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Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
Innovation and ICT
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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<br />INNOVATION AND ICTGASTCOLLEGE@HSZUYD<br />Bring ideas to life<br />JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT<br />PUBLIC<br />
  • 2. INTRODUCTION<br />INNOVATION AND ICT<br />Jean-Pierre Beelen<br /><ul><li>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</li></li></ul><li>INTRODUCTION<br />CHANGING WORLD<br />WHatis innovatiON?<br />PRODUCT VALUE<br />WHY innovatiON?<br />WAYS TO innovatE<br />Types OF innovatiON<br />InnovatiONprocesS<br />IncrementAl<br />Co-creatiON<br />INNOVATION AND ICT<br />A<br />
  • 14. LIFESTYLETRENDS<br />
  • 15. WHAT is innovatiON?<br />INNOVATION AND ICT<br />Innovation is a new way of doing something or &quot;new stuff that is made useful“. It may refer to incremental and emergent or radical and revolutionary changes in thinking, products, processes, or organizations<br />Wikipedia<br />
  • 16. PRODUCT VALUECOMPETITIVE STRATEGIES<br />INNOVATION AND ICT<br />Treacy en Wiersema<br />
  • 17. COMPETITIVE STRATEGY: Brand<br />INNOVATION AND ICT<br /> Brand in 1950<br />Layer of meaning<br /> Core elements <br /> dominant<br />
  • 18. INNOVATION AND ICT<br /> Brand today<br /> Brand in 1950<br />
  • 19. INNOVATION AND ICT<br />The whole market<br />
  • 20. INNOVATION AND ICT<br />
  • 21. INNOVATION AND ICT<br />
  • 22. Brands positionedbycompanies<br />INNOVATION AND ICT<br />
  • 23. Brands as seenthrough the eyes of the audience<br />INNOVATION AND ICT<br />
  • 24. INNOVATION AND ICT<br />
  • 25. BCG Matrix: TYPES of products<br />INNOVATION AND ICT<br />
  • 26. WHY InnovatiON?<br />INNOVATION AND ICT<br />It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change. <br />Charles Darwin<br />
  • 27. INNOVATION AND ICT<br />‘Skate to where the puck is going, not to whereit is’<br />WayneGretzky<br />
  • 28. WAYS TO innovatE<br />INNOVATION AND ICT<br /><ul><li>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.</li></ul>Source: Henderson & Clark, 1990, Architectural Innovation, <br />
  • 32. Incremental innovation<br />INNOVATION AND ICT<br />
  • 33. Modular innovation<br />INNOVATION AND ICT<br />
  • 34. Architectural innovation<br />INNOVATION AND ICT<br />
  • 35. RADICAL innovation<br />INNOVATION AND ICT<br />
  • 36. Types of innovation?<br />INNOVATION AND ICT<br />
  • 37. technology innovation<br />
  • 38. process innovation<br />
  • 39. product & service innovation<br />
  • 40. business model innovation<br />
  • 41. Innovation adoption curve<br />INNOVATION AND ICT<br />“The Chasm”<br />Paradigm<br />Shift<br />“Innovators”<br />“Early adaptors”<br />“Early majority”<br />“Late majority”<br />“Laggards”<br />EMERGING<br />Grab the<br />Market<br />DIVEST<br />Asset Reallocation<br />VOLUME<br />Industrialized<br />Profit<br />GLOBAL <br />SPECIALIZATION<br />Profitable<br />Growth<br />INNOVATION<br />Strategic <br />Investment<br /><ul><li>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, </li></ul>strong credentials <br /><ul><li> High margin, global opportunity
  • 47. Aspire to become famous
  • 48. Grab market share
  • 49. Productivity and reuse </li></ul>frameworks begin to mature<br /><ul><li> Next wave of technologies we want to lead
  • 50. Expected to move to “global </li></ul>specialization” in 12 months<br /><ul><li> Invest ahead of the curve to dominate on the market later</li></ul>1 Source: „Inside the Tornado“ by Geoffrey A. Moore<br />
  • 51. The Innovation Process: Simple Vision, Hidden Complexity<br />INNOVATION AND ICT<br /> Fix broken processes<br />Valley of death<br />Too many ideas<br />Generate Ideas<br /><ul><li>Focus
  • 52. Educate
  • 53. Stimulate
  • 54. Capture</li></ul>Recognize and Learn<br /><ul><li>Reward innovators
  • 55. Analyze learnings
  • 56. Improve processes
