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3 Innovation Tales : Tale 1 : Pet Projects
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3 Innovation Tales : Tale 1 : Pet Projects

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Pet Projects : The first in a series of 3 tales about Innovation Management.

Pet Projects : The first in a series of 3 tales about Innovation Management.

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  • Full Name Full Name Comment goes here.
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  • Innovators and Innovation Managers, please help us reach 400 responses on this quick 1 question poll: http://polls.linkedin.com/p/21446/nyjmj

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  • Bill,

    Thank you for your comment. You are absolutely right in saying 'this is our time.' I would insist that this MUST be our time, because there are a lot of serious problems that require a whole new level of innovation and innovation effectiveness.

    'Analysis, deduction, refinement, and action'
    It sounds like we're both in the renegade fringe. Innovators who know that process and rigor can happily coexist with, and actually act to stimulate remarkable innovation. I'm presenting a lot of new models and methods in my book--developed by a number of leading innovation managers and thought leaders, as well as my own from-the-trenches contributions. Let's definitely talk!

    All the best,

    Julian
    510.396.0888
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  • Sandra,

    Thanks for your feedback. You're absolutely right, figuring out if there is any demand for your innovation is key. Many Pet Project programs actually have a vetting cycle, and require approval before they can be pursued. Unfortunately in a 30 short presentation most nuance tends to be lost (or gets relegated to the comments section).

    We're covering determining and driving customer demand in an intensive 1-day workshop in San Francisco on March 3rd. The topics and schedule are outlined in this presentation: http://www.slideshare.net/jkloren/mission-innovation-success-workshop-presentation

    The 2009 schedule of workshops in all locations is here: http://www.innomgmt.com/imi/events.php

    All the best,
    Julian
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  • Hi Julian,
    Having been a long time innovator and having spent many years inside and out of large Fortune 100 companies, this presentation is a valid perspective of what can happen when people just feel good about being innovative without the discipline associated with doing it intelligently. We are actually near completion of a process that takes many of the sources of innovation into ongoing analysis, deduction, refinement and action. Pretty cool. It directly correlates with the work of Professor's Gary Hamel and Clayton Christensen of Harvard.

    Look forward to chatting with you and other innovators. This is our time.

    Bill Van Eron
    Headwaters Marketing
    970 221-0751
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3 Innovation Tales : Tale 1 : Pet Projects 3 Innovation Tales : Tale 1 : Pet Projects Presentation Transcript

