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Vijay Govindarajan - World Innovation Forum
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Vijay Govindarajan - World Innovation Forum

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Here are Vijay Govindarajan's slides from his presentation at the World Innovation Forum

Here are Vijay Govindarajan's slides from his presentation at the World Innovation Forum

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  • 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. Box 1 Box 2 Box 3 Manage Selectively Create the  forget the present the past future William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 3. Growth Playbook Core Adjacent Entirely New Business Space Space Horizon 1 Horizon 2 Horizon 3 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 4. Box 1 Box 2 Box 3 Manage Selectively Create the  forget the present the past future William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 5. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 6. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 7. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 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. 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. 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. 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. 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. Strategic Balance Box 1 Box 2 and Box 3 Competition Competition  for the for the present future Performance Gap Opportunity Gap Restructuring Renewal William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 14. Strategy Architecture Non‐linear shifts Strategic intent Current core competencies Growth Playbook William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 15. Growth Playbook Core Adjacent Entirely New Business Space Space Horizon 1 Horizon 2 Horizon 3 William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 16. Strategy Architecture Non‐linear shifts Strategic intent Current core competencies Growth Playbook New core competencies William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 17. Mission Statement ≠ Strategic Intent William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 18. Criteria For Strategic Intent Direction Motivation Challenge William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 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. M E X Apollo 13 William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 21. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 22. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 23. William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 24. Think Make Sure Do William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 25. Payoffs From A Bold Intent A B Resources          Very  Very Limited High Slack Stretch Ambition Limited Very Large William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 26. Xerox’s Rules of the Game Target corporate users Direct sales force Central copying 24 hour service Package pricing Leasing William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 27. Xerox’s Bullet‐Proof Castle Patents Direct Service Lease Brand  Sales Organ­ Base Name Force ization William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 28. Xerox’s Bullet‐Proof Castle Patents Direct Service Lease Brand  Sales Organ­ Base Name Force ization IBM IBM Kodak Kodak William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 29. Xerox’s Bullet‐Proof Castle Patents Direct Service Lease Brand  Sales Organ­ Base Name Force ization R.I.P. R.I.P IBM Kodak William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth
  • 30. Marathon Race Mile 26 rs Mile 26 400 Meters ete s 400 Meters M ter 40400 0 MM 00Me 40 WE ARE HERE WE ARE HERE e ete ters 40 rs William F. Achtmeyer Center for Global Leadership - Tuck School of Business at Dartmouth
  • 31. The Top 11 Things You Can Do  With a Dead Horse 11.  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. The Top 11 Things You Can Do  With a Dead Horse 5.  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. By: C hr is T rim b le William F. Achtmeyer Center for Global Leadership ‐ Tuck School of Business at Dartmouth