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Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
Playing the games of innovation
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Playing the games of innovation

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Playing the games of innovation, introduces two new aspects to lean startup: …

Playing the games of innovation, introduces two new aspects to lean startup:
1. realities
2. customer focussed stage-gate model
This is the start of a series of publications on 'Paths of Innovations'. Here we add the work of Will McWinney.

Published in: Business, Education
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Transcript

  • 1. Playing the games of INNOVATIONWhat execs should NOT know: Paths of performancein creating new added value to(the clients of) your customers
  • 2. Innovation the power to bring new added value to the worldif it is not new to you? something newwhen you do not adopt it? which is adoptedand andyou don’t talk about it talked about with othersthen it is no innovation!
  • 3. Innovation strategies? improvement system suggestion system new venture teams incubator lab customer co-creation design thinking lean startup
  • 4. Innovations and reality?As many executives know from their own experience, organisations depend on people, not systems. Innovations fail by assumptions of people instead of the real data from the field!
  • 5. Innovations and reality? Derived from ‘Paths of change’ W. McWinney, Webber, Smith and Novokowsky (1997):Innovation begins with your look at the world:
  • 6. Performance in innovations? ...that is, if innovation is facilitated/ supported/sponsored by executives/ managers, they first need to understand their look at the world....because how individuals look at the world is critical to the way they learn, adopt and develop innovations
  • 7. Look at the world! point-of-view or weltanschauung: humeur four winds archetypesFrom Will McWinney (1997) Realities
  • 8. Realities! unitary mythic sensory socialFrom Will McWinney, Creating paths of Change (1997)
  • 9. Realities and beliefs! unitary mythic Events Material things Objects Resources Sensuality Experience Behaviour Facts Action sensory Data socialFrom Will McWinney, Creating paths of Change (1997)
  • 10. Realities and beliefs! unitary Policies mythic Rules Theory Truth Principles Belief systems Clarrifications Assumptions sensory socialFrom Will McWinney, Creating paths of Change (1997)
  • 11. Realities and beliefs! Vision unitary Ideas Mythic Opportunities Creations Dreams Inspiration Symbols Meanings Metaphors Inventions sensory socialFrom Will McWinney, Creating paths of Change (1997)
  • 12. Realities and beliefs! unitary mythisch What matters Preferences Appreciation Feelings Wants Motivation Attitudes Values sensory Purposes Ethics socialFrom Will McWinney, Creating paths of Change (1997)
  • 13. Realities! unitary mythic sensory socialFrom Will McWinney, Creating paths of Change (1997)
  • 14. most real for you how things usually happen Realities! accepting change unitary mythic truth ideas by form by creation no basic change everything was and is as I will it sensory social facts feelings by precedence by intentionno uncaused change fully accept change
  • 15. Modes of innovation! unitary mythic ? ? ? ? sensory ? socialDerived from Will McWinney (1997)
  • 16. Modes of innovation unitary assertive mythic ve emergent analytic ti en in in v flu en sensory evaluative ce socialFrom Will McWinney (1997)
  • 17. Design thinking?Basics by IDEO
  • 18. EXAMPLE
  • 19. Needs skillfull professionals unitary assertive mythic IDEATION ANALYZE N emergent G ive SI analytic in IN SP DE HIRAT PE nt CH TE C in ve IO TY N flu AL TO IM LA en PLE NG O ME ER NTA P ce OBSERVE TIO N evaluative social sensoryFrom Will McWinney (1997), re-mixed by Frits Oukes (2011)
  • 20. Building hypothesesAlexander Osterwalder and Steve Blank from Lean Launch Pad (Stanford), re-mixed by Frits Oukes (2011)
  • 21. is rational unitary mythic assertive emergent ive analytic nt in in ve flu en evaluative ce sensory socialFrom Will McWinney (1997), Alexander Osterwalder and Steve Blank, re-mixed by Frits Oukes (2011)
  • 22. Product Introduction Model Concept/ Product Alpha/Beta Launch/1st Bus. Plan Dev. Test Ship Customer Development Customer Customer Customer Company Discovery Validation Efficiency Creation Scale Building PivotSteve Blank, re-mixed by Frits Oukes (2011)
  • 23. Towards customer centric stage-gate model Efficiency ScaleRe-mix of Steve Blank and Max Marmer (blackbox) by Frits Oukes (2011)
  • 24. unitairy mythic Efficiency Scale sensory socialRe-mix of Steve Blank and Max Marmer (blackbox) and Will McWinney by Frits Oukes (2011)
  • 25. Innovation strategies? improvement system suggestion system new venture teams incubator lab customer co-creation design thinking lean startup
  • 26. An idea is not a business!WHAT EXECUTIVES AND INNOVATORS CAN LEARN FROM THE LEAN LAUNCH PAD! Objective: Raise 100 clients in 10 weeks PROTOTYPE TESTING PROVIDES 1. MARKET INSIGHTS 2. CUSTOMER ENGAGEMENT GET OUT OF THE BUILDING TEST YOUR ASSUMPTIONSBusinessstartup state your hypothesis
  • 27. ‘GET OUT OF THE BUILDING’ Steve Blank
  • 28. test your assumptions rigorously, gain real life data,learn at high speed and improve!
  • 29. Playing the games of INNOVATION: Entrepeneurship in the boardroam, resolving boththe paradox of innovation and uncertainty! WHY?: ...discover better options... Frits Oukes frits.oukes@redmerito.nl nl.linkedin.com/in/fritsoukes @FritsOukes #innogame #leanproto +31 6 29 576 884

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