9. AcmePowerCo was established 75 years ago with a patented
technology that changed the game in their industry. They sell to DoD,
other government agencies, and a number multi-national industrial
companies. After a few decades of success, they fell into the trap of just
competing on price in response to RFPs…
AcmePowerCo
Background
4-2
10. AcmePowerCo was established 75 years ago with a patented
technology that changed the game in their industry. They sell to DoD,
other government agencies, and a number multi-national industrial
companies. After a few decades of success, they fell into the trap of just
competing on price in response to RFPs…
AcmePowerCo
Background
AND Cost Cutting
4-3
11. AcmePowerCo was established 75 years ago with a patented
technology that changed the game in their industry. They sell to DoD,
other government agencies, and a number multi-national industrial
companies. After a few decades of success, they fell into the trap of just
competing on price in response to RFPs…
AcmePowerCo
Background
Acme’s new CEO recognized that the cost-focused approach was not
going to help the company meet the investor’s growth targets.
AND Cost Cutting
4-4
12. AcmePowerCo was established 75 years ago with a patented
technology that changed the game in their industry. They sell to DoD,
other government agencies, and a number multi-national industrial
companies. After a few decades of success, they fell into the trap of just
competing on price in response to RFPs…
AcmePowerCo
Background
Something had to be done…
Acme’s new CEO recognized that the cost-focused approach was not
going to help the company meet the investor’s growth targets.
AND Cost Cutting
4-5
14. AcmePowerCo
The Situation
About a year and a half ago, the CEO and his leadership team
decided to implement Innovation Engineering by starting with
Division X, where the GM was excited about being the first to give
IE a try. By systematically executing a start-up plan to accelerate
implementation, success came fast.
5-2
15. AcmePowerCo
The Situation
About a year and a half ago, the CEO and his leadership team
decided to implement Innovation Engineering by starting with
Division X, where the GM was excited about being the first to give
IE a try. By systematically executing a start-up plan to accelerate
implementation, success came fast.
This led to a decision to expand and kick off IE in Division Y. The
Division Y GM was excited about following on Division X’s success,
but she and her team were inexperienced with IE and needed help.
5-3
17. AcmePowerCo
My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have
had the most experience using the system - conducting training,
running sessions, leading and coaching projects…
6-2
18. AcmePowerCo
My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have
had the most experience using the system - conducting training,
running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y
started with IE.
6-3
19. AcmePowerCo
My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have
had the most experience using the system - conducting training,
running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y
started with IE.
I’d “Watched One”, “Done One”, and it was time to “Teach One.”
6-4
20. AcmePowerCo
My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have
had the most experience using the system - conducting training,
running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y
started with IE.
I’d “Watched One”, “Done One”, and it was time to “Teach One.”
What did I do?
6-5
23. Reviewed the latest IE Black Belt Operations
Manual in Labs/Tools to brush up on the
Guides that might apply to the 6-month
start-up.
✦ IE Strategy Activation
✦ IE Project Accelerator
✦ IE Create Session
First Step
Prepared for my first meeting with the Division Y GM
7-3
24. Reviewed the Start-Up Plan we
used when kicking off IE in my
Division to get ideas about options
for Division Y.
Next
Prepared for my first meeting with the Division Y GM
8-1
25. Reviewed the Start-Up Plan we
used when kicking off IE in my
Division to get ideas about options
for Division Y.
Next
Prepared for my first meeting with the Division Y GM
8-2
26. Determined how much the GM knew about IE and AcmePowerCo’s
progress, and provided a brief overview of both, including showing a
few videos from the Labs Video Library.
Met with Division Y GM
9-1
27. Determined how much the GM knew about IE and AcmePowerCo’s
progress, and provided a brief overview of both, including showing a
few videos from the Labs Video Library.
Met with Division Y GM
9-2
28. Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc.,
from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-1
29. Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc.,
from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-2
30. Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc.,
from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-3
31. Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc.,
from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-4
33. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
11-2
34. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
11-3
35. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
Strategic
Alignment
11-4
36. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
Very Important
Accelerator
Session
3.5 Days
LEAP & CORE
Basic
CREATE
Session
.5 to 1.5 Days
CORE
Yellow Card
Session Options
Strategic
Alignment
11-5
37. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
Very Important
Accelerator
Session
3.5 Days
LEAP & CORE
Basic
CREATE
Session
.5 to 1.5 Days
CORE
Yellow Card
Session Options
Accelerates the creation, communication, &
commercialization of ideas to address a VIO or
VIS, accomplishing months of work in days.
