This document provides a guide on prioritizing and launching transformational ideas. It introduces the Ideation Funnel framework, which involves matching ideas to company strategy, stakeholders, idea inflows, and capabilities to determine priority. The framework helps structure the continuous process of evaluating ideas and selecting high-impact projects with a good match to resources to move forward. The guide also discusses establishing a Transformation Office to manage the ideation and launch process within an organization.

1. A HOW-TO GUIDE ON
PRIORITISING & LAUNCHING
TRANSFORMATIONAL IDEAS
I D E A S

2. HEY, NICE TO MEET YOU!
Francesco Cilurzo
Senior Consultant
@francesco-cilurzo
@francesco.cilurzo
francesco.cilurzo@duvalunion.com
Bio-engineering background.
International career.
Experience in Project Management,
Production Environments and HR.
00 32 472 20 10 91

3. KEYNOTE
FLOW
THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6

4. A BUSINESS CONSULTING COMPANY
WITH A FOCUS ON “DIGITAL” TRANSFORMATION
WHO ARE WE?

5. “A BOUTIQUE CONSULTING COMPANY
WITH A ROCK & ROLL APPROACH”

6. INTERNATIONAL THOUGHT LEADERS
TWO BEST-SELLING MANAGEMENT BOOKS
LEARN MORE

7. In 2018, Duval Union Consulting teamed up with ex-Unilever CEO Nils Van
Dam to write a white paper on the food & beverage industry. We combine our
rock & roll consulting style with Nils’ sound sector experience to deliver huge
amounts of value to F&B companies in high intensity consulting projects.
THE FOOD & BEVERAGE WHITE PAPER

8. THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6
KEYNOTE
FLOW

9. THE IDEATION FUNNEL
YOU NEED A FRAMEWORK FOR DECISION MAKING
TRANSFORMATION IS NOT A ONE TIME THING
STRUCTURED CONTINUOUS REPLICABLE EFFECTIVEUNAMBIGUOUS

10. All models are wrong,
but some are useful
George Box (Statistician)
disclaim
er

11. STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY

12. THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6
KEYNOTE
FLOW

13. STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY

14. TOP DOWN
LEADERSHIP
HACKATON
SHARKTANK
INNOVATION LAB
PRODUCT
DEVELOPMENT
& MARKET
INSIGHTS
THERE’S NO
SHAME IN
COPYING THE
COMPETITION

15. THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6
KEYNOTE
FLOW

16. STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY

17. STRATEGY, HOW TO GET IT RIGHT?

18. PLAYING IT TOO SAFE: EVERYTHING “S.M.A.R.T.”
A B
initial state
(today)
Business Process Logic
“Let’s build the perfect business case!”
UNAMBIGUOUS
& CLEAR GOAL
Specific, Measurable, Achievable, Relevant, Time bound
target state
(max 1-2 year ahead)

19. A
LACK OF GOALS
AND DIRECTION
NO DIRECTION: ONLY AGILE
initial state
“Let’s go with the flow,
we’re agile!”

20. Space for experimentation and exploration
NSV
BALANCE BETWEEN FOCUS & AGILITY
“FUZZY GOAL”
B
target state
(5-7 year ahead)
A
initial state
(today)

21. Space for experimentation and exploration
NSV
BALANCE BETWEEN FOCUS & AGILITY
“FUZZY GOAL”
B
target state
(5-7 year ahead)
A
initial state
(today)
The
45°
that
matter

22. AI
BLOCKCHAIN
BIG DATA
VIRTUAL
REALITY
ROBOTICS

23. We are also
not looking for
Great Ideas

24. We are looking for
Great Problems
(that need solving)

25. We are looking for
Great Problems
(that need solving)

26. SEVERE PROBLEMLIGHT PROBLEM
HIGH FREQUENCY
LOW FREQUENCY

27. CULTURE
GOVERNANCE
BUDGET
PEOPLE
& SKILLS
CAPABILITY
MATCH

28. THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6
KEYNOTE
FLOW

29. STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY

30. HIGH IMPACTLOW IMPACT
LOW COST & EFFORT
HIGH COST & EFFORT

31. THE IDEATION FUNNEL
A HEALTHY INFLOW OF IDEAS
SELECTION CRITERIA
IMPACT AND PRIORITISATION
ON THE NEXT STEPS
INTRODUCTION1
2
3
4
5
6
KEYNOTE
FLOW

32. STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY

33. FROM AN OUTDATED MOTHERSHIP

34. From an outdated
Mothership
TO A MODERN FLEET

35. VALIDATION FRAMEWORK
BRAND
Mothership
Speedboat New label for
mothership initiative.
Corporate initiative,
100% corporate.
Startup with brand
endorsement.
New venture,
100% startup.
OPERATIONSMothership Speedboat

36. WHAT DOES A TRANSFORMATION OFFICE LOOK LIKE?
CEO
MktSales Log Purchase HR
Program 1
Program 2
Mindset
MeansMandate
TRANSFORMATION OFFICE
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
PLAN
BUILD/CHANGE
SCAN
EVALUATE
SCALE
ANALYSE
VALIDATE
RUN 1/2/3
CTO
LAUNCHPAD
Venture 1
Venture 2
EXPERIMENT
Program 3
Program 4

37. LET’S CONNECT!
Francesco Cilurzo
Senior Consultant
@francesco-cilurzo
francesco.cilurzo@duvalunion.com
Bio-engineering background.
International career.
Experience in Project Management,
Production Environments and HR.
00 32 472 20 10 91
@francesco.cilurzo
STARTUP STARTUP-LIKE CORPORATE
STRATEGY
MATCH
STAKEHOLDER
MATCH
INFLOW OF IDEAS
CAPABILITY
MATCH
PRIORITY