Innovation and ICT
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Presentation on Innovation in General: What, Why, How

Presentation on Innovation in General: What, Why, How

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  • 1. Heerlen, February 22nd 2010
    INNOVATION AND ICTGASTCOLLEGE@HSZUYD
    Bring ideas to life
    JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT
    PUBLIC
  • 2. INTRODUCTION
    INNOVATION AND ICT
    Jean-Pierre Beelen
    • Director Minor ICT Management
    • 3. Lecturer
    • 4. Principal Consultant Getronics
    • 5. Background
    • 6. Business Informatics
    • 7. > 20 years experience ICT Management
    • 8. > 10 years experience (Sales)Consultancy
    • 9. > 10 years experience Solution / Services Marketing
    • 10. Specialism
    • 11. Business Development
    • 12. Marketing and Portfolio analysis
    • 13. ICT Management
  • INTRODUCTION
    CHANGING WORLD
    WHatis innovatiON?
    PRODUCT VALUE
    WHY innovatiON?
    WAYS TO innovatE
    Types OF innovatiON
    InnovatiONprocesS
    IncrementAl
    Co-creatiON
    INNOVATION AND ICT
    A
  • 14. LIFESTYLETRENDS
  • 15. WHAT is innovatiON?
    INNOVATION AND ICT
    Innovation is a new way of doing something or "new stuff that is made useful“. It may refer to incremental and emergent or radical and revolutionary changes in thinking, products, processes, or organizations
    Wikipedia
  • 16. PRODUCT VALUECOMPETITIVE STRATEGIES
    INNOVATION AND ICT
    Treacy en Wiersema
  • 17. COMPETITIVE STRATEGY: Brand
    INNOVATION AND ICT
    Brand in 1950
    Layer of meaning
    Core elements
    dominant
  • 18. INNOVATION AND ICT
    Brand today
    Brand in 1950
  • 19. INNOVATION AND ICT
    The whole market
  • 20. INNOVATION AND ICT
  • 21. INNOVATION AND ICT
  • 22. Brands positionedbycompanies
    INNOVATION AND ICT
  • 23. Brands as seenthrough the eyes of the audience
    INNOVATION AND ICT
  • 24. INNOVATION AND ICT
  • 25. BCG Matrix: TYPES of products
    INNOVATION AND ICT
  • 26. WHY InnovatiON?
    INNOVATION AND ICT
    It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.
    Charles Darwin
  • 27. INNOVATION AND ICT
    ‘Skate to where the puck is going, not to whereit is’
    WayneGretzky
  • 28. WAYS TO innovatE
    INNOVATION AND ICT
    • Incremental innovation introduces relatively minor changes to the existing product, exploits the potential of the established design, and often reinforces the dominance of established firms. Although it draws from no dramatically new science, it often calls for considerable skill and ingenuity and, over time, has very significant economic consequences.
    • 29. Modular innovation changes a core design concept without changing the product's architecture.
    • 30. Architectural innovation changes a product's architecture but leaves the components, and the core design concepts that they embody, unchanged.
    • 31. Radical innovation, in contrast, is based on a different set of engineering and scientific principles and often opens up whole new markets and potential applications.
    Source: Henderson & Clark, 1990, Architectural Innovation,
  • 32. Incremental innovation
    INNOVATION AND ICT
  • 33. Modular innovation
    INNOVATION AND ICT
  • 34. Architectural innovation
    INNOVATION AND ICT
  • 35. RADICAL innovation
    INNOVATION AND ICT
  • 36. Types of innovation?