Strategic
Alignment
11-6
38. Determined which path makes sense.
Met with Division Y GM
Blue Card
Session Options
Very Important
Strategy
Activation
1.5 Days
Basic
Informal
Meeting
.5 Day
Translates your vision & strategy into
motivating & actionable project missions
to be activated by your team.
Very Important
Accelerator
Session
3.5 Days
LEAP & CORE
Basic
CREATE
Session
.5 to 1.5 Days
CORE
Yellow Card
Session Options
Accelerates the creation, communication, &
commercialization of ideas to address a VIO or
VIS, accomplishing months of work in days.
Very Important
Reinvent
Session
.5 to 1.5 Days
Basic
Blitz
Session
1 to 3 Hours
Problem Solving
Session Options
PURPOSE:
To Overcome Project
Death Threats/Milestones
Without Compromising
Project Mission or
Meaningful Uniqueness
Uses stimulus & diversity to tackle a
stubborn Death Threat for an existing
innovation project, accelerating
progress toward a decision.
Strategic
Alignment
11-7
41. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
14-1
42. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
14-2
43. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
• Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats,
resources, etc.
14-3
44. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
• Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats,
resources, etc.
• Will participate in Strategy Activation.
14-4
45. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
• Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats,
resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers
14-5
46. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
• Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats,
resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers
• Change agents who train other employees on IE, facilitate sessions, and act as
Process Coaches to help innovation project teams maintain process discipline and
keep focused on faster and cheaper.
14-6
47. Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
• Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats,
resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers
• Change agents who train other employees on IE, facilitate sessions, and act as
Process Coaches to help innovation project teams maintain process discipline and
keep focused on faster and cheaper.
• Will conduct mining, present and coach teams during Strategy Activation &
Accelerator, coach resulting projects, conduct Problem Solving Sessions, etc.
14-7
52. Innovation College
Digital
100+
Videos/Quizzes
to a grade of 100%
Lab
5 Days
All Assignments to
a grade of 100%
Application
16 Application Assignments
where you apply to your work
with a grade of 100%
IE Black Belts Only
(If diligent, certified in about 6 months)
IE Blue Belts & Black Belts
15-5
53. Innovation College
Digital
100+
Videos/Quizzes
to a grade of 100%
Lab
5 Days
All Assignments to
a grade of 100%
Experience
As Project Leader on
Define/Discover/Develop
project(s) for your company
Application
16 Application Assignments
where you apply to your work
with a grade of 100%
IE Black Belts Only
(If diligent, certified in about 6 months)
IE Blue Belts & Black Belts
15-6
54. Completed/assigned the items on the IE Strategy Activation Checklist,
explaining steps, logic, and tips to IE Black Belt Candidates (“Teach One”)
IE Strategy Activation Planning
16-1
55. Completed/assigned the items on the IE Strategy Activation Checklist,
explaining steps, logic, and tips to IE Black Belt Candidates (“Teach One”)
IE Strategy Activation Planning
16-2
56. Set Up a Session Page for Strategy Activation Session
Had one of the new IE Black Belt candidates set up the page in Labs.
17-1
57. Set Up a Session Page for Strategy Activation Session
Had one of the new IE Black Belt candidates set up the page in Labs.
17-2
58. Set Up a Session Page for Strategy Activation Session
Had one of the new IE Black Belt candidates set up the page in Labs.
17-3
59. Set Up a Session Page for Strategy Activation Session
Had one of the new IE Black Belt candidates set up the page in Labs.
17-4
60. Invited the Team
The Black Belt candidate who set up the page invited the team selected
by the GM - 16 Leaders.
18-1
61. Invited the Team
The Black Belt candidate who set up the page invited the team selected
by the GM - 16 Leaders.
18-2
62. Invited the Team
The Black Belt candidate who set up the page invited the team selected
by the GM - 16 Leaders.
18-3
63. Added a Stimulus Mining Request for Team
Through the session page, the team was invited to post Stimulus Mining
in an Idea Request linked in Collaboration Cafe.
19-1
64. Added a Stimulus Mining Request for Team
Through the session page, the team was invited to post Stimulus Mining
in an Idea Request linked in Collaboration Cafe.
