Failing to keep up with new trends and competitors creates enterprise risk. Emerging technologies can disrupt and render irrelevant entire business models. But enterprise transformation and new business models are risky too. This short presentation outlines how to de-risk innovation in 6 slides (split by animation into 20).
2. WHY INNOVATE?
AVOID COMMODIFICATION RISK AND INCREASE MARGINS
SHAPE INDUSTRY - SET THE NEW NORMAL, GAIN MIND AND MARKET SHARE BEFORE COMPETITORS
LEVERAGE TECHNOLOGY SHIFTS TO GENERATE NEW REVENUE AND UPSELL EXISTING CUSTOMERS
EVOLVING TRENDS AND EMERGING TECHNOLOGIES CREATE OPPORTUNITY, WHILE
COMMODIFICATION CREATES RISK
6. COMMODIFICATION RISK
CUSTOMERS
EXISTING
NEWRELATEDEXISTING
ENTERPRISE / TECHNICAL CAPABILITIES
RELATED NEW
Higher
risk
Higher
risk
Margin Risk
COMPETITIVE MARKETS PRESSURE MARGINS – MAINTAINING THE STATUS QUO IS NOT A SOLUTION
CORE BUSINESS
MODEL
DEATH SPIRAL
• Profits decline due to increased competition
• Lower cash flow and reduced stock price hurts
ability to raise capital and invest in business
• Insufficient investment reduces profits further
10. BUSINESS MODEL RISK
CUSTOMERS
EXISTING
NEWRELATEDEXISTING
ENTERPRISE / TECHNICAL CAPABILITIES
RELATED NEW
Higher
risk
Higher
risk
EXECUTION RISK GROWS AS A COMPANY INNOVATES AWAY FROM ITