7/8/2012 1
INNOVATION:
SYSTEMS AND CONTROLS
UNIVERSITY OF PORTLAND
SPRING 2013
PRESENTER BIO
Currently:
 Managing Partner for the Strategy + Innovation Group
Previously:
 Intel Corp:
 Senior Instruc...
The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 3
CORP USERS OF SYSTEMATIC
INNOVATION METHODS
All br...
INNOVATION BARRIERS
 Lack of understanding that
everyone is innovative
 Fear of failure
 Fear of criticism
 Lack of a ...
Innovation:
a commercially successful
step change advance
(not to be confused with „optimization‟)
This the typical way mo...
7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 6
76% of Innovation
Initiatives Fail
60% ou...
7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 7
Current
Reality:
98%
Failure
Rate
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 8
WHAT DOES A 98% FAILURE
RATE IMPLY?
 Ex...
Over 90% of innovation attempts fail before they
reach the market
Over 90% of those attempts that do reach the
market will...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 10
WHY WE ACTUALLY FAIL AT INNOVATION
HAS ...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 11
A LITTLE DIFFERENT
FAILURE RATE AT MNC’...
THE HEART OF THE PROBLEM
Customer
Need
Technical Solution
(protectable IP)
Ability of an Organisation
To successfully expl...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 13
Traditional Innovation Risk:
The Risk o...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 14
14
Luck isn‟t Enough
OPTIMIZATION IS DEFINED BY BOUNDARY
CONDITIONS OF THE SYSTEM
3/12/2013 The Strategy + Innovation Group | All Rights Reserv...
BIASES ARE ADDRESSED LOOKING FOR
CONTRADICTIONS AND USING FUNCTIONAL
ANALYSIS OF THE SYSTEM
3/12/2013 The Strategy + Innov...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 17
Systematic Innovation Risk:
Reducing th...
18
THE INTEL TRIZ STORY
The Strategy + Innovation Group | All Rights Reserved - Copyright
(c) 19
What is TRIZ?
A Systematic Innovation methodology...
The Strategy + Innovation Group | All Rights Reserved - Copyright
(c) 20
Global
Patents
* More than 3,000,000 patents have...
The Strategy + Innovation Group | All Rights Reserved - Copyright
(c) 21
THE BENEFITS OF TRIZ?
The primary job of engineer...
The Strategy + Innovation Group | All Rights Reserved - Copyright
(c) 22
22
How TRIZ basically Works
The specific
problem
...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 23
FAB SORT MFG’S AGE OF PROBLEMS SOLVED
M...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 24
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5 6 7 8...
7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 25
PERFORMANCE METRICS OF INTEL TRIZ PROGRA...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 26
WHY THE INTEL TRIZ PROGRAM WAS
SUCCESSF...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 27
TRIZ INTEGRATED INTO SPS
Defining the P...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 28
4. DEVELOPED A CADRE OF LOCAL / SITE LE...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 29
7. INVOLVED FINANCE @ ALL SITES TO EVAL...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 30
WHY THE INTEL TRIZ PROGRAM WAS
SUCCESSF...
WHIRLPOOL’S PROCESS FOR
INNOVATING
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 31
Sour...
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 32
JTBD
and
Diagnosis
3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 33
Integrating the Inno...
Managing the
Interdepartmental Politics
• Managing the differences between tops down and bottom’s
up approach
• Fostering ...
TYPICAL TOP DOWN
PERSPECTIVES
CEO’s Perspective
Grow topline business
Grow Revenues
Launch new products /
services
Globali...
EXAMPLES OF STRATEGIC
BUCKETS
Portfolio management splits the overall NPD resources a priori
to the formulation of project...
INNOVATION SYSTEM CONTROLS
 Focus on problems that need to be solved, customer‟s and production
processes (needs)
 Learn...
INNOVATION SYSTEM CONTROLS
 Connect with others in the organization, get their support, enable their
activities and agend...