19-2
65. Added a Stimulus Mining Request for Team
Through the session page, the team was invited to post Stimulus Mining
in an Idea Request linked in Collaboration Cafe.
19-3
66. Added a Stimulus Mining Request for Team
Through the session page, the team was invited to post Stimulus Mining
in an Idea Request linked in Collaboration Cafe.
19-4
67. Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and
built Spark Decks.
20-1
68. Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and
built Spark Decks.
MARKET
Mining
INSIGHT
Mining
Classic Mining
20-2
69. Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and
built Spark Decks.
PATENT
Mining
WISDOM
Mining
Tech Mining
MARKET
Mining
INSIGHT
Mining
Classic Mining
20-3
70. Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and
built Spark Decks.
PATENT
Mining
WISDOM
Mining
Tech Mining
MARKET
Mining
INSIGHT
Mining
Classic Mining
FUTURE
Mining
UNRELATED
Mining
Stretch Mining
20-4
71. Innovation Culture Assessment - Strategy Activation
The Strategy Activation participants completed the Innovation Culture Assessment,
which assessed the current perceptions of innovation across the team. We used
the results to help us adapt how we would facilitate the session.
21-1
72. Innovation Culture Assessment - Strategy Activation
The Strategy Activation participants completed the Innovation Culture Assessment,
which assessed the current perceptions of innovation across the team. We used
the results to help us adapt how we would facilitate the session.
21-2
73. Innovation Culture Assessment - Strategy Activation
The Strategy Activation participants completed the Innovation Culture Assessment,
which assessed the current perceptions of innovation across the team. We used
the results to help us adapt how we would facilitate the session.
21-3
75. IE Strategy Activation Session
DAY 1
• The IE Black Belt candidates presented Spark Decks and
facilitated group exercises.
• 80 Blue Cards were created, each addressing a VIO or VIS.
22-2
76. IE Strategy Activation Session
DAY 1
• The IE Black Belt candidates presented Spark Decks and
facilitated group exercises.
• 80 Blue Cards were created, each addressing a VIO or VIS.
DAY 2
• The team was encouraged to confront reality and think
deeper while reviewing all the Blue Cards created on Day 1.
• Dividing into smaller groups, each mini team selected their
favorite 1 or 2 Blue Cards and refined for presentation.
• Each team presented their top Blue Cards (8 in all) along with
quick research on the size of the opportunity area.
22-3
77. IE Strategy Activation Game Plan Meeting
• A few days later, the IE Black Belt candidates and
I met with the GM and her core leadership team to
select the Blue Card to activate in the IE Project
Accelerator
23-1
78. IE Strategy Activation Game Plan Meeting
• A few days later, the IE Black Belt candidates and
I met with the GM and her core leadership team to
select the Blue Card to activate in the IE Project
Accelerator
• She and her team selected and refined a Blue
Card requesting VIO Leap Ideas.
23-2
79. Enter the Blue Card into Labs
One of the IE Black Belts entered the selected Blue Card into Labs.
24-1
80. Enter the Blue Card into Labs
One of the IE Black Belts entered the selected Blue Card into Labs.
24-2
81. Enter the Blue Card into Labs
One of the IE Black Belts entered the selected Blue Card into Labs.
24-3
83. IE Project Accelerator Process Overview
1. Accelerator PREP
Define Mission &
prepare team for the
experience ahead
Strategy Activation
• Project Narrative
• Mission
• Strategic Exclusions
• Tactical Constraints
• Exploration Areas (3)
Deep Immersion & Synthesis
• Customer Problems
• Technology
• Create Sessions…
Culture Assessment
25-2
84. 2. Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview
1. Accelerator PREP
Define Mission &
prepare team for the
experience ahead
Strategy Activation
• Project Narrative
• Mission
• Strategic Exclusions
• Tactical Constraints
• Exploration Areas (3)
Deep Immersion & Synthesis
• Customer Problems
• Technology
• Create Sessions…
Culture Assessment
25-3
85. 3. Project COACHING
8 weeks of rapid Cycles to
address Death Threats, Build
Confidence and get closer to
a Development Decision
FOCUSED ON Death Threats…
• Market RISK
• Technology RISK
• Organizational RISK
2. Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview
1. Accelerator PREP
Define Mission &
prepare team for the
experience ahead
Strategy Activation
• Project Narrative
• Mission
• Strategic Exclusions
• Tactical Constraints
• Exploration Areas (3)
Deep Immersion & Synthesis
• Customer Problems
• Technology
• Create Sessions…
Culture Assessment
25-4
86. 3. Project COACHING
8 weeks of rapid Cycles to
address Death Threats, Build
Confidence and get closer to
a Development Decision
FOCUSED ON Death Threats…
• Market RISK
• Technology RISK
• Organizational RISK
2. Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview
Participants are a diverse group of people close to the work. Leaders of the Projects accelerated after the session will
come from this group. Typically, less than 30% of participants in the Accelerator were in the Strategy Activation Session.
