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Successfully Linking Strategy, Planning and Innovation within an Innovative Culture
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Successfully Linking Strategy, Planning and Innovation within an Innovative Culture

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It's been proven that effective innovation leads to sustained growth. It's also well known that top executives maintain a focused strategy through a planning cadence in order for the organization to ...

It's been proven that effective innovation leads to sustained growth. It's also well known that top executives maintain a focused strategy through a planning cadence in order for the organization to succeed. How do we link the two? What should be measured for sustained business success while fostering an effective innovative culture? Join Don Sarno to find out how to link operations planning, strategy and innovation in a way that still builds the culture we so desire.
• What your organization needs to measure to build sustainable success through innovation
• How to maintain a focused strategy through a planning cadence
• Best practices for linking strategy, planning and innovation

View the webinar in its entirety at http://budurl.com/hmtp

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  • My company has a clearly articulated vision that NPD teams can rely on to fuel innovation?1-5 scale
  • My company has a clearly articulated vision that NPD teams can rely on to fuel innovation?1-5 scale
  • Decisions on what NPD projects get stopped / started in our company are driven by 1) The merit of their fit within the strategy of the company / vision2) The merit of their individual project health / risks3) Whatever we start we finish
  • Decisions on what NPD projects get stopped / started in our company are driven by 1) The merit of their fit within the strategy of the company / vision2) The merit of their individual project health / risks3) Whatever we start we finish

Successfully Linking Strategy, Planning and Innovation within an Innovative Culture Successfully Linking Strategy, Planning and Innovation within an Innovative Culture Presentation Transcript