Q & A
7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 39
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University of Portland - Innovation Systems and Controls Class - Spring 2013

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Overview presentation to UofP undergrads on Innovation Systems and controls on best practices at Intel, Samsung, Whirlpool as well as other client organizations on how to manage the strategic buckets of innovation

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  • It’s no wonder that companies feel they can’t innovate – even for companies who WERE innovators, have terrible failure rates as the NORM?Like what? According to the research done for the “Innovator’s Dilemma” by Clayton Christensen and Michael Raynor, 60% of Innovation Initiatives Fail – by never even surviving to make it into the market…16% make it to the market, but still lose money for the company.And only 24% are successful & profitable.
  • Build a Character People Care About~10 years ago I knew I was killing my Intel career, (why? By training enough people to make yourself replaceable?) and had to deep dive undercover in 5 more companies before I could pinpoint the issues w/ clarity. Still had to do more research and then find the right partner to launch it with.ConsistencySacrificeGoing into the unknownWorking hard in the face of uncertaintyHolding against the tideWhen things got good, maintained values
  • University of Portland - Innovation Systems and Controls Class - Spring 2013

    1. 1. 7/8/2012 1 INNOVATION: SYSTEMS AND CONTROLS UNIVERSITY OF PORTLAND SPRING 2013
    2. 2. PRESENTER BIO Currently:  Managing Partner for the Strategy + Innovation Group Previously:  Intel Corp:  Senior Instructor for Innovation Methods & Innovation Program Manager  Recruited and trained 13 instructors, trained +850 engineers, PM‟s, Technology developers, and R&D personnel  Quality and Reliability Engineer  Technology Development Program Manager  Manufacturing Engineer  Customer Program Manager Education:  BS in Industrial Manufacturing Engineering  TRIZ Expert (Level 3), 240 hours of training and education, Innovation Master, Six Sigma, Lean & DFSS Greenbelt 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 2
    3. 3. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 3 CORP USERS OF SYSTEMATIC INNOVATION METHODS All brands, logos and trademarks remain the sole property of their respective owners …improves an engineer‟s/problem solvers ability to get to fundamental root cause, along with suggesting innovative solutions to solving problems  1/3 of Top 25 Most Innovative Companies (BusinessWeek) use Systematic Innovation Methods, and ½ of the Top 10 of those  Compelling results show these have been used to help tough solve technical problems enhancing innovativeness of world class companies Companies Now using Systematic Innovation Methods:
    4. 4. INNOVATION BARRIERS  Lack of understanding that everyone is innovative  Fear of failure  Fear of criticism  Lack of a conducive environment/motivation (management)  Lack of time 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 4  Lack of understanding of innovation process  Team culture too focused on status quo  Lack of skills/knowledge that drives insights and ideas  Lack of awareness about reuse as a form of innovation  „Not invented here‟ syndrome prevents use
    5. 5. Innovation: a commercially successful step change advance (not to be confused with „optimization‟) This the typical way most of us approach improving our businesses and technology
    6. 6. 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 6 76% of Innovation Initiatives Fail 60% outright fail and another 16% make it to market, but lose money Only 24% are successful and profitable Source: “Innovator‟s Dilemma” (2003)
    7. 7. 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 7 Current Reality: 98% Failure Rate
    8. 8. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 8 WHAT DOES A 98% FAILURE RATE IMPLY?  Extremely costly making innovation “bets”, but We cannot call it management or investment – Results Do Matter  Clearly No Established Process for innovating  Managing the Risk of Innovating is ineffective
    9. 9. Over 90% of innovation attempts fail before they reach the market Over 90% of those attempts that do reach the market will also fail Over 90% of innovations are delivered late, over- budget or at a lower quality than was originally planned Over 90% of collaborative innovations fail MORE INNOVATION STATISTICS
    10. 10. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 10 WHY WE ACTUALLY FAIL AT INNOVATION HAS MULTIPLE SOURCES 10% 18% 44% 20% 28% Coordination Production Route to market More Ideal Solution Market Demand Sources of Innovation Initiative Failure: SME's, Startups
    11. 11. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 11 A LITTLE DIFFERENT FAILURE RATE AT MNC’S 34% 12% 8% 23% 26% Coordination Production Route to market More Ideal Solution Market Demand Sources of Innovation Initiative Failure: MNC's / Large Corporations
