This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).

1. THEORETICAL MODELS
GTP INNOVATION WORKSHOP

4. DISRUPTIVE INNOVATION

6. START BY UNDERSTANDING THE
REAL NEEDS OF THE CONSUMER
AND THE JOB THEY ARE TRYING TO
ACCOMPLISH
Clayton Christensen

7. SUSTAINING INNOVATION
DISRUPTIVE INNOVATION

8. TIME
PERFORMANCE
Performance that consumer utilise or absorb

9. TIME
PERFORMANCE
Sustaining Innovations

10. TIME
PERFORMANCE
Disruptive Innovations

11. WHEN COMPETITOR SUBSTITUTES ARE GOOD
ENOUGH, YOUR BEST MAY NOT BE THE BEST

12. TIME
PERFORMANCE

13. TIME
PERFORMANCE

14. NEW MARKETS
SOMETIMES THE OPPORTUNITY IS IN

15. TIME
PERFORMANCE
TIME
PERFORMANCE

17. SUSTAINING AND DISRUPTIVE INNOVATION
KEY LESSONS
▸ It is not how the consumer perceives an offering but the
job that it fulfils.
▸ Sustaining and disruptive innovation improves on and
replaces much of marketing and brand theory around
positioning and competitor differentiation.
▸ Simplicity over complexity: When competitor substitutes
are good enough, your best may not be the best.

18. BLUE OCEANS

21. STRATEGY CANVAS
FOUR ACTIONS FRAMEWORK

22. STRATEGY CANVAS
▸ The strategy canvas is a diagnostic
and action tool for building a blue
oceans strategy.
▸ It effectively captures the state of
play in the market being analysed
and allows the strategist to
understand where the competition
is focusing their efforts and what
the key areas of competition are.

23. YELLOW TAIL
TAKING ON THE US WINE INDUSTRY

24. PRICE TERMINOLOGY MARKETING AGEING VINEYARD COMPLEXITY RANGE
Premium Budget

25. TO FUNDAMENTALLY SHIFT THE STRATEGY
CANVAS OF AN INDUSTRY YOU MUST BEGIN
BY REORIENTING YOUR STRATEGIC FOCUS
FROM COMPETITORS TO ALTERNATIVES AND
FROM CUSTOMERS TO NON CUSTOMERS
Kim & Mauborgne

26. BLUE OCEANS
THE FOUR ACTION FRAMEWORK QUESTIONS
▸ Which of the factors that an industry takes for granted
should be eliminated?
▸ Which of the factors should be reduced well below the
industry’s standards?
▸ Which factors should be raised well above the industry’s
standard?
▸ Which factors should be created that the industry has
never offered?

27. ELIMINATE
‣ Enological terminology
‣ Ageing qualities
‣ Above-the-line marketing
REDUCE
‣ Wine complexity
‣ Wine range
‣ Vineyard prestige
RAISE
‣ Price versus budget wine
‣ Retail store involvement
CREATE
‣ Easy drinking
‣ Ease of selection
‣ Fun and adventure

28. PRICE MARKETING VINEYARD RANGE SELECTION
Premium Budget Yellow Tail

29. INDUSTRIES
SOUTHWEST AIRLINES LOOKED ACROSS

30. BLUE OCEANS STRATEGY
KEY LESSONS
▸ Understanding the consumers’ needs is key to innovation.
▸ Challenge existing business models: just because they
represent the historic norm doesn’t mean that they are
right.
▸ Focus is more important than ticking all the boxes.
▸ Look across industries and look across time to understand
how industries can and will evolve.

