Klca Getting Innovative

270 views

Published on

This presentation provides a KLC model we have used to establish a formal innovation group which can successfully ignite and sustain innovative thinking and new products, technologies and services

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
270
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Klca Getting Innovative

  1. 1. Innovative Getting Karen L. Cornelius President KLC Associates Jeffrey T. Walsh Executive Vice President KLC Associates
  2. 2. Innovation What is it? Inventing a new product or service concept … That may change everything
  3. 3. Innovation What is it? Creatively extending a concept to improve upon an existing product or service
  4. 4. Innovation What is it? Creating new applications for an existing product or service
  5. 5. Innovation What is it? Adapting your product or service to increase adoption rates or penetration of new markets
  6. 6. Innovation What is it? Capturing imagination
  7. 7. Getting Innovative Creating a climate for Innovation Make innovation a priority •Formal skunkworks structure • 3M 15% rule; encourage informal skunkworks groups Establish an innovation forum Presentations on emerging social, market, consumer, and technological research and trends Training on innovation models and techniques Work environment? Does it stimulate creativity
  8. 8. Getting Innovative Formal ‘Skunkworks’ An organisational unit to transform captured imagination into tangible products and services
  9. 9. Getting Innovative Formal ‘Skunkworks’ What goes wrong? • Unit only has ‘creative’ members who cannot construct a viable business case
  10. 10. Getting Innovative Formal ‘Skunkworks’ What goes wrong? • Unit only has ‘creative’ members who cannot construct a viable business case • Unit only has analytical members …
  11. 11. Getting Innovative Formal ‘Skunkworks’ What goes wrong? • Unit only has ‘creative’ members who cannot construct a viable business case • Unit only has analytical members … Unit reports to a • conservative middle manager who suppresses new ideas
  12. 12. Getting Innovative Formal ‘Skunkworks’ What goes wrong? • Unit only has ‘creative’ members who cannot construct a viable business case • Unit only has analytical members … • Unit reports to conservative middle manager who suppresses new ideas • Unit is isolated from the organisation
  13. 13. Getting Innovative Formal ‘Skunkworks’ How to do it… (so it works) 1st step --Executive sponsorship: •Funding •Buffering the unit from hierarchy
  14. 14. Getting Innovative Formal ‘Skunkworks’ Structure and Roles One Unit – Two Sections Into system ‘Greenhouse’ Business Group Group Dreams it Translates it
  15. 15. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Purpose: Un co W nv en ha g tio rin na t if l th ity ativ in k tu … in g cre .? Fu Ideas Capture New oppor Imagination tunitie s n iratio Insp g D r ea m cin eds a Surf et ne ing unm Intuitive leaps
  16. 16. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Roles: •Create ideas •Identify new opportunities •Test ideas in customer and employee clinics & innovation forums •Nurture and grow ideas
  17. 17. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Membership: •Creative/ideation people Creative (MBTI NT/FP) •Designers and inventors •People with a history of break- through thinking in solving problems
  18. 18. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Inputs: •Futurists’ projections •Life-style and business trends •Cutting edge developments & ideas from other industries •Consumer/market & competitor research
  19. 19. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Environment No conventional office furniture Should stimulate creativity R oun d Colourful bean tables bag chairs Rugs Posters and art work Flipcharts Toys and markers
  20. 20. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Vital Protection No management reviews, No assessment No critiquing ..during greenhouse phase
  21. 21. Getting Innovative Formal ‘Skunkworks’ Greenhouse Group Helpful Tools in g inkin would s phor Th “What Meta make it possible?” Creativity Brainstorming Stimulating Exercises ping New uses ap w (ho nd m ns’ a Breakthrough io Mi ect e like RIZ nn ‘Co engin Thinking T n is a in ? ) workshops k nap
  22. 22. Getting Innovative Formal ‘Skunkworks’ Business Case Group Purpose: • Assessing and ‘Translating’ best ideas into viable business cases • Guiding mature, fully developed ideas through early phases of implementation
  23. 23. Getting Innovative Formal ‘Skunkworks’ Business Case Group Roles: • Translating concepts into concrete products/services • Building business cases • Feasibility studies and cost & profit analyses • Industry analyses • Product sourcing analyses • Market/consumer research • Project management
  24. 24. Getting Innovative Formal ‘Skunkworks’ Business Case Group Membership: • People from finance, purchase, marketing, planning & quality • People from product/service development and manufacturing or service roll out • People with strategic business perspectives • Project Managers
  25. 25. Getting Innovative Formal ‘Skunkworks’ Business Case Group Inputs: • Greenhouse ideas • Budget, finance data • Company ‘brand’, Vision, strategic goals • Competitor information • Market/consumer research
  26. 26. Getting Innovative Formal ‘Skunkworks’ Key Process Elements What NOT to do Lobbing over the wall
  27. 27. Getting Innovative Formal ‘Skunkworks’ Key Process Elements …Do This When an idea leaves the Greenhouse… Form a project team with members from both groups to: • Further develop the idea • Create a robust business case
  28. 28. Getting Innovative Formal ‘Skunkworks’ Key Process Elements Composition of Project Team over Time Business Case Group Members Greenhouse Group Members
  29. 29. Getting Innovative Formal ‘Skunkworks’ Key Process Elements Project Team is not a ‘Secret Squirrel’ group. It Solicits Inputs and Feedback From: andd Researrch an s IInno esea ch nnov ttherr R vattiio e Oh a on O Grroup s oup n Foru elopmentt G lopmen Forum D ev e D ev ms s all a Crross-ffun tterrn C oss- unct en ctionall x iona x E E and clliiniics and c n cs Emplloye Emp oyee all e errn aomerr e n ome Worrkshop IIntt stt Wo kshops n Functions which will s Cu s Cu Play a role in implementing
  30. 30. Getting Innovative Formal ‘Skunkworks’ Key Process Elements DRAFT Business Case Feedback Senior Management Reviews Approve Reject
  31. 31. Getting Innovative Formal ‘Skunkworks’ How to introduce the approved innovation Approve into the system depends on the industry….and whether It is a product Or…. a service
  32. 32. Getting Innovative Formal ‘Skunkworks’ Cycle for Continuous Innovation Business Case Group Members Greenhouse Group Members

×