    12. 12. THE HEART OF THE PROBLEM Customer Need Technical Solution (protectable IP) Ability of an Organisation To successfully exploit the IP Only when all three are in place is there an opportunity for successful commercialisation VoC VoS VoB Legend: VoC: Voice of the Customer VoS: Voice of the System VoB: Voice of the Business
    13. 13. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 13 Traditional Innovation Risk: The Risk of Decision MakingPrediction Learning %RiskAccuracyof DecisionMaking Time Wild Guesses 0% 25% 50% 75% 100% 25% 50% 75% 100% Informed Estimates Reliable Forecasts
    14. 14. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 14 14 Luck isn‟t Enough
    15. 15. OPTIMIZATION IS DEFINED BY BOUNDARY CONDITIONS OF THE SYSTEM 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 15 Optimization occurs at or below the apex of at least two conflicting parameters Contradictions define the limits of performance for all systems Parameters „x‟ and „y‟ limit performance of „z‟
    16. 16. BIASES ARE ADDRESSED LOOKING FOR CONTRADICTIONS AND USING FUNCTIONAL ANALYSIS OF THE SYSTEM 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 16 X Innovation occurs above the apex of the paraboloid Since Contradictions define the limits of all systems, if we purposefully break them we gain performance in the „z‟ axis Parameters „x‟ and „y‟ limit performance of „z‟
    17. 17. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 17 Systematic Innovation Risk: Reducing the Risk of DecisionsPrediction Learning %RiskAccuracyof DecisionMaking Time Wild Guesses 0% 25% 50% 75% 100% 25% 50% 75% 100% Informed Estimates Reliable Forecasts Utilizing Systematic Innovation Methods: Breaking Contradictions, Inventive Principles, Functional Modeling, Evolutionary Trends, Laws of Engineering Evolution, Rapid / Virtual prototyping, Ethnographic analysis, etc…  Dramatically Reducing Risks of Human Biases and the Issue of Trial & Error drops significantly
    18. 18. 18 THE INTEL TRIZ STORY
    19. 19. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 19 What is TRIZ? A Systematic Innovation methodology, a tool set, a knowledge base, and a model-based approach for generating innovative ideas and solutions for problem solving. TRIZ expands approaches developed in systems engineering and provides tools and systemic methods for use in:  Problem formulation  System analysis  Failure analysis  Patterns of system evolution (both 'as-is' and 'could be') TRIZ, in contrast to techniques such as brainstorming (which is based on random idea generation), is an algorithmic approach to the invention of new systems, and the refinement of old systems, with the goal of creating additional value. Source: http://www.wikipedia.org/ TRIZ is the Russian acronym for the Theory of Inventive Problem Solving, pronounced as trees
    20. 20. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 20 Global Patents * More than 3,000,000 patents have been analyzed making TRIZ statistically significant, repeatable and reliable set of procedures. Key Discoveries 1. Common Solution patterns repeat on Problems across industries & sciences  40 Inventive Principles for solving Problems 2. Technical evolution follows predictable trend (it obeys “laws”)  Technology Trends: laws to evolve a technical system to the next gen. 3. Scientific effects jumped from one field to others  Scientific Effects used in one field can solve problems in others TRIZ is a family of tools providing potential solution paths to technical problems. Were Analyzed for Innovation Were Mined for… TRIZ - BACKGROUND Genrich Altshuller Key Message: There is a world of technological solutions, invented in other industries, that can be applied to technical challenges in your industry
    21. 21. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 21 THE BENEFITS OF TRIZ? The primary job of engineers is to solve technical problems TRIZ adds to the engineer’s tool box by:  Seeing how to come up with breakthrough concepts and solutions  Increasing individual creativity by tapping into other ways to solve problems not otherwise thought of  Multiplying the number of potential solutions that could solve a problem  Helping to zero in on the actual problem area, identifying and focusing on the real problem versus symptoms and effects  Shortening the amount of time in identifying multiple problem definitions  Shortening the time to generate root cause solutions
    22. 22. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 22 22 How TRIZ basically Works The specific problem TRIZ General solutions TRIZ General problem Specific solutions for current problem Problem Statement Raised to higher level of abstraction Solutions suggested on how similar problems resolved in other industries, sciences & technologies “Focusing the Creativity” down known solution paths Generates multiple solution paths General flow of how TRIZ helps to resolve problems and focus engineers thinking  TRIZ Software platforms don‟t do the thinking, they only automate the process, providing a portal to the methods and tools  Decision making about what works/doesn‟t work is still the responsibility of the problem solver.