    INNOVATION AND ICT
  • 37. technology innovation
  • 38. process innovation
  • 39. product & service innovation
  • 40. business model innovation
  • 41. Innovation adoption curve
    INNOVATION AND ICT
    “The Chasm”
    Paradigm
    Shift
    “Innovators”
    “Early adaptors”
    “Early majority”
    “Late majority”
    “Laggards”
    EMERGING
    Grab the
    Market
    DIVEST
    Asset Reallocation
    VOLUME
    Industrialized
    Profit
    GLOBAL
    SPECIALIZATION
    Profitable
    Growth
    INNOVATION
    Strategic
    Investment
    • Commodity market
    • 42. Drive for outsourcing of capability
    • 43. Reskilling & redployment of assets to meet new market demands
    • 44. High Revenue, Decreasing Margin
    • 45. Global drive for market share growth and profitability
    • 46. Possess delivery capabilities,
    strong credentials
    • High margin, global opportunity
    • 47. Aspire to become famous
    • 48. Grab market share
    • 49. Productivity and reuse
    frameworks begin to mature
    • Next wave of technologies we want to lead
    • 50. Expected to move to “global
    specialization” in 12 months
    • Invest ahead of the curve to dominate on the market later
    1 Source: „Inside the Tornado“ by Geoffrey A. Moore
  • 51. The Innovation Process: Simple Vision, Hidden Complexity
    INNOVATION AND ICT
    Fix broken processes
    Valley of death
    Too many ideas
    Generate Ideas
    Recognize and Learn
    • Reward innovators
    • 55. Analyze learnings
    • 56. Improve processes
    • 57. Review opportunities
    Evaluate and Select
    • Assess relevancy
    • 58. Frame, aggregate ideas
    • 59. Quantify value
    • 60. Prioritize
    Culture, Discoveries, Hunting,
    Gathering
    Develop and Implement
    • Confirm market, impact
    • 61. Organize project
    • 62. Develop and test
    • 63. Integrate with existing operations
  • PRODUCT DEVELOPMENT PROCESS
    INNOVATION AND ICT
  • 64. INNOVATION AND ICT
    Product Development Process
    Process steps & deliverables
    Phase 0
    Phase 1
    Phase 2
    Phase 3
    Phase 4
    Phase 5
    G
    A
    T
    E
    G
    A
    T
    E
    G
    A
    T
    E
    G
    A
    T
    E
    G
    A
    T
    E
    Scoping
    Build
    business
    case
    Build & deploy
    Testing & validation
    Launch & review
    Discovery
    Idea
    Go/No-go
    Go/No-go
    Go/No-go
    Go/No-go
    Go/No-go
    Fast track
    Controlled
    Documents
    Logical peaces defined as phases with each clear deliverables and budget
  • 65. Solution Development ProcessPhase 0 - Discovery
    INNOVATION AND ICT
    Short description and a quick check of idea against predefined criteria.
    Concept Definition – captures:
    - Short description of the idea or concept, what it is and how it works
    - Target market
    - Key value proposition
    - Window of opportunity
    - Benefits to target market, customers and Getronics
    - The business opportunity from technical, operational, partnering perspective
    - Identification of any show stoppers
    Idea evaluation – Validation of idea against Idea History log and ranked against criteria:
    - Strategic fit
    - Market attractiveness and size
    - Complexity of technical feasibility
    - Complexity of organisation feasibility
    - Competitive advantage
    Plan activities next stage – Project plan for the next stage and required resources.
    Gate 1 – Go/No Go to go to the next stage based on the outcome of the idea evaluation and approval of the Next stage plan and requested resources.
    Record Idea – Record denied idea information in the Idea History Log document for future reference.
    Next
    phase
  • 66. Solution Development ProcessPhase 1 - Scoping
    INNOVATION AND ICT
    A quick investigation on market potential of idea and sculpting of the project.
    Market Assessment – addressing:
    - Addressable market, size and segmentation
    - Solution description and portfolio fit
    - Customer needs versus value proposition
    Technical Assessment – addressing:
    - Likelihood of technical feasibility
    - Architecture design, construction and development
    - Possible partners and products
    - Compliance to FRW and security standards
    Operational Assessment – addressing:
    - Operational tasks
    - Inventory of organisation
    - Regulatory and legal governance
    - Compliance to standard tooling
    Preliminary Financial Assessment – addressing:
    - financial elements
    - rough financial projection
    Impact Analyses – addressing:
    - Fit to Portfolio Strategy, Road Map and Business Plan
    - Likelihood of positive return and business risks
    - Likelihood of technical feasibility
    - Fits regulatory landscape and/or legal policies
    - Impact on organisation and resourcing
    Plan activities next stage – Project plan for the next stage and required resources.
    Gate 2 – Go/No Go decision based on the outcome of Impact Analyses (Score card), approval of the Next stage Project plan and requested resources.
    Previous
    phase
    Next
    phase
  • 67. The detailed homework and upfront investigation work on business viability of the idea and scoping of the project.