  • 57. Review opportunities</li></ul>Evaluate and Select<br /><ul><li>Assess relevancy
  • 58. Frame, aggregate ideas
  • 59. Quantify value
  • 60. Prioritize</li></ul>Culture, Discoveries, Hunting,<br />Gathering<br />Develop and Implement<br /><ul><li>Confirm market, impact
  • 61. Organize project
  • 62. Develop and test
  • 63. Integrate with existing operations</li></li></ul><li>PRODUCT DEVELOPMENT PROCESS<br />INNOVATION AND ICT<br />
  • 64. INNOVATION AND ICT<br />Product Development Process<br />Process steps & deliverables<br />Phase 0<br />Phase 1<br />Phase 2<br />Phase 3<br />Phase 4<br />Phase 5<br />G<br />A<br />T<br />E<br />G<br />A<br />T<br />E<br />G<br />A<br />T<br />E<br />G<br />A<br />T<br />E<br />G<br />A<br />T<br />E<br />Scoping<br />Build<br />business<br />case<br />Build & deploy<br />Testing & validation<br />Launch & review<br />Discovery<br />Idea<br />Go/No-go<br />Go/No-go<br />Go/No-go<br />Go/No-go<br />Go/No-go<br />Fast track<br />Controlled<br />Documents<br />Logical peaces defined as phases with each clear deliverables and budget <br />
  • 65. Solution Development ProcessPhase 0 - Discovery<br />INNOVATION AND ICT<br />Short description and a quick check of idea against predefined criteria.<br />Concept Definition – captures:<br />- Short description of the idea or concept, what it is and how it works<br />- Target market<br />- Key value proposition<br />- Window of opportunity<br />- Benefits to target market, customers and Getronics<br />- The business opportunity from technical, operational, partnering perspective<br />- Identification of any show stoppers<br />Idea evaluation – Validation of idea against Idea History log and ranked against criteria:<br />- Strategic fit<br />- Market attractiveness and size<br />- Complexity of technical feasibility<br />- Complexity of organisation feasibility<br />- Competitive advantage<br />Plan activities next stage – Project plan for the next stage and required resources.<br />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.<br />Record Idea – Record denied idea information in the Idea History Log document for future reference.<br />Next <br />phase<br />
  • 66. Solution Development ProcessPhase 1 - Scoping<br />INNOVATION AND ICT<br />A quick investigation on market potential of idea and sculpting of the project.<br />Market Assessment – addressing: <br />- Addressable market, size and segmentation<br />- Solution description and portfolio fit<br />- Customer needs versus value proposition<br />Technical Assessment – addressing: <br />- Likelihood of technical feasibility<br />- Architecture design, construction and development<br />- Possible partners and products<br />- Compliance to FRW and security standards<br />Operational Assessment – addressing:<br />- Operational tasks<br />- Inventory of organisation<br />- Regulatory and legal governance<br />- Compliance to standard tooling<br />Preliminary Financial Assessment – addressing: <br />- financial elements<br />- rough financial projection<br />Impact Analyses – addressing:<br />- Fit to Portfolio Strategy, Road Map and Business Plan<br />- Likelihood of positive return and business risks<br />- Likelihood of technical feasibility<br />- Fits regulatory landscape and/or legal policies<br />- Impact on organisation and resourcing<br />Plan activities next stage – Project plan for the next stage and required resources.<br />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.<br />Previous<br />phase<br />Next <br />phase<br />
