Symbian 2015 Building an Innovation Strategy to Win the Smart Phone Market Geoffrey Moore Symbian Exchange & Exposition Oc...
Agenda <ul><li>Why have an innovation strategy? </li></ul><ul><li>The key to a winning innovation strategy </li></ul><ul><...
Why have an innovation strategy? Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Most innovation is wasted
How Innovation  Doesn’t Matter Remember Your Vector Math Class! Dealing with Darwin © 2009, TCG Advisors LLC November 13, ...
Innovating for Differentiation Focus on Competitive Separation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2...
Return on Innovation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 <ul><li>Sources of Waste: </li></ul><u...
Questions to Ask Apply These to Every Initiative You Sponsor <ul><li>Which of the three returns on innovation are we targe...
The key to a winning  innovation strategy Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Declare your core...
Building an Innovation Strategy Value Disciplines as Innovation Zones Dealing with Darwin © 2009, TCG Advisors LLC Novembe...
Vectors of Innovation Targeting Your Sweet Spot Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Solution In...
Creating Definitive Separation How Great Companies Outperform Their Categories <ul><li>Identify a primary vector of differ...
Questions to Ask <ul><li>Have we declared or do we know which vector or vectors of innovation are core for our enterprise?...
The impact of category maturity on innovation strategy Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Diff...
Technology Adoption Life Cycle Presentation Title © 2003, TCG Advisors LLC November 13, 2009 Pragmatists create the dynami...
High-Tech Market Development Model Presentation Title © 2003, TCG Advisors LLC November 13, 2009 Chasm Total Assimilation ...
Category Maturity Life Cycle Time Revenue Growth Technology Adoption Life Cycle A © 2008, TCG Advisors LLC November 13, 20...
Life-Cycle Marketing Strategy Buying Focus Evolves as a Percentage of Overall Mix Performance Buyers Relationship Buyers V...
Building an Innovation Strategy Value Disciplines as Innovation Zones Dealing with Darwin © 2009, TCG Advisors LLC Novembe...
Questions to Ask Apply These to Every Category You Compete In <ul><li>Where is this category in the Category Maturity Life...
What Symbian should do Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 An outsider’s view
Prioritizing Vectors of Innovation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone ...
Symbian Innovation Strategy for Mature Markets Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Lead...
Symbian Innovation Strategy for Growth Markets Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Lead...
Final Thoughts <ul><li>Manage Growth Market and Mature Market initiatives separately </li></ul><ul><ul><li>Focus the first...
Thank You [email_address] Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
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Geoff Moore at SEE

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Geoffrey Moore spoke on October 28th, 2009 in London at the Symbian Exchange and Exposition