    Market Analyses & decisions – addressing:
    - Market entry strategy decisions on marcomms
    - Product positioning, win statement and pricing policy
    - Channel strategy and cost of sales
    Interviews & Trial Customer Selection – addressing:
    - Conducting customer interviews
    - Concept testing with customers
    - Selection of Trial Customer(s)
    Technical Analyses & decisions – addressing:
    - choice of Partner and Product
    - Costing of components
    - Final Architectural design and evolution
    Operational Analyses & decisions – addressing:
    - Decision on Delivery department
    - Resource forecast and costing
    Detailed Financial Analyses – addressing:
    - Financial projections
    - Risks and sensitivity analyses
    - worst case, best case, most likely senario
    - Project prioritisation
    Gate 3 – Go/No Go decision based on:
    - Quality check on the deliverables
    - Outcome of the Business Case
    - Evaluation and approval of the Next stage Project plan.
    If a Go an approval is given to form a project team to complete the next stage.
    Solution Development ProcessPhase 2 – Build Business Case
    INNOVATION AND ICT
    Previous
    phase
    Next
    phase
  • 68. Solution Development ProcessPhase 3 – Build & deploY
    INNOVATION AND ICT
    Previous
    phase
    The actual design and development of the new Solution.
    Technical Dev. & Imp. – All activities that are required to design, build and test the new product/service according to specification incl. Operational Support Systems (OSS) and training personnel if required.
    Process Dev. & Imp. & Tr. – Development and implementation of all processes required to sell, build, deploy manage and support the new solution during its life cycle. Configuration of Business Support Systems (BSS), Operational Support Systems (OSS) and development of business reports. Training of process, process interlocks and tools.
    Marketing Dev. - The development of Sales guide, Sales & Support training program, Customer presentation, Pricing model, Order form, Contract (GTC, description, SLA), Proposal text, Folder/Leaflet/Factsheet, Advertising text/picture/photo/video, Marcoms and Sales Channel Strategy.
    Operational Readiness Test (ORT) – Internal operational walk through of the process from sale-order-delivery-invoice-maintenance & support.
    Improvement Process – Fix problems which occurred during the ORT within mandate of the project and update documentation.
    Gate 4 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the ORT, Updated Business Case (Financial) and next stage plan (resources and timelines).
    Project Stopped – extreme situation, problems could not be solved and keep the business case positive.
    Next
    phase
  • 69. Solution Development ProcessPhase 4 – Testing & ValidatioN
    INNOVATION AND ICT
    The verification and validation of the delivery of the new Solution to a customer.
    Execution Customer Trial – First sale which follows the complete process from contract-delivery-billing-support-collections..
    Customer & Internal Evaluation – capturing:
    -What went well and what went wrong
    - Recommendations
    - Additional functionality
    - Must have fixes and nice to haves
    - Validation of value proposition
    Trial Results Analysis – Customer evaluation results and are analysed and impact classified
    Improvement Process – Fix problems which occurred during the Customer Trail within mandate of the project.
    Gate 5 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the Customer Trail and next stage plan for the commercial launch of the new Solution.
    Project on hold – extreme situation, major show stopper(s) occured during the customer trial.
    Previous
    phase
    Next
    phase
  • 70. Solution Development ProcessPhase 5 - Launch
    INNOVATION AND ICT
    Full commercial launch of the new Solution.
    Sales Training – Training of the sales, sales support, bid management and delivery organisation(s) addressing ins and out of the new solution, target market, positioning, competition, pricing and procedures.
    Printing and Distribution Market Collateral – Printing of material and distribution to the designated sales contacts.
    Publishing Sales Collateral on Intra- & Extranet – Internal and external communication of the new Solution via the web, posting of documents; Sales Brief, Quick Reference guide, Customer Presentation, Standard Proposal, Contacts and news message.
    Execution Marcoms – External communication to promote the new Solution to generate sales leads.
    Execution Sales Plan – Execution of Sales plan turning leads in to contracts and manage targets against business case. Activate sales incentive plan.
    Execution Delivery & Support
    Execution Billing & Cash Collection
    Monitor performance – The KPI’s of the end-to-end process sales-delivery-billing-support-Cash collection is monitored closely to spot issues quickly.
    Quality Improvements – Corrective actions taken quickly when issues arise
    Hand-over to Product Life Cycle Process – Process for developing new variants and releases.
    END – Portfolio Development Project ends. Lessons learned are documented and Post Project review plan created for review of the Business Case against actual in the near future.
