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SDA Bocconi-MBA Class-October 2013

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Innovation Management | Corporate Enterprenurship | Intrapreneurship
The Colt Way of delivering value from innovation.

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SDA Bocconi-MBA Class-October 2013

  1. 1. Ale Vigilante | @alebyday intrapreneurship noun the act of behaving like an entrepreneur while working within a large organization. ORIGIN 1970s (originally U.S.): from intra- [within] + a shortened form of entrepreneurship. SDA Bocconi, 22nd October 2013 Tuesday, 22 October 2013
  2. 2. Tuesday, 22 October 2013
  3. 3. Tuesday, 22 October 2013
  4. 4. Tuesday, 22 October 2013
  5. 5. Tuesday, 22 October 2013
  6. 6. Tuesday, 22 October 2013
  7. 7. Tuesday, 22 October 2013
  8. 8. Tuesday, 22 October 2013
  9. 9. Tuesday, 22 October 2013
  10. 10. Tuesday, 22 October 2013
  11. 11. Tuesday, 22 October 2013
  12. 12. THE CHALLENGE HOW DO YOU EXECUTE “BE MORE INNOVATIVE”? Tuesday, 22 October 2013
  13. 13. INNOVATION DESIGN INNOVATION STRATEGY INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
  14. 14. INNOVATION DESIGN INNOVATION STRATEGY 1 INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
  15. 15. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
  16. 16. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
  17. 17. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
  18. 18. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
  19. 19. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
  20. 20. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
  21. 21. 2 Tuesday, 22 October 2013 MANDATE & STRATEGY
  22. 22. CLARITY Tuesday, 22 October 2013
  23. 23. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013
  24. 24. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO
  25. 25. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
  26. 26. CLARITY WHAT ENGINEERING THINK WE DO WHAT INTERNAL IT THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
  27. 27. CLARITY WHAT ENGINEERING WHAT SALES THINK WE DO WHAT WHAT INTERNAL IT OUR MUMS THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO WHAT CORP STRATEGY THINK WE DO
  28. 28. CLARITY WHAT ENGINEERING WHAT SALES WHAT CORP STRATEGY THINK WE DO THINK WE DO WHAT WHAT WHAT INTERNAL IT OUR MUMS WE ACTUALLY THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO DO
  29. 29. 3 Tuesday, 22 October 2013 STRUCTURE & ECOSYSTEM
  30. 30. DEDICATED TEAM Tuesday, 22 October 2013
  31. 31. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
  32. 32. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
  33. 33. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
  34. 34. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
  35. 35. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
  36. 36. 4 Tuesday, 22 October 2013 TALENT
  37. 37. 5 Tuesday, 22 October 2013 CULTURE & CLIMATE
  38. 38. Tuesday, 22 October 2013
  39. 39. CULTURE VS Tuesday, 22 October 2013
  40. 40. CULTURE VS Tuesday, 22 October 2013
  41. 41. CULTURE VS Tuesday, 22 October 2013
  42. 42. CULTURE VS Tuesday, 22 October 2013
  43. 43. CULTURE VS Tuesday, 22 October 2013
  44. 44. CULTURE VS Tuesday, 22 October 2013
  45. 45. CULTURE VS Tuesday, 22 October 2013
  46. 46. CULTURE VS Tuesday, 22 October 2013
  47. 47. CULTURE VS Tuesday, 22 October 2013
  48. 48. CULTURE VS Tuesday, 22 October 2013
  49. 49. CULTURE VS Tuesday, 22 October 2013
  50. 50. COMMUNICATION Tuesday, 22 October 2013
  51. 51. COMMUNICATION Tuesday, 22 October 2013
  52. 52. TSUNAMI INVOLVEMENT Tuesday, 22 October 2013
  53. 53. 6 Tuesday, 22 October 2013 METRICS
  54. 54. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
  55. 55. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
  56. 56. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
  57. 57. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
  58. 58. LICENSE TO FAIL FAST, FAIL CHEAP Tuesday, 22 October 2013
  59. 59. 7 Tuesday, 22 October 2013 GOVERNANCE
  60. 60. FOCUS ON RESULTS VS Tuesday, 22 October 2013
  61. 61. 8 Tuesday, 22 October 2013 PROCESSES & TOOLS
  62. 62. PROTOTYPING PROCESS COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
  63. 63. IDEA CAPTURE FORM COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
  64. 64. INNOVATION RADAR COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
  65. 65. ASSESSMENT PAPER COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
  66. 66. INNOVATION FRAMEWORK COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
  67. 67. 9 Tuesday, 22 October 2013 LEADERSHIP
  68. 68. Ale Vigilante | Tuesday, 22 October 2013 @alebyday
  69. 69. NEXT STEPS Tuesday, 22 October 2013
  70. 70. FINE TUNING TOOL KIT Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio by George S. Day to 90% of companies’ development portfolios, on average, but they rarely generate the growth companies seek. At a time when companies should be taking bigger – but smart – innovation risks, their bias is in the other direction. From 1990 to 2004 the percentage of major innovations in development portfolios dropped from 20.4 to 11.5 – even as the number of growth initiatives rose.1 The result is internal traffic jams of safe, incremental innovations that delay all projects, stress organizations, and fail to achieve revenue goals. These small projects, which I call “little i” innovations, are necessary for continuous improvement, but they don’t give companies a competitive edge or contribute much to profitability. It’s the risky “Big I” projects – new to the company or new to 110 Harvard Business Review 1717 Day.indd 110 Tuesday, 22 October 2013 | December 2007 | INOR INNOVATIONS MAKE UP 85% Andrew Bannecker M hbr.org 11/1/07 8:51:30 PM

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