1. Accelerator PREP
Define Mission &
prepare team for the
experience ahead
Strategy Activation
• Project Narrative
• Mission
• Strategic Exclusions
• Tactical Constraints
• Exploration Areas (3)
Deep Immersion & Synthesis
• Customer Problems
• Technology
• Create Sessions…
Culture Assessment
25-5
87. Set Up a Session Page for Accelerator Session
One of the new IE Black Belt candidates set up the Session page in Labs.
26-1
88. Set Up a Session Page for Accelerator Session
One of the new IE Black Belt candidates set up the Session page in Labs.
26-2
89. Set Up a Session Page for Accelerator Session
One of the new IE Black Belt candidates set up the Session page in Labs.
AND attached it to the Blue Card.
26-3
90. IE Project Accelerator Planning Meeting
• The IE Black Belt candidates
and I met with the GM and
her core leadership team.
27-1
91. IE Project Accelerator Planning Meeting
• The IE Black Belt candidates
and I met with the GM and
her core leadership team.
• With all having some
experience, we were efficient
at going through the
Prep Checklist!
27-2
92. IE Workshops
One of the IE Black Belt candidates set up IE Workshops for the
Accelerator Team of 18 volunteers.
28-1
93. IE Workshops
One of the IE Black Belt candidates set up IE Workshops for the
Accelerator Team of 18 volunteers.
28-2
94. IE Workshops
One of the IE Black Belt candidates set up IE Workshops for the
Accelerator Team of 18 volunteers.
28-3
95. IE Workshops
We followed the step-by-step Guide for Workshops in the IE Black Belt
Operations Manual to run the sessions:
29-1
96. IE Workshops
We followed the step-by-step Guide for Workshops in the IE Black Belt
Operations Manual to run the sessions:
29-2
97. IE Workshops
We followed the step-by-step Guide for Workshops in the IE Black Belt
Operations Manual to run the sessions:
• Create, Communicate, & Commercialize
Workshop - participants learned the
basics of IE and applied what they learned
using team-based interactive case study
exercises.
29-3
98. IE Workshops
We followed the step-by-step Guide for Workshops in the IE Black Belt
Operations Manual to run the sessions:
• Create, Communicate, & Commercialize
Workshop - participants learned the
basics of IE and applied what they learned
using team-based interactive case study
exercises.
• Stimulus Mining Workshop - provided an
overview of the 5 types of Stimulus Mining,
and participants conducted mining and
posted to the Accelerator Idea Request.
29-4
99. Immersion - Project Accelerator
The Black Belt candidates conducted immersive Stimulus Mining,
completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
30-1
100. Immersion - Project Accelerator
The Black Belt candidates conducted immersive Stimulus Mining,
completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT
Mining
WISDOM
Mining
Tech Mining
MARKET
Mining
INSIGHT
Mining
Classic Mining
FUTURE
Mining
UNRELATED
Mining
Stretch Mining
30-2
101. Immersion - Project Accelerator
The Black Belt candidates conducted immersive Stimulus Mining,
completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT
Mining
WISDOM
Mining
Tech Mining
MARKET
Mining
INSIGHT
Mining
Classic Mining
FUTURE
Mining
UNRELATED
Mining
Stretch Mining
im Problem Surveys
30-3
102. Immersion - Project Accelerator
The Black Belt candidates conducted immersive Stimulus Mining,
completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT
Mining
WISDOM
Mining
Tech Mining
MARKET
Mining
INSIGHT
Mining
Classic Mining
FUTURE
Mining
UNRELATED
Mining
Stretch Mining
im Problem Surveys
30-4
103. Innovation Culture Assessment - Project Accelerator
The Accelerator participants completed the Innovation Culture Assessment. Just
like with the Strategy Activations Session, we used the results to help us adapt how
we facilitated the session.