    Previous
    phase
  • 71. CO-CREATION
    INNOVATION AND ICT
  • 72. APPROACH
    INNOVATION AND ICT
    Internal people involved
    Internal feedback
    Internal Getronics joining co-creation & testing
    Core explore team
    External people involved
    External experts and customers joining co-creation & testing
    Define evaluation criteria
    Present idea sheets
    Present ideas, vision so far
    Optimise concepts and choose ones to present
    Project introduction
    Present ideas, vision so far
    Main
    activities/goals
    Longlist exploration areas
    Get feedback on and rate concepts
    Co-create: Vision, Opportunities, Concepts, Approach
    Present best concepts to board
    Topic discussion
    Co-create: Vision, Opportunities, Concepts, Approach
    Selection high potential areas
    Discuss co-creation next steps
    Get developed concepts: impactful and relevant
    Presentation co-creation
    Get developed concepts: impactful and relevant
    Matchmaking - Project Explore teams
    Inspiration
    Exploration Areas,
    new teams
    Ideas ready for
    co-creation
    Co-created concepts
    Feedback on concepts. GO?
    Co-created concepts
    Outcome
    Brainstorm on external and internal co-creators
    Make idea document, test w/ min. 2 people
    Homework
    Test developed concepts further w/ min. 5 people
    Test developed concepts further w/ min. 5 people
  • 73. The Project Explore ‘sweet spot’
    INNOVATION AND ICT
    The sweet spot is the starting point for the development of ownable, end-user centric, future-proof concepts for Getronics.
    PRIVATE LIFE
    IT
    TELECOM
    WORK LIFE
  • 74. / Baseline BP Communication 0.1
    41
  • 75. Project explore 2009 – GEO+
    INNOVATION AND ICT
    BEST CONCEPTS FOR GETRONICS
    CLOUD+
    • ‘BUSINESS APP-STORE’
    • 76. Self service portal for company apps with employee benefits
    SOCIAL+
    • ‘GETRONICS GARDEN’
    • 77. Internal idea seeding, growth and harvesting in a supportive environment
    GEO+
    • ‘COLLEAGUE FINDER’
    • 78. Efficiently arrange meetings with colleagues, based on time & place
  • Project explore 2009 – GEO+
    INNOVATION AND ICT
    GETRONICS GEO+ CHALLENGE
    DISCUSSION TOPICS
    • Don’t change the world, but make it work. Know what is happening and use it.
    • 79. Connect the Dots like no one else can. Clients trust Getronics.
    • 80. Create momentum internally: a shared understanding of how to get from A to B.
    • 81. Go from service integrator to service aggregator.
    • 82. Sell a concept, not a product.
  • CONCEPTS
    INNOVATION AND ICT
    THE NEW HUMAN
    VIRTUAL COMPANY
    COLLEAGUE FINDER
  • 83. Project explore 2009 – GEO+
    INNOVATION AND ICT
    ‘COLLEAGUE FINDER’
    WHAT IS IT?
    Efficientlyarrange meetings with colleagues, based on time & place
  • 84. Project explore 2009 – GEO+
    INNOVATION AND ICT
    WHAT MAKES IT HNW?
    Workspace integration
    Ease of life
    Solves real need
  • 85. COLLEAGUE FINDER
    One platform to work more efficiently with colleagues
    Easy try-outs, use existing technology
    Low investments
    Expand with additional paid services*
    *traffic info, personal expertise overview, proximity notifications, etc.
  • 86. COLLEAGUE FINDER
    Extension option: full-service agenda product
  • 87. Moccalite – mobile application
    INNOVATION AND ICT
    MOCCA Lite (working title)
    • MO ->Mobile Colleague
    • 88. C -> Colleague
    • 89. CA-> Calendar
    • 90. L(ite) -> Locations
    MOCCA Lite is a unique mobile concept combining geographic location of both user and colleagues within the Active Directory of an organization and Calendar features.
    The application at this point is a demo version in a real live Microsoft Exchange 2007 environment
    Currently, the application consists of basic BUT UNIQUE features
    The project is suitable for any mobile platform
    The application has been developed in close cooperation with preferred supplier Sywan.
  • 91. CURRENT FEATURES
    INNOVATION AND ICT
    UNIQUE CONCEPT OF COMBINING MICROSOFT EXCHANGE AND iPHONE
    • Outlook Exchange Calendar
    • 92. Exchange Active Directory
    • 93. Geographic location
    • 94. Colleague and user availability
    • 95. On browsers, iPhone, Windows Mobile, Android and Symbian
    • 96. And more to come ….
  • JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT
    Jeanpierre.beelen@getronics.com /È +31 (0) 6 520 508 70
    PUBLIC
    Personal Performance
    Business Results