value Chain<br />Product or Service<br />Customer<br />Customer<br />Customer<br />Customer<br />Customer<br />
  31. 31. THANK YOU<br />