31-1
104. Innovation Culture Assessment - Project Accelerator
The Accelerator participants completed the Innovation Culture Assessment. Just
like with the Strategy Activations Session, we used the results to help us adapt how
we facilitated the session.
31-2
105. IE Project Accelerator Session
I was the “conductor” for the session, while the IE Black Belt candidates presented Spark
Decks, facilitated group exercises, and coached teams.
32-1
106. IE Project Accelerator Session
I was the “conductor” for the session, while the IE Black Belt candidates presented Spark
Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
32-2
107. IE Project Accelerator Session
I was the “conductor” for the session, while the IE Black Belt candidates presented Spark
Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
32-3
108. IE Project Accelerator Session
I was the “conductor” for the session, while the IE Black Belt candidates presented Spark
Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
32-4
109. IE Project Accelerator Session
I was the “conductor” for the session, while the IE Black Belt candidates presented Spark
Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
For market testing, we used:
• InterAct® Customer Feedback Session
• Merwyn Rapid Research:
✦ Idea Coach
✦ Idea Doubling
✦ Idea Scan
✦ Insight Mining
32-5
110. IE Project Accelerator Session
During the session, the IE Black Belt candidates coached the teams though entering
their Yellow Cards in Labs.
33-1
111. IE Project Accelerator Session
During the session, the IE Black Belt candidates coached the teams though entering
their Yellow Cards in Labs.
33-2
112. IE Project Accelerator Session
During the session, the IE Black Belt candidates coached the teams though entering
their Yellow Cards in Labs.
33-3
113. IE Project Accelerator Session
The IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-1
114. IE Project Accelerator Session
The IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-2
115. IE Project Accelerator Session
The IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-3
116. IE Project Accelerator Session
The IE Black Belt candidates also coached the teams though rapid cycles of learning.
Not this week, LAST HOUR!
1 to 2 Hour
Learning
Cycles!
34-4
117. IE Project Accelerator Session
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
35-1
118. IE Project Accelerator Session
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
35-2
119. IE Project Accelerator Session
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 4: Refined & Presented - We had volunteers
to lead 9 projects!
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
35-3
120. IE Project Accelerator Session
The Accelerator SESSION
Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER
THINKING…
All Projects Customized
Work Often Includes…
Research, Cost Estimating,
Technical Feasibility,
Works/Looks Like
Prototypes, Problem Solving
6 +/- Patentable
Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 4: Refined & Presented - We had volunteers
to lead 9 projects!
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business
models
For market testing, we used:
• InterAct® Customer Feedback Session
• Merwyn Rapid Research
35-4
122. IE Project Accelerator Game Plan Meeting
• The next day, the IE Black Belt candidates and I
met with the GM and her core leadership team
who selected 4 ideas to accelerate FIRST.
36-2
123. IE Project Accelerator Game Plan Meeting
• IE Blue Belt Management Coaches and IE Black
Belt were selected for each Project.
• The next day, the IE Black Belt candidates and I
met with the GM and her core leadership team
who selected 4 ideas to accelerate FIRST.
36-3
125. IE Project Kickoffs - Project Leader Check In
• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
37-2
126. IE Project Kickoffs - Project Leader Check In
• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly
Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
37-3
127. IE Project Kickoffs - Project Leader Check In
• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly
Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
37-4
128. IE Project Kickoffs - Project Leader Check In
• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly
Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
30 Minutes
MAX!
37-5
130. IE Project Kickoffs - Management Coach Check-In
The IE Black Belt candidates met with the Management
Coach and selected the AcmePowerCo VIO LEAP
Checklist, which we had already customized when
getting started in my Division by cloning and editing the
VIO LEAP Best Practice Master Checklist.
38-2
131. IE Project Kickoffs - Management Coach Check-In
The IE Black Belt candidates met with the Management
Coach and selected the AcmePowerCo VIO LEAP
Checklist, which we had already customized when
getting started in my Division by cloning and editing the
VIO LEAP Best Practice Master Checklist.
38-3
134. AcmePowerCo
Current Status
This is where I am now, and I look forward to helping this Division
Rock and Roll! I have to go coach an IE Black Belt candidate
through their first Project Kickoff Meeting, so Lydia’s going to fill you
on what comes next.
40-2
135. AcmePowerCo
Current Status
This is where I am now, and I look forward to helping this Division
Rock and Roll! I have to go coach an IE Black Belt candidate
through their first Project Kickoff Meeting, so Lydia’s going to fill you
on what comes next.