    23. 23. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 23 FAB SORT MFG’S AGE OF PROBLEMS SOLVED Mfg Process #1 Mfg Process #2 Mfg Process #3 Mfg Process #4
    24. 24. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 24 0 0.5 1 1.5 2 2.5 3 3.5 1 2 3 4 5 6 7 8 9 10 11 12 13 Site Ageofproblem(years) COMPONENT MANUFACTURING’S AGE OF PROBLEMS SOLVED TRIZ proven to provide solutions to long standing problems! Innovative solutions can be found for problems ≥ 2 years old !! MY CR Site #1 Site #2
    25. 25. 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 25 PERFORMANCE METRICS OF INTEL TRIZ PROGRAM Estimates Profitability Gains: $63.5MM Productivity Gains: $149MM Total Benefit: $212.5MM USD Avg. ROI / Person trained in Systematic Innovation Methods: $250K / person
    26. 26. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 26 WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL 1. STRATEGIC DIAGNOSIS: WORKED ON PROBLEMS THAT THE ORGANIZATION WANTED ADDRESSED  SOLVING COMPLEX PROBLEMS THAT WEREN‟T BEING SOLVED OTHERWISE  e.g. INTEL MANUFACTURING (TMG) WASN‟T LEARNING INNOVATION METHODS, THEY WERE LEARNING COMPLEX PROBLEM SOLVING 2. BUILT UPON ALREADY INSTITUTIONALIZED PROBLEM SOLVING METHODS  INTEL 7 STEP PROBLEM SOLVING  INTEL USE OF TQM METHODS (E.G. SPC, ETC..)  MANUFACTURING PROCESSES HAD BEEN “LEANED” OUT OVER YEARS 3. LIMITED THE # OF TRIZ TOOLS TRAINED TO JUST WHAT WAS NEEDED  REQUIRED USE OF INNOVATION PROBLEM SOLVING TEMPLATES, MAINTAINING DISCIPLINE IN THE CORRECT USE OF THE METHODS  ONLY CANDIDATE INSTRUCTORS WERE EXPOSED TO ALL OF THE TRIZ TOOLS
    27. 27. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 27 TRIZ INTEGRATED INTO SPS Defining the Problem Developing Solutions
    28. 28. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 28 4. DEVELOPED A CADRE OF LOCAL / SITE LEVEL TRAINERS VIA SELF- SELECTION  INSURING THAT WE GOT THE MOST ENTHUSIASTIC AND COMMITTED INDIVIDUALS TO SUPPORT AFTER THE SENIOR INSTRUCTOR DEPARTED THE SITE  PROVIDING A SELF-SUSTAINABILITY FOR THE TRAINED ORGANIZATION 5. REQUIRED REAL PROBLEMS BE BROUGHT TO TRAINING FROM THE FACTORY AND DESIGN COMMUNITIES – TACTICAL AND STRATEGIC  SOMETHING THAT STUDENTS WERE ALREADY RESPONSIBLE FOR SOLVING  INSURED LEARNING WAS ONLY APPLIED ON REAL PROBLEMS, NOT AN ACADEMIC / CASE STUDY ACTIVITY 6. PRESENTING RESULTS TO FACTORY / SENIOR MANAGEMENT  INSURING STUDENT ACCOUNTABILITY TO TACTICAL AND STRATEGIC MANAGEMENT GOALS  PROVIDING VISIBILITY TO MANAGEMENT ON RELEVANCE OF THE PROGRAM TO TACTICAL AND STRATEGIC GOALS AND OBJECTIVES WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL
    29. 29. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 29 7. INVOLVED FINANCE @ ALL SITES TO EVALUATE ROI OF PROJECTS  FINANCE VALIDATED / SUPPORTED EFFORTS – PROFITABILITY MATTERS  DIRECTLY TIED INNOVATION EFFORTS TO WHAT THE COMPANY NEEDED 8. GOT INTEL LEGAL AN ADVOCATE FOR TRIZ  PREVIOUS ATTEMPTS AT TRIZ PROLIFERATION, DID NOT EFFECTIVELY COMMUNICATE OR ALIGN WITH LEGAL WHO OPPOSED ITS EARLIER ADOPTION 9. USED CHANGE AGENCY METHODS, STRATEGIES & TACTICS  TIED INTO THE INTEL VALUE DELIVERY MODEL  A STEP CHANGE APPROACH TO EMBEDDING CAPABILITY, ONE GROUP AT A TIME. NOT TRYING TO DO THE WHOLE COMPANY ALL AT THE SAME TIME  DISCIPLINED APPLICATION OF CHANGE FORMULA AND MANAGING THE ICEBERG OF RESISTANCE  DROVE ACCOUNTABILITY UP, DOWN AND ACROSS THE ORGANIZATION WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL
    30. 30. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 30 WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL 10. HIRED / COACHED BY THE BEST TRIZ MASTERS & EXPERT CONSULTANTS INTEL COULD GET IN THE FIELD  INSURED THAT ORGANIZATION HAD THE BEST AND MOST COMPREHENSIVE TRAINING 11. SMALL WINS, LIMITING DEPLOYMENTS ONLY TO THE NEEDY  BUILDING GRASS ROOTS SUPPORT IN FRONT LINE PERSONNEL 12. BUILT / LEVERAGED A COMMUNITY OF PRACTICE (COP)  A COMMUNICATION PORTAL BETWEEN FACTORIES, BUSINESS UNIT AND R&D PERSONNEL USING THE METHODS AND LANGUAGE OF INNOVATION AND COMPLEX PROBLEM SOLVING
