Insurers' journeys to build a mastery in the IoT usage
Innovators_DNA_Awesome_ppt.pptx
1. The Innovator's DNA:
Mastering the Five Skills of Disruptive Innovators
Featuring Jeff Dyer, Professor of Strategy at Brigham Young
University and Co-author and Founder of The Innovator’s DNA
SEPTEMBER 11, 2014
Sponsored by
2. Questions?
To ask a question
… click on the
“question icon” in
the lower-right
corner of your
screen.
OCTOBER 17, 2012
5. Today’s Speaker
Jeff Dyer, Professor of Strategy at Brigham
Young University and Co-author and
Founder of The Innovator’s DNA
The Innovator's DNA:
Mastering the Five Skills of Disruptive Innovators
@HBRExchange | #HBRwebinar
SEPTEMBER 11, 2014
6. Jeff Dyer, Professor of Strategy at Brigham
Young University and Co-author and
Founder of The Innovator’s DNA
The Innovator's DNA:
Mastering the Five Skills of Disruptive Innovators
SEPTEMBER 11, 2014
Today’s Speaker
19. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
The Innovation Challenge
19
20. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
The Innovation Challenge
20
21. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
The Innovation Challenge
21
22. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
ACCORDING TO YOUR
THEORY, OUR CEO IS
THE DUMBEST
PERSON IN THE
COMPANY.
The Innovation Challenge
22
23. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
ACCORDING TO YOUR
THEORY, OUR CEO IS
THE DUMBEST
PERSON IN THE
COMPANY.
UNLESS ALL OF
YOU ARE BAD
MANAGERS.
The Innovation Challenge
23
24. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
ACCORDING TO YOUR
THEORY, OUR CEO IS
THE DUMBEST
PERSON IN THE
COMPANY.
UNLESS ALL OF
YOU ARE BAD
MANAGERS.
TRULY WE
ARE DOOMER
EITHER WAY.
The Innovation Challenge
24
25. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
ACCORDING TO YOUR
THEORY, OUR CEO IS
THE DUMBEST
PERSON IN THE
COMPANY.
UNLESS ALL OF
YOU ARE BAD
MANAGERS.
TRULY WE
ARE DOOMER
EITHER WAY.
THIS CONCLUDES
THE
MOTIVATIONAL
PART OF OUR
MEETING.
The Innovation Challenge
25
26. A GOOD MANAGER
HIRES PEOPLE
WHO ARE
SMARTER THAN
HE IS.
SO…YOUR
BOSS IS
DUMBER
THAN
YOU?
AND YOUR
BOSS’S BOSS IS
DUMBER YET?
ACCORDING TO YOUR
THEORY, OUR CEO IS
THE DUMBEST
PERSON IN THE
COMPANY.
UNLESS ALL OF
YOU ARE BAD
MANAGERS.
TRULY WE
ARE DOOMER
EITHER WAY.
THIS CONCLUDES
THE
MOTIVATIONAL
PART OF OUR
MEETING.
I’D GIVE YOU A
HIGH FIVE BUT
I DON’T LIKE
TO MOVE.
26
The Innovation Challenge
27. True or False?
Studies by psychologists
show that creativity is largely
a genetic endowment where
nature trumps nurture in
importance.
31. Twins:
Ra ise d A p a rt
Sometime between the ages of
15‐25 the twins are given
intelligence and creativity
tests.
Why are some more creative?
32. Twins:
Ra ise d A p a rt
Sometime between the ages of
15‐25 the twins are given
intelligence and creativity
tests.
Re sults:
Why are some more creative?
33. Twins:
Ra ise d A p a rt
Sometime between the ages of
15‐25 the twins are given
intelligence and creativity
tests.
Re sults:
IQ tests reveal that roughly
80% of general intelligence
is genetic.
Why are some more creative?
34. Twins:
Ra ise d A p a rt
Sometime between the ages of
15‐25 the twins are given
intelligence and creativity
tests.
Re sults:
Why are some more creative?