Thanks for listening!
40-3
136. AcmePowerCo
Current Status
This is where I am now, and I look forward to helping this Division
Rock and Roll! I have to go coach an IE Black Belt candidate
through their first Project Kickoff Meeting, so Lydia’s going to fill you
on what comes next.
Thanks for listening!
Jane
40-4
137. AcmePowerCo
Current Status
This is where I am now, and I look forward to helping this Division
Rock and Roll! I have to go coach an IE Black Belt candidate
through their first Project Kickoff Meeting, so Lydia’s going to fill you
on what comes next.
Thanks for listening!
Jane
Stay tuned for
“The rest of the story”…
40-5
142. DevelopDiscover DeliverDefine
1. Plan
What Death Threat?
2. Do
Learn
3. Study
What learned?
4. Act
Apply
Revise
Stop
S
TUDY
P•D•S•A
We are DISCOVERING
How to Make Our
Idea something worth
investing the time, money,
and energy required to develop it.
42
143. DevelopDiscover DeliverDefine
1. Plan
What Death Threat?
2. Do
Learn
3. Study
What learned?
4. Act
Apply
Revise
Stop
S
TUDY
P•D•S•A
Death Threats are Resolved using…
Fail FAST Fail CHEAP
Cycles of Learning
What’s the Fastest, Cheapest
Way to Learn More
43
145. 1. Plan
2. Do
3. Study
4. Act
Fail FAST
Fail CHEAP
Each week we
Learn MORE & Reduce RISK
DevelopDiscover DeliverDefine
44-2
146. 1. Plan
2. Do
3. Study
4. Act
Fail FAST
Fail CHEAP
Each week we
Learn MORE & Reduce RISK
YES - Keep learning
NO - Kill the project
Each week project leader
Makes A REAL Decision
DevelopDiscover DeliverDefine
44-3
147. Yes, No
When we follow the system we
make a Decision in 8 Weeks
DevelopDiscover DeliverDefine
45
154. DEVELOP
Alpha
Tradeoff
Prototypes
3 Versions
For Design,
Technology
Ver .3
30%
DEVELOP
Beta
Functional
Prototype
A fully functional
product/service
refinement needed
Ver .6
60%
DEVELOP
1st Release
Sellable
Prototype
It could be
taken live a few
rough edges
Ver .9
90%
Develop is often 2, 3, or 4 Phases
48-3
155. Proof of
Concept
Prototype
Customer
Feedback
on Concept
Tradeoff
Prototypes
Customer
Feedback
on Options
Functional
Prototype
Customer
Feedback
on Function
Sellable
Prototype
Customer
Feedback
on Details
Final
Offering
Customer
Feedback
with Revenue
Written
Prototype
Clarity
on Concept
CUSTOMERS are great at REACTING
this makes them
INVALUABLE
In giving FEEDBACK on YOUR innovations
49-1
156. Proof of
Concept
Prototype
Customer
Feedback
on Concept
Tradeoff
Prototypes
Customer
Feedback
on Options
Functional
Prototype
Customer
Feedback
on Function
Sellable
Prototype
Customer
Feedback
on Details
Final
Offering
Customer
Feedback
with Revenue
Written
Prototype
Clarity
on Concept
CUSTOMERS are great at REACTING
this makes them
INVALUABLE
In giving FEEDBACK on YOUR innovations
Each Builds Confidence
49-2
159. DevelopDiscover DeliverDefine
THUS - when you Go to Market
is when
you need to be able to
LEARN & CHANGE FAST
This is easier if it’s part of your culture
51-2
161. It’s about Freedom within a Framework
IDEA
• Customer
• Problem
• Promise
• Proof
• Price
• Passion
• Purpose
• Math
• Death Threats
DEFINE DISCOVER DELIVER
DEVELOP
Alpha
DEVELOP
Beta
DEVELOP
1st Release
It’s about always getting smarter…
as Fast & Cheap as possible
52-2
162. Operating System Structure & Processes
E. Work Process for Tasks
C. Phases (aka Stages & Gates)
DELIVERDEFINE DISCOVER
D. Check List Process
(Lists customized for how the culture manages
CORE & LEAP - Death Threats & Milestones)
DEVELOP
A. Blue Card
B. Yellow Cards
CHECK LISTS are our standardized “game plans” for WHAT
(standards), WHY (reasons), HOW (methods) Yellow Cards
become reality. The aim of the check list process is to create
alignment between leadership, employees & departments.