31. DESIGN THINKING

33. NO, IT ISN’T

34. DESIGN THINKING IS A HUMAN-CENTERED
APPROACH TO INNOVATION THAT DRAWS FROM THE
DESIGNER'S TOOLKIT TO INTEGRATE THE NEEDS OF
PEOPLE, THE POSSIBILITIES OF TECHNOLOGY, AND
THE REQUIREMENTS FOR BUSINESS SUCCESS
Tim Brown, IDEO

35. Participatory Design 1960
User testing / efficiency / end
-user development /
Scandinavian approach
User-Centered Design 1980s
User experience / needs /
user at center of
developement
Human-Centered
Design
1990s
Evolution of user-centered
design / collaborative /
multidisciplinary / social
systems / empathy

36. DESIGN IS NOT SO MUCH AS A
PHYSICAL PROCESS BUT A
WAY OF WORKING
Nobel Economics Prize Laureate Herbet Simon

42. WE LIVE IN THE
AGE OF VUCA

45. BY LEVERAGING THE BEST QUALITIES OF BOTH
BUSINESS AND DESIGN THINKING (ONE)
ESTABLISHES A MORE SENSITIVE, POWERFUL
AND POTENT ANALYTICAL TOOL SET THAT
ESCALATES THINKING TO A NEW LEVEL
Harvard .

46. DEFINE | HISTORY | IMPORTANCE
(but how does it work?)

49. COMPLEXITY / MYSTERIES /
WICKED PROBLEMS
HEURISTICS
ALGORITHMS

50. understand observe define ideate prototype test
discovery interpretation ideation experimentation evolution
uncertainty / patterns / insights concepts / prototypes clarity / focus design
what is what if what wows what works
insight
foresight
sense making
opportunity mapping
applied innovation
strategic innovation

51. VISUALIZATION,
CO-CREATION &
OVERLAPPING
IMPORTANT THROUGHOUT THE JOURNEY

52. NOT SET IN CONCRETE

53. HUMAN-CENTRIC

54. THE OLD WAY IS THAT YOU COME UP WITH
A PRODUCT IDEA AND THEN TRY SELL IT
TO CUSTOMERS. IN THE DESIGN THINKING
WAY, THE IDEA IS TO IDENTIFY USERS’
NEEDS AS A STARTING POINT.
New York Times reporting on
IBM’ s design thinking efforts

55. WEAK SIGNALS

56. SENSE MAKING

57. OPPORTUNITY
MAPPING

58. IDEATION

59. PROTOTYPING

60. BUSINESS MODELING

61. BUT AN ONGOING JOURNEY
INNOVATION IS NOT A MOMENT IN TIME

62. LOOP BACKS
A JOURNEY THAT MUST INCLUDE

63. ALLOWS US TO
MAKE CHANGES

64. DESIGN THINKING
KEY LESSONS
▸ Design thinking is a human-centric approach to
innovation.
▸ It represents a structured, but not rigid, movement from
complexity to simplicity.
▸ Innovation is an ongoing process that must include loop
backs into the mysteries.

65. OPEN INNOVATION

66. ORGANISATIONS
IT CHALLENGES THE FORTRESS VIEW OF

68. CONCEPTUALLY, IT IS A MORE DISTRIBUTED, MORE
PARTICIPATORY, MORE DECENTRALIZED APPROACH
TO INNOVATION… USEFUL KNOWLEDGE TODAY IS
WIDELY DISTRIBUTED… NO COMPANY CAN
EFFECTIVELY INNOVATE ON ITS OWN.
Henry Chesbrough

69. the knowledge economy played
a major role in enabling open
innovation

70. Ideas & technology
IP in-licensing
IP out-licensing
Spin-off offerings

71. Open innovation is the glue
that connects corporate
giants with entrepreneurial
ventures

73. REGIONAL INNOVATION
ESSENTIAL FOR

74. OPEN INNOVATION
KEY LESSONS
▸ Challenges the fortress mentality of organisations against
the world.
▸ Is happening, even if corporate leadership does not want
it to happen.
▸ Accelerates and expands innovation, especially in
innovation ecosystems

75. PATRICK COLLINGS
SAGACITE
PATRICK@SAGACITE-SA.COM
083 616 0967