    31. 31. WHIRLPOOL’S PROCESS FOR INNOVATING 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 31 Source: www.mixprize.org
    32. 32. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 32
    33. 33. JTBD and Diagnosis 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 33 Integrating the Innovation Life Cycle into the Product Life Cycle Planning ProductionDevelopment Implementation (IPA) Approval Meetings: Ship Release Approval (SRA) Development Investment Approval (DIA) Product Documents: Product Requirements Product Implementation Design Specifications Qualification Reports Product Overview Proposal (POP) Product Discontinuance Approval (PDA) Exploration Business Requirements Document (BRD) Plan Plan Approval Strategic Goal and Limits Analysis Problem Definition Competitive Frameworks and Innovation Methods Solution Finding Adoption / Rapid Prototyping Implementation Experimenting Design for Innovation in Manufacturing After Action ReviewPLC ILC
    34. 34. Managing the Interdepartmental Politics • Managing the differences between tops down and bottom’s up approach • Fostering inter-departmental information flows and by fostering a culture of transparency. • Institutionalizing participative corporate foresight processes Recommendation: a generic strategic buckets approach to portfolio management that implicitly addresses this problem. 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 34
    35. 35. TYPICAL TOP DOWN PERSPECTIVES CEO’s Perspective Grow topline business Grow Revenues Launch new products / services Globalize the business COO’s Perspective Execute current priorities Operational efficiencies Effective processes People priorities CFO’s Perspective Grow bottom line Reduce costs Manage Risks Compliance What’s the Next BIG Thing? What’s Today’s BIG Challenge? What’s our Next BIG Risk? 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 35 Source: Cognizant’s submission to MIXprize.org
    36. 36. EXAMPLES OF STRATEGIC BUCKETS Portfolio management splits the overall NPD resources a priori to the formulation of project ideas on different NPD programs as bundles of NPD projects. Projects compete with like projects instead of with one another across the buckets 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 36 Development of advanced technologies Cost Reductions Process & Product Improvements Development of Completely new products / services
    37. 37. INNOVATION SYSTEM CONTROLS  Focus on problems that need to be solved, customer‟s and production processes (needs)  Learn and implement systematic innovation tools across the org (methods and people)  Start simple where there are already issues, (look for contradictions)  Support and enable the products, services, R&D, and process development activities (idea conversion)  Tie projects to revenue, cost savings and productivity benefits (metrics) 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 37
    38. 38. INNOVATION SYSTEM CONTROLS  Connect with others in the organization, get their support, enable their activities and agendas (key initiatives)  Communicate up down and across the organization on the value add (dashboards)  Communities of practice are vital (culture)  Big wins are nice, but look for multiple small wins from all corners of the organization, they accumulate (visibility and rewards) 3/12/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 38
    39. 39. Q & A 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 39

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