A strategic “Theory” on what is Very Important
for our Organization’s short & long term success.
Also known as the “Commanders Intent.”
Tactical “Theories” of a how we might accomplish
the Commanders Intent (New or improved
products, services or systems). Their only reason
for existence is to deliver on the Blue Card.
This is process for how it all comes together when we
are doing the work. It’s an iterative system that
guides the work on the Yellow Cards by integrating
the Commander’s Intent (Blue Card), with the
organization’s “game plan” for change (Check Lists).
Our phases for increasing our investment in Yellow Cards.
53
167. Check List
Systems
Designed to
ENABLE
Leadership Peace of Mind is Through …
• Clear Blue Card - Constraints, etc.
• Clear Check List - Standards
• Clear PLAN - Success Standards
• Engaged Management Coaches
Tell you
WHAT to Do
WHY to Do It
HOW to Do It
55-3
169. WHAT
Needs to be done
WHY
Is it Important
HOW
Do we do it
Operating System Check Lists Define
56-2
170. WHAT
Needs to be done
WHY
Is it Important
HOW
Do we do it
Operating System Check Lists Define
Without documentation, there is no standardized work.
Employees don’t know what to do!
56-3
171. PLAN: What success looks like - goal, metric or
desired outcome…when addressing this
Death Threat (Milestone), at this point in
time, for this Project and for this Blue Card.
57-1
172. PLAN: What success looks like - goal, metric or
desired outcome…when addressing this
Death Threat (Milestone), at this point in
time, for this Project and for this Blue Card.
DO: To achieve this we will do the following
work, activity or experiment.
57-2
173. PLAN: What success looks like - goal, metric or
desired outcome…when addressing this
Death Threat (Milestone), at this point in
time, for this Project and for this Blue Card.
DO: To achieve this we will do the following
work, activity or experiment.
STUDY: Did we reach our success standard?
THINK deeply, why did we or why didn’t we?
57-3
174. PLAN: What success looks like - goal, metric or
desired outcome…when addressing this
Death Threat (Milestone), at this point in
time, for this Project and for this Blue Card.
DO: To achieve this we will do the following
work, activity or experiment.
STUDY: Did we reach our success standard?
THINK deeply, why did we or why didn’t we?
ACT: Based on what has been learned, has this
Death Threat (Milestone) been resolved?
57-4
176. PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles
2. Lack of Curiosity
3. Lack of Courage to Fail
What is your biggest challenge?
58-2
177. PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles
2. Lack of Curiosity
3. Lack of Courage to Fail
55%
13%
32%
What is your biggest challenge?
58-3
178. PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles
2. Lack of Curiosity
3. Lack of Courage to Fail
55%
13%
32%
What is your biggest challenge?
It’s how stuff gets done… Ideas become Reality!
58-4
181. Check List
Standards
What, Why, How
Blue
Card
Constraints
Exclusions
&/or
Without Leadership Defining Clearly
What Success Looks Like
Using…
59-3
182. Check List
Standards
What, Why, How
Blue
Card
Constraints
Exclusions
&/or
Setting
The Plan
Success
Standards
&/or
Without Leadership Defining Clearly
What Success Looks Like
Using…
59-4
183. Check List
Standards
What, Why, How
Blue
Card
Constraints
Exclusions
&/or
Setting
The Plan
Success
Standards
&/or
Without Leadership Defining Clearly
What Success Looks Like
Using…
Being a Change
Agent is Very RISKY
As there are no rules.
59-5
186. INNOVATION It’s How We Organize
Going From Strategy
to Idea to Reality
60-3
187. How would you help get started filling an Innovation Pipeline?
61-1
188. How would you help get started filling an Innovation Pipeline?
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so
you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
61-2
189. How would you help get started filling an Innovation Pipeline?
T E A M
In a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the
information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers!
List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so
you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
61-3
190. How would you help get started filling an Innovation Pipeline?
T E A M
In a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the
information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers!
List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so
you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency
61-4
191. How would you help get started filling an Innovation Pipeline?
T E A M
In a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the
information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers!
List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so
you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency Fortune 50 Company
61-5
192. How would you help get started filling an Innovation Pipeline?
T E A M
In a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the
information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers!
List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so
you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency Fortune 50 Company
100 Year Old 100 Employee Company
with only a handful of products
61-6