IQ tests reveal that roughly
80% of general intelligence
is genetic.
Creativity tests reveal that
roughly 33% of creativity
performance is genetic
76. … AND SINCE OUR
BONUSES DEPEND
ON THINGS WE
CAN’T CONTROL…
Act Different: Question
77. … AND SINCE OUR
BONUSES DEPEND
ON THINGS WE
CAN’T CONTROL…
…CAN MINE BE
BASED ON THE
PERFORMANCE OF
SOME OTHER
COMPANY?
Act Different: Question
78. … AND SINCE OUR
BONUSES DEPEND
ON THINGS WE
CAN’T CONTROL…
…CAN MINE BE
BASED ON THE
PERFORMANCE OF
SOME OTHER
COMPANY?
YOU ASK ONE
QUESTION AND
SUDDENLY YOU’RE
NOT A TEAM
PLAYER.
Act Different: Question
80. David Neeleman
Founder, Jet Blue &
Azul Airlines
“One of my strengths is an
ability to look at a process
that has been in place for a
long time and ask, “Why
don’t they do it this other
way?” And sometimes I
find myself thinking the
answer is so obvious that I
wonder “Why has no one
else ever thought of this
before?”
Questioning
81. “What if” we were legally prohibited from
conducting any future business with our
current set of customers.
Good Questions Impose Constraints
82. “What if” we were legally prohibited from
conducting any future business with our
current set of customers.
How would we make money next year?
Good Questions Impose Constraints
83. “What if” we could only interact with our
customers through digital technologies?
Good Questions Impose Constraints
84. “What if” we could only interact with our
customers through digital technologies?
How would that change the way we deliver a
great customer experience?
Good Questions Impose Constraints
88. •Identify a problem that you are trying to
solve.
•Instead of brainstorming solutions,
brainstorm ONLY questions to the problem (at
least 25 questions).
Question‐Storming
89. •Identify a problem that you are trying to
solve.
•Instead of brainstorming solutions,
brainstorm ONLY questions to the problem (at
least 25 questions).
•Write the questions on a white board for all
to see as they are being generated.
Question‐Storming
90. •Identify a problem that you are trying to
solve.
•Instead of brainstorming solutions,
brainstorm ONLY questions to the problem (at
least 25 questions).
•Write the questions on a white board for all
to see as they are being generated.
•At the end, prioritize the top 3‐5 questions
that should be addressed/answered before
brainstorming solutions
Question‐Storming
93. Questioning is—
• Challenging the status quo.
• Imposing or eliminating
constraints.
• Pushing others to imagine the
future by asking “what if”
questions?
Creative Idea Generation
94.
95. What:
Gain insights for
new ways to do
things by finding
“surprises.”
Why:
Understand the
job‐to‐be done.
Observing
100. Why do people buy (hire) a Harley Davidson?
BMW Ho nd a
Ha rle y D a vid so n
101. Why do people buy (hire) a Harley Davidson?
‐ Brand Image (rugged individualism)
BMW Ho nd a
Ha rle y D a vid so n
102. Why do people buy (hire) a Harley Davidson?
‐ Brand Image (rugged individualism)
‐ Customizable product so that each is unique.
BMW Ho nd a
Ha rle y D a vid so n
103. Why do people buy (hire) a Harley Davidson?
‐ Brand Image (rugged individualism)
‐ Customizable product so that each is unique.
‐ Access to a community (HOG) of like minded bikers
BMW Ho nd a
Ha rle y D a vid so n
105. “The only way I know to
teach people to be
innovative is to teach
them how to observe and
ask just one question
that often generates
surprising responses,
‘What’s different than
you expected?’”
Scott Cook
CEO, Intuit
Observing
106. Observing
P&G and Google swap marketing and HR
employees for two months to learn through
observing and networking.
107. Observing
P&G and Google swap marketing and HR
employees for two months to learn through
observing and networking.
108. Observing
P&G and Google swap marketing and HR
employees for two months to learn through
observing and networking.
Results:
P&G learns how to use “Mommy Bloggers” to
promote products.