  • 67. The detailed homework and upfront investigation work on business viability of the idea and scoping of the project.<br />Market Analyses & decisions – addressing:<br />- Market entry strategy decisions on marcomms<br />- Product positioning, win statement and pricing policy<br />- Channel strategy and cost of sales<br />Interviews & Trial Customer Selection – addressing: <br />- Conducting customer interviews<br />- Concept testing with customers<br />- Selection of Trial Customer(s)<br />Technical Analyses & decisions – addressing:<br />- choice of Partner and Product<br />- Costing of components<br />- Final Architectural design and evolution<br />Operational Analyses & decisions – addressing:<br />- Decision on Delivery department<br />- Resource forecast and costing<br />Detailed Financial Analyses – addressing:<br />- Financial projections<br />- Risks and sensitivity analyses<br />- worst case, best case, most likely senario<br />- Project prioritisation<br />Gate 3 – Go/No Go decision based on:<br />- Quality check on the deliverables<br />- Outcome of the Business Case<br />- Evaluation and approval of the Next stage Project plan.<br />If a Go an approval is given to form a project team to complete the next stage.<br />Solution Development ProcessPhase 2 – Build Business Case<br />INNOVATION AND ICT<br />Previous<br />phase<br />Next <br />phase<br />
  • 68. Solution Development ProcessPhase 3 – Build & deploY<br />INNOVATION AND ICT<br />Previous<br />phase<br />The actual design and development of the new Solution.<br />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. <br />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.<br />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.<br />Operational Readiness Test (ORT) – Internal operational walk through of the process from sale-order-delivery-invoice-maintenance & support.<br />Improvement Process – Fix problems which occurred during the ORT within mandate of the project and update documentation.<br />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).<br />Project Stopped – extreme situation, problems could not be solved and keep the business case positive.<br />Next <br />phase<br />
  • 69. Solution Development ProcessPhase 4 – Testing & ValidatioN<br />INNOVATION AND ICT<br />The verification and validation of the delivery of the new Solution to a customer.<br />Execution Customer Trial – First sale which follows the complete process from contract-delivery-billing-support-collections..<br />Customer & Internal Evaluation – capturing:<br />-What went well and what went wrong<br />- Recommendations<br />- Additional functionality <br />- Must have fixes and nice to haves<br />- Validation of value proposition<br />Trial Results Analysis – Customer evaluation results and are analysed and impact classified<br />Improvement Process – Fix problems which occurred during the Customer Trail within mandate of the project. <br />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.<br />Project on hold – extreme situation, major show stopper(s) occured during the customer trial.<br />Previous<br />phase<br />Next <br />phase<br />
  • 70. Solution Development ProcessPhase 5 - Launch<br />INNOVATION AND ICT<br />Full commercial launch of the new Solution.<br />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.<br />Printing and Distribution Market Collateral – Printing of material and distribution to the designated sales contacts.<br />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.<br />Execution Marcoms – External communication to promote the new Solution to generate sales leads.<br />Execution Sales Plan – Execution of Sales plan turning leads in to contracts and manage targets against business case. Activate sales incentive plan.<br />Execution Delivery & Support<br />Execution Billing & Cash Collection<br />Monitor performance – The KPI’s of the end-to-end process sales-delivery-billing-support-Cash collection is monitored closely to spot issues quickly.<br />Quality Improvements – Corrective actions taken quickly when issues arise<br />Hand-over to Product Life Cycle Process – Process for developing new variants and releases.<br />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.<br />Previous<br />phase<br />
  • 71. CO-CREATION<br />INNOVATION AND ICT<br />
  • 72. APPROACH<br />INNOVATION AND ICT<br />Internal people involved<br />Internal feedback<br />Internal Getronics joining co-creation & testing<br />Core explore team<br />External people involved<br />External experts and customers joining co-creation & testing<br />Define evaluation criteria<br />Present idea sheets<br />Present ideas, vision so far<br />Optimise concepts and choose ones to present<br />Project introduction<br />Present ideas, vision so far<br />Main<br />activities/goals<br />Longlist exploration areas<br />Get feedback on and rate concepts<br />Co-create: Vision, Opportunities, Concepts, Approach<br />Present best concepts to board<br />Topic discussion<br />Co-create: Vision, Opportunities, Concepts, Approach<br />Selection high potential areas<br />Discuss co-creation next steps<br />Get developed concepts: impactful and relevant <br />Presentation co-creation<br />Get developed concepts: impactful and relevant <br />Matchmaking - Project Explore teams<br />Inspiration<br />Exploration Areas, <br />new teams<br />Ideas ready for <br />co-creation<br />Co-created concepts <br />Feedback on concepts. GO?<br />Co-created concepts <br />Outcome<br />Brainstorm on external and internal co-creators<br />Make idea document, test w/ min. 2 people<br />Homework<br />Test developed concepts further w/ min. 5 people<br />Test developed concepts further w/ min. 5 people<br />
  • 73. The Project Explore ‘sweet spot’<br />INNOVATION AND ICT<br />The sweet spot is the starting point for the development of ownable, end-user centric, future-proof concepts for Getronics.<br />PRIVATE LIFE<br />IT<br />TELECOM<br />WORK LIFE<br />
  • 74. / Baseline BP Communication 0.1<br />41<br />
  • 75. Project explore 2009 – GEO+<br />INNOVATION AND ICT<br />BEST CONCEPTS FOR GETRONICS<br />CLOUD+<br /><ul><li>‘BUSINESS APP-STORE’
  • 76. Self service portal for company apps with employee benefits</li></ul>SOCIAL+<br /><ul><li>‘GETRONICS GARDEN’
  • 77. Internal idea seeding, growth and harvesting in a supportive environment</li></ul>GEO+<br /><ul><li>‘COLLEAGUE FINDER’
  • 78. Efficiently arrange meetings with colleagues, based on time & place</li></li></ul><li>Project explore 2009 – GEO+<br />INNOVATION AND ICT<br />GETRONICS GEO+ CHALLENGE<br />DISCUSSION TOPICS<br /><ul><li>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.</li></li></ul><li>CONCEPTS<br />INNOVATION AND ICT<br />THE NEW HUMAN<br />VIRTUAL COMPANY<br />COLLEAGUE FINDER<br />
  • 83. Project explore 2009 – GEO+<br />INNOVATION AND ICT<br />‘COLLEAGUE FINDER’ <br />WHAT IS IT?<br />Efficientlyarrange meetings with colleagues, based on time & place<br />
  • 84. Project explore 2009 – GEO+<br />INNOVATION AND ICT<br />WHAT MAKES IT HNW?<br />Workspace integration<br />Ease of life<br />Solves real need<br />
  • 85. COLLEAGUE FINDER<br />One platform to work more efficiently with colleagues<br />Easy try-outs, use existing technology<br />Low investments<br />Expand with additional paid services*<br />*traffic info, personal expertise overview, proximity notifications, etc.<br />
  • 86. COLLEAGUE FINDER<br />Extension option: full-service agenda product<br />
  • 87. Moccalite – mobile application<br />INNOVATION AND ICT<br />MOCCA Lite (working title)<br /><ul><li>MO ->Mobile Colleague
  • 88. C -> Colleague
  • 89. CA-> Calendar
  • 90. L(ite) -> Locations</li></ul>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.<br />The application at this point is a demo version in a real live Microsoft Exchange 2007 environment<br />Currently, the application consists of basic BUT UNIQUE features<br />The project is suitable for any mobile platform <br />The application has been developed in close cooperation with preferred supplier Sywan.<br />
  • 91. CURRENT FEATURES<br />INNOVATION AND ICT<br />UNIQUE CONCEPT OF COMBINING MICROSOFT EXCHANGE AND iPHONE<br /><ul><li>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 ….</li></li></ul><li>JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT<br />Jeanpierre.beelen@getronics.com /È +31 (0) 6 520 508 70<br />PUBLIC<br />Personal Performance<br />Business Results<br />

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