  • 3 INNOVATION TALES Tale 1: Pet Projects by Julian Keith Loren +1.510.396.0888 jkl@digiratti.com www.linkedin.com/in/juliankeithloren
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Once upon a time there was a CEO. He wanted to help his company grow and beat its competitors. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 3
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT The CEO decided to implement a Personal-Project or Pet-Project Program. 10% Your Own 90% Regular Innovative Projects Work 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 4
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT He knew that Pet-Project Programs were yielding great results to some firms, and was sure that it would be a huge success. Google Genentech 3M 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 5
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT The employees were very excited! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 6
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT There was a Product Manager who wanted to create an innovation that was sexy and timeless—her great “product legacy.” A Venus di Milo Lava Lamp 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 7
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT A Salesperson imagined a product that would sell itself. Self-Changing Diapers 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 8
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT A Project Manager dreamed of an innovation that was not innovative. Innovation is too unpredictable and risky! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 9
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT An Engineer thought of something really cool and technologically complex. A system that allows users to create virtual museums of places. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 10
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT A Financial Analyst imagined a product with a huge margin & good ROI for the consumer. Manufacturing Cost: $0.50 Electronic Pet CPA. Sales Price: $29.95 Care for your CPA, and it will give you real tax advice. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 11
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT The Financial Analyst and the Product Manager needed some help from Engineering to complete designs and a prototype. Can you help us? 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 12
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT But all of the Engineers had ideas of their own that they had been waiting for years to realize. No way! Do it yourself! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 13
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT So the Product Manager and Financial Analyst left the company, and formed a very successful new firm making Venus-di-Milo- shaped Electronic Pet CPA Lava Lamps. How many units did we sell this month? 5.4 Bagillion. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 14
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT After a few quarters, the CEO reviewed the results of the Pet Project Program. In the Engineering Department, morale and employee retention rates were at an all-time high. We love working here! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 15
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT But much more than 10% of time was being spent on pet projects, and few of the resulting innovations looked like viable products. We love working on our stuff! (And we don’t care if it sells) 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 16
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Many talented individuals from other departments had left the company, and those that remained had overwhelmingly negative feelings about the Pet Projects Program. It takes twice as long to get Engineering to do anything now! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 17
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT The CEO wondered why Pet Project Programs had worked at those other firms, but not at his company. Hmmmm. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 18
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT While the he was thinking, two dragons named “Shareholders” and “The Board” arrived. Hi, guys! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 19
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT They roasted the CEO with their fiery breath, and devoured him. Ouch! 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 20
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Maybe the CEO should have tried an 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 21
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Each team has a member who can help realize or prototype innovations. Multi-disciplinary inputs produce more robust INNOVATION SET, rather than a single-faceted, lone innovation. Each team has members who contribute ideas related to fiscal viability and marketing. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 22
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Each team has a member who can help realize or prototype innovations. Multi-disciplinary inputs produce a more robust INNOVATION SET, rather than a single-faceted, lone innovation. Each team has members who contribute ideas related to fiscal viability and marketing. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 23
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Each team has a member who can help realize or prototype innovations. Multi-disciplinary inputs produce a more robust INNOVATION SET, rather than a single-faceted, lone innovation. Each team has members who contribute ideas related to fiscal viability and marketing. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 24
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Improve morale and foster a culture of innovation across your WHOLE organization. Build bridges across inter-departmental communication and cultural gaps. Generate clusters of innovations that support each other and have much better chances of successful realization and broad, long-term adoption. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 25
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Improve morale and foster a culture of innovation across your WHOLE organization. Build bridges across inter-departmental communication and cultural gaps. Generate clusters of innovations that support each other and have much better chances of successful realization and broad, long-term adoption. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 26
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Improve morale and foster a culture of innovation across your WHOLE organization. Build bridges across inter-departmental communication and cultural gaps. Generate clusters of innovations that support each other and have much better chances of successful realization and broad, long-term adoption. 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 27
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Autonomous, Multi-Disciplinary Team Innovation (AMTI) Programs can be powerful, but are not a complete innovation solution. AMTI can be great at creating a strong innovation culture and improving morale & retention. AMTI should always be implemented as part of a comprehensive program covering the Full Innovation Life Cycle℠ 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 28
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Autonomous, Multi-Disciplinary Team Innovation (AMTI) Programs can be powerful, but are not a complete innovation solution. AMTI can be great at creating a strong innovation culture and improving morale & retention. AMTI should always be implemented as part of a comprehensive program covering the Full Innovation Life Cycle℠ 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 29
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Autonomous, Multi-Disciplinary Team Innovation (AMTI) Programs can be powerful, but are not a complete innovation solution. AMTI can be great at creating a strong innovation culture and improving morale & retention. AMTI should always be implemented as part of a comprehensive program covering the Full Innovation Life Cycle℠ 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 30
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Innovation Portfolio Management Innovation Measurement & Metrics Innovation’s Role & High-Level Innovation Strategies Innovators: Innovation Organizational Culture Recruiting, Rewarding, Alignment Optimization Supporting FILC Retaining Orchestrated Rigorous Full Innovation Life Iterative Design Ideation Idea Cycle℠ (FILC) Innovation through FILC Vetting Effectiveness: “Ideation,” & Dramatically Improving Brainstorming, Strategic Rates of Realization and High-Level Design Idea Creation Grouping Broad & Viable Adoption & Prototyping Open Pet-Project Autonomous, Multi-Disciplinary Innovation Programs Team Innovation 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 31
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT Innovation Portfolio Management Innovation Measurement & Metrics Innovation’s Role & High-Level Innovation Strategies Innovation is AMTI just 1 small part Innovators: Organizational Culture Recruiting, Rewarding, Alignment Optimization Supporting FILC Retaining of developing an effective Orchestrated Rigorous Full Innovation Life Innovation Management Design Iterative Ideation Idea Cycle℠ (FILC) Innovation through FILC Vetting Effectiveness: Practice “Ideation,” & Dramatically Improving Brainstorming, Strategic Rates of Realization and High-Level Design Idea Creation Grouping Broad & Viable Adoption & Prototyping Open Pet-Project Autonomous, Multi-Disciplinary Innovation Programs Team Innovation 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 32
  • 3 Innovation Tales : Tale 1 : Pet Projects ROUGH DRAFT If you would like to further explore what AMTI and Full Innovation Life Cycle techniques could do for your organization, please contact: Julian Keith Loren +1.510.396.0888 jkl@digiratti.com THE INNOVATION MANAGEMENT CONSULTING FIRM℠ 1/1/2009 © 2009 Julian Keith Loren. All Rights Reserved. 33