111. Observing
Lived in 2+ Countries
AND
OR Worked in 2+
Industries/
Business
Functions
Twice as Likely to Innovate
112. Creative Idea Generation
Observing is—
The propensity to intensely
observe the world around you
—such as customers, products,
services, companies and
technologies—to gain insights
and ideas about new ways of
doing things.
Creative Idea Generation
113. In 60 seconds or less, list your top 10 (or more) “go‐to”
people for helping you generate or spark new ideas.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Your Idea Network
115. • Opposite gender?
• Different function of your company?
How Diverse is Your Network?
116. • Opposite gender?
• Different function of your company?
• Different industry?
How Diverse is Your Network?
117. • Opposite gender?
• Different function of your company?
• Different industry?
• Different nationality? (grew up in a different
country).
How Diverse is Your Network?
118. • Opposite gender?
• Different function of your company?
• Different industry?
• Different nationality? (grew up in a different
country).
• Different age group?
How Diverse is Your Network?
119. • Opposite gender?
• Different function of your company?
• Different industry?
• Different nationality? (grew up in a different
country).
• Different age group?
• Different socioeconomic group?
How Diverse is Your Network?
121. “I like to hang out with
young entrepreneurs, like
Drew Houston, 28 year old
cofounder of Dropbox. He
grew up in the internet. I
didn’t. So he can see things
in ways that I don’t. That
perspective is really
important. I can’t sit in my
headquarters and pretend
I’m in touch.”
Marc Benioff
Founder and CEO,
Salesforce.com
Networking
127. Building Your
Networking skills:
1.Tap experts. Who else has
solved a problem like this
before?
2.Attend networking events—
and set a goal to talk to as many
people as possible.
Creative Idea Generation
128. Building Your
Networking skills:
1.Tap experts. Who else has
solved a problem like this
before?
2.Attend networking events—
and set a goal to talk to as many
people as possible.
3.Form or join a networking
group.
Creative Idea Generation
130. What:
• Test ideas.
• Seek new
experiences.
• Take things apart.
Why:
Learn from new
experiences, pilots
and prototypes.
Experimenting
131. Jeff Bezos
Founder, Amazon.com
“One of the things we’ve
tried to do at Amazon is
reduce the cost of conducting
experiments. If you can
increase the number of
experiments you try from 100
to 1,000, you dramatically
increase the innovations you
produce.”
Experimenting
137. • Planning
– You can’t plan your way to success when there is a
high degree of market risk (will they want it?) and
technological risk (can we make it?)
Experimenting Lessons
138. • Planning
– You can’t plan your way to success when there is a
high degree of market risk (will they want it?) and
technological risk (can we make it?)
• Quickly test assumptions with prototypes
– Use A/B prototypes and iteration to learn your
way to success
Experimenting Lessons
139. • Planning
– You can’t plan your way to success when there is a
high degree of market risk (will they want it?) and
technological risk (can we make it?)
• Quickly test assumptions with prototypes
– Use A/B prototypes and iteration to learn your
way to success
• Experimenting is the best way to answer a
“what if” question
– Sometimes there is no question, observation, or
conversation that can reveal the future.
Experimenting Lessons
143. Experimenting is—
• Learning new skills
• Taking apart products, ideas,
processes.
• Piloting ideas to test
hypotheses...to answer
questions you cannot through
observing or networking.
Creative Idea Generation
154. Questions?
OCTOBER 17, 2012
To ask a question
… click on the
“question icon” in
the lower-right
corner of your
screen.
@HBRExchange | #HBRwebinar
155. Thank you for joining us!
This presentation was made possible by the generous
support of VMware.
Sponsored by
SEPTEMBER 11, 2014
156. Join us for our next webinar!
Register for “Your Scarcest Resource” with Michael Mankins,
leader of Bain’s Organization practice in the Americas and co-
author of the Harvard Business Review Article, “Your Scarcest
Resource.”
Register here: www.krm.com/hbr/ScarcestResourceWP
SEPTEMBER 11, 2014
