Ten Rules for Strategic Innovators - Vijay Govindarajan

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Here are Vijay Govindarajan’s Ten Rules for Strategic Innovators slides from his presentation at the World Innovation Forum.

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Ten Rules for Strategic Innovators - Vijay Govindarajan

  1. 1. Ten Rules For Strategic Innovators Vijay Govindarajan Tuck School of Business at Dartmouth VG@dartmouth.edu www.vg‐tuck.com World Innovation Forum May 5, 2009
  2. 2. Box 1 Box 2 Box 3Manage Selectively Create the  forget thepresent the past future William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  3. 3. Growth Playbook Core Adjacent Entirely New Business Space SpaceHorizon 1 Horizon 2 Horizon 3 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  4. 4. Box 1 Box 2 Box 3Manage Selectively Create the  forget thepresent the past future William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  5. 5. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  6. 6. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  7. 7. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  8. 8. Olympic Gold Medal Winners in High Jump  2.6 Fosbury Flop 2.4 2.2 Straddle Western Scissors Roll 2 1.8 1.6 1900    1920  1940  1960  1980 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth Source: Pascale
  9. 9. Olympic Gold Medal Winners in High Jump  2.6 2.4 2.2 2 Scissors 1.8 1.6 1900    1920  1940  1960  1980 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth Source: Pascale
  10. 10. Olympic Gold Medal Winners in High Jump  2.6 2.4 2.2 Western Scissors Roll 2 1.8 1.6 1900    1920  1940  1960  1980 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth Source: Pascale
  11. 11. Olympic Gold Medal Winners in High Jump  2.6 2.4 2.2 Straddle Western Scissors Roll 2 1.8 1.6 1900    1920  1940  1960  1980 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth Source: Pascale
  12. 12. Olympic Gold Medal Winners in High Jump  2.6 Fosbury Flop 2.4 2.2 Straddle Western Scissors Roll 2 1.8 1.6 1900    1920  1940  1960  1980 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth Source: Pascale
  13. 13. Strategic Balance Box 1 Box 2 and Box 3 Competition Competition  for the for the present futurePerformance Gap Opportunity Gap Restructuring Renewal William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  14. 14. Strategy ArchitectureNon‐linear shiftsStrategic intentCurrent core competenciesGrowth Playbook William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  15. 15. Growth Playbook Core Adjacent Entirely New Business Space SpaceHorizon 1 Horizon 2 Horizon 3 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  16. 16. Strategy ArchitectureNon‐linear shiftsStrategic intentCurrent core competenciesGrowth PlaybookNew core competencies William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  17. 17. Mission Statement ≠ Strategic IntentWilliam F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  18. 18. Criteria For Strategic Intent Direction Motivation ChallengeWilliam F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  19. 19. The Apollo Program“We will put a man on the moon and bring him “We will put a man on the moon and bring him back before the end of this decade.”back before the end of this decade.”John F. Kennedy William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  20. 20. ME X Apollo 13William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  21. 21. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  22. 22. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  23. 23. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  24. 24. Think Make Sure DoWilliam F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  25. 25. Payoffs From A Bold Intent A BResources          Very  Very LimitedHigh Slack StretchAmbition Limited Very Large William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  26. 26. Xerox’s Rules of the GameTarget corporate usersDirect sales forceCentral copying24 hour servicePackage pricingLeasing William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  27. 27. Xerox’s Bullet‐Proof CastlePatents Direct Service Lease Brand  Sales Organ­ Base Name Force ization William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  28. 28. Xerox’s Bullet‐Proof Castle Patents Direct Service Lease Brand  Sales Organ­ Base Name Force ization IBM IBMKodakKodak William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  29. 29. Xerox’s Bullet‐Proof Castle Patents Direct Service Lease Brand  Sales Organ­ Base Name Force izationR.I.P. R.I.PIBM Kodak William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  30. 30. Marathon Race Mile 26 rs Mile 26 400 Meters ete s400 Meters M ter 40400 0 MM 00Me 40WE ARE HEREWE ARE HERE e ete ters 40 rs William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  31. 31. The Top 11 Things You Can Do  With a Dead Horse11.  Whip the horse a little harder.10.  Change the rider. 9.  Harness several dead horses together for  increased speed. 8.  Emulate the best practices of companies riding  dead horses. 7.  Proclaim that it’s cheaper to feed a dead horse. 6.  Shorten the track. SOURCE: Net Ready, Hartman & Sifonis with Kador
  32. 32. The Top 11 Things You Can Do  With a Dead Horse5.  Affirm that “This is the way we have always  ridden this horse.”4.  Declare that “This horse is not dead.”3.  Have the lawyers bring suit against the horse  manufacturer.2.  Engage a consultant to study the dead horse.1.  Promote the dead horse to a senior management  position.     SOURCE: Net Ready, Hartman & Sifonis with Kador
  33. 33. By: C hr is T rim b leWilliam F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth

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