  • Successfully Linking Strategy, Planning and Innovation within an Innovative Culture July 18th 2013 Live tweet with #Innoculture
  • Don Sarno VP of Product Development, Sopheon Don.Sarno@Sopheon.com
  • • Why is innovation planning so difficult? • Building innovation plans that resonate and are actionable • Innovation planning principals • Planning and Measuring innovation while cultivating culture • Benefits you can expect Agenda
  • 4 Typical Challenges Innovation Planning and Portfolio Management 1“Product Launches Hindered by Major Challenges”, CGT September 2011 Gaps in Alignment - 94% have a gap in alignment between product development growth strategies Decision Making - 85% make investment decisions based on politics rather than data Too Many Low-Value Projects - 59% say their resources are “stretched too thin” because of too many active projects1
  • 5 Typical Challenges “Our portfolios and resources are not aligned to drive long term objectives and strategies.” “We try to do everything for everyone and never have time to spend on the key strategic initiatives.” “It is difficult to get anything new accomplished through the short-term financial decisions.”
  • 6 Innovation Planning Principles Innovation is unique to your company… … Your Markets
  • 7 Innovation Planning Principles Innovation is unique to your company… … Your Markets … Your Products Ansoff, I.: Strategies for Diversification, Harvard Business Review, Vol. 35 Issue 5,Sep-Oct 1957, pp. 113-124
  • 8 Innovation Planning Principles Innovation is unique to your company… … Your Markets … Your Products … Your Technology But Most importantly…
  • 9 Innovation Planning Principles Innovation is unique to your company…
  • 10 A current example …which one “won”?
  • 11 Innovation Planning Principles 1) Start with a focused, actionable vision that provides the framework for innovation success
  • 12 Innovation Planning Principles Focused Vision • Microsoft (A little dated) – A personal computer in every home running Microsoft software • Google – to organize the world’s information and make it universally accessible and useful • Apple – Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings
  • 13 A current example Maybe they all did.
  • 14 Not so clear, or focused Microsoft (Current) - Enabling people and businesses to realize their full potential. http://www.microsoft.com/about/en/us/default.aspx
  • 15 Innovation Planning Principles 1) Start with a focused, actionable vision that provides the framework for innovation success 2) Create achievable objectives aligned with the vision
  • 16 Innovation Planning Principles Achievable objectives aligned with vision CEO Emil Brolick’s plan to succeed by “playing a different game.”1 http://www.burgerbusiness.com/?p=14409 The chain intends to grow its share of the QSR business’s premium-price-burger category PRETZEL BACON CHEESEBURGER
  • Poll Question
  • 1. Strongly Agree 2. Agree 3. Neutral 4. Disagree 5. Strongly Disagree My company has a clearly articulated vision that NPD teams can rely on to fuel innovation?
  • 19 Innovation Planning Principles 1) Start with a focused, actionable vision that provides the framework for innovation success 2) Create achievable objectives aligned with the vision 3) Clear line of sight from objectives to the innovation measurements for success
  • Where do your innovation plans live? How do the teams know they’re in alignment? 20 Innovation Planning Principles
  • Market Needs Functional Roadmaps Developing a Cross-functional, Integrated Product Strategy Aligned Priorities and Development Integrated Roadmaps Product Management Enabling Technology
  • 22 Innovation Planning Principles 1) Start with a focused, actionable vision that provides the framework for innovation success 2) Create achievable objectives aligned with the vision 3) Clear line of sight from objectives to the innovation measurements for success 4) Decision makers need to foster an innovative culture in their transparent decision making processes
  • 23 Innovation Culture Culture Process Strategy & Vision Organization & People Metrics (Decision Making)
  • 24 Innovation Culture “Perhaps what you measure is what you get. More likely, what you measure is all you’ll get. What you don’t (or can’t) measure is lost” – H. Thomas Johnson
  • 25 Innovation Planning Principles Innovative Decision Making Market Position over Time to Market Market Share and Growth over Financial Growth Strategic Alignment over Project Health Failures “Going for it” over Incremental “Success”
  • Poll Question
  • My company's stop/start decisions on NPD projects are driven by: 1. Their strategic fit within our company/vision 2. The merit of their individual project health/risks 3. Whatever we start we finish
  • Input Metrics Output Metrics •% of capital invested in innovation activities •Number of new products launched in extended markets in the past year •Existence of formal processes and reward mechanisms that support innovation •Number of new capabilities (technology, skills and knowledge that spawn innovation) and the time invested in “Teaching Innovation” •% of product or strategic innovation projects with assigned executive sponsors •Time Executives spend on innovation •% of revenue/profit from products or services introduced in the past X years •Royalty and licensing income from patents/intellectual property •Number of innovations that significantly advance existing businesses •Number of new opportunities in targeted market / product combinations 28 Innovation Planning Principles Innovative Decision Making
  • 29 Innovation Planning Principles 1) Start with a focused, actionable vision that provides the framework for innovation success 2) Create achievable objectives aligned with the vision 3) Clear line of sight from objectives to the innovation measurements for success 4) Decision makers need to be making decisions on innovation metrics, not just financials 5) Make it easy and repeatable so it can be near real time
  • H1 J F M A M J J A S O N D Q1 Q2 Q3 Q4 H2 Innovation Portfolio Management A System of Decision-Making Processes 30
  • Time Level Of Effort Value Manual Process Challenges in Long Range Planning Disruptive effort with potentially inaccurate data and limited value --- non sustainable process.
  • Innovation Management Enterprise Innovation Management A System of Continuous Decisions Short-Term Long-Term • Portfolio Review • Operational Prioritization • Growth Objectives • Market Assessment • Innovation Alignment • Positioned to Win • Business Evaluation • Process Governance • Gated Decisions • In-Market Mgmt • Idea Campaigns • Open Innovation • Social Networking
  • Time Level Of Effort Value Time Level Of Effort Value Manual Process Structured Approach Level of effort is minimized over time while supporting sustainable value proposition. Return on Investment
  • 1. Establishing a planning framework is key to developing, communicating, and building transformational strategies 2. Innovation success is unique to your company, brand, product and market • Sustained and scalable innovation can only occur with actionable line of sight • Effective plans allow for projects to be judged in merit of a portfolio, not as a stand alone entity 3. Innovation targets should not feel bureaucratic to the teams, they should be engaging Key Take Aways and Benefits
  • Submit your question via the Questions section in the control panel on the right side of your screen. Questions for Don?
  • Don Sarno, VP of Product Development, Sopheon www.linkedin.com/don-sarno Don.Sarno@Sopheon.com Thank You for Attending Stay up to date on upcoming webinars by following us @sopheon