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Geoff Moore at SEE

  1. 1. Symbian 2015 Building an Innovation Strategy to Win the Smart Phone Market Geoffrey Moore Symbian Exchange & Exposition October, 2009
  2. 2. Agenda <ul><li>Why have an innovation strategy? </li></ul><ul><li>The key to a winning innovation strategy </li></ul><ul><li>The impact of category maturity on innovation strategy </li></ul><ul><li>What Symbian should do: An outsider’s view </li></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  3. 3. Why have an innovation strategy? Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Most innovation is wasted
  4. 4. How Innovation Doesn’t Matter Remember Your Vector Math Class! Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 = 0 Bubble-up Innovation When organizations innovate “bottoms up,” competitive separation is small, and differentiation is not sustainable: Lots of activity, not much to show for it.
  5. 5. Innovating for Differentiation Focus on Competitive Separation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 YOU * Gain bargaining power by getting separation from your competitive set * Competitive Set Failure to separate equates to lack of ability to influence the market CORE Amplify a specific vector of innovation Competitor 2 * Competitor 1 * Competitor 3 *
  6. 6. Return on Innovation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 <ul><li>Sources of Waste: </li></ul><ul><li>Differentiation projects that don’t go far enough </li></ul><ul><li>Neutralization projects that go beyond good enough </li></ul><ul><li>Unaligned innovation efforts that cancel each other out </li></ul>PRODUCTIVITY CORE CONTEXT Failed Attempts Waste Differentiation Neutralization Optimization
  7. 7. Questions to Ask Apply These to Every Initiative You Sponsor <ul><li>Which of the three returns on innovation are we targeting? (Note: It is never appropriate to target more than one.) </li></ul><ul><li>Have we staffed this initiative with the appropriate type of leader? </li></ul><ul><li>Do our metrics of success measure the return we are seeking? </li></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  8. 8. The key to a winning innovation strategy Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Declare your core and rally around it
  9. 9. Building an Innovation Strategy Value Disciplines as Innovation Zones Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Which zone is your sweet spot?
  10. 10. Vectors of Innovation Targeting Your Sweet Spot Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Solution Innovation Platform Innovation Product Innovation Disruptive Innovation Design Innovation Experiential Innovation Marketing Innovation Line Extension Innovation Integration Innovation Business Model Innovation Process Innovation Value Engineering Innovation Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Dell Microsoft HP SAP Facebook Google Salesforce.com Genentech Autodesk IDEO TSMC Apple
  11. 11. Creating Definitive Separation How Great Companies Outperform Their Categories <ul><li>Identify a primary vector of differentiation, and declare this to be core. This will be your “Path out of the Yellow Circle.” </li></ul><ul><li>Drive offer and program investments “beyond reason” along your core vector to the point where the competition either cannot or will not follow. </li></ul><ul><li>Reengineer supporting context processes to further accentuate and enhance your core differentiation. “Tilt” toward core. </li></ul><ul><li>Fund these extraordinary efforts by productivity initiatives focused on extracting resources from context activities. </li></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  12. 12. Questions to Ask <ul><li>Have we declared or do we know which vector or vectors of innovation are core for our enterprise? </li></ul><ul><li>Do we have “crown jewels” that give us distinct competitive advantage on one or more of these vectors? </li></ul><ul><li>Are we over-investing on these vectors and making the corresponding cuts elsewhere to fund this focus? </li></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  13. 13. The impact of category maturity on innovation strategy Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Different types of innovation succeed at different times
  14. 14. Technology Adoption Life Cycle Presentation Title © 2003, TCG Advisors LLC November 13, 2009 Pragmatists create the dynamics of high-tech market development. Innovators Early Adopters Early Majority Late Majority Laggards Techies: Try it! Pragmatists: Stick with the herd! Conservatives: Hold on! Skeptics: No way! Visionaries: Get ahead of the herd!
  15. 15. High-Tech Market Development Model Presentation Title © 2003, TCG Advisors LLC November 13, 2009 Chasm Total Assimilation Tornado Bowling Alley Main Street Early Market
  16. 16. Category Maturity Life Cycle Time Revenue Growth Technology Adoption Life Cycle A © 2008, TCG Advisors LLC November 13, 2009 Indefinitely elastic middle End of Life Fault Line! E Declining Market D Mature Market C Growth Market B
  17. 17. Life-Cycle Marketing Strategy Buying Focus Evolves as a Percentage of Overall Mix Performance Buyers Relationship Buyers Value Buyers Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  18. 18. Building an Innovation Strategy Value Disciplines as Innovation Zones Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Just to reconfirm, which zone is your sweet spot? Performance Buyers Relationship Buyers Value Buyers
  19. 19. Questions to Ask Apply These to Every Category You Compete In <ul><li>Where is this category in the Category Maturity Life Cycle? </li></ul><ul><li>Which type of buyer do we have the best chances with? What are we doing to win as many of these buyers as we can? </li></ul><ul><li>What is our best bet for winning as many of the dominant type of buyer as we can (even if that is not our sweet spot)? </li></ul><ul><li>Where is the least valuable place we can spend our energy, and what are we doing to minimize our activities in that area? </li></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  20. 20. What Symbian should do Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 An outsider’s view
  21. 21. Prioritizing Vectors of Innovation Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Too niche focused Too niche focused Too company specific Too company specific Too company specific Too company specific Ditto Process Innovation Toyota Platform Innovation Microsoft Line Extension Innovation Mattel Integration Innovation SAP Experiential Innovation Starbucks Product Innovation Apple Business Model Innovation Salesforce.com Disruptive Innovation Genentech Solution Innovation RIM Design Innovation IDEO Marketing Innovation P&G Value Engineering Innovation Southwest
  22. 22. Symbian Innovation Strategy for Mature Markets Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Process Innovation Toyota Platform Innovation Microsoft Integration Innovation SAP Business Model Innovation Salesforce.com Value Engineering Innovation Southwest Refresh and extend your reach at the low end of the market as feature phones evolve to smart devices
  23. 23. Symbian Innovation Strategy for Growth Markets Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009 Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Platform Innovation Business Model Innovation Use Neutralization Innovation to catch up and eventually overtake existing market leaders Exploit Business Model Innovation to differentiate from existing market makers
  24. 24. Final Thoughts <ul><li>Manage Growth Market and Mature Market initiatives separately </li></ul><ul><ul><li>Focus the first on Performance Buyers, the second on Value Buyers </li></ul></ul><ul><li>Exploit your distribution advantage in the feature phone market </li></ul><ul><ul><li>Create a value-based upgrade path that stays within the price envelope that is optimal for the low-end market </li></ul></ul><ul><li>Exploit your business model advantage in the smart phone market </li></ul><ul><ul><li>Neutralize and then commoditize every currently differentiating element as fast as you possibly can </li></ul></ul>Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
  25. 25. Thank You [email_address] Dealing with Darwin © 2009, TCG Advisors LLC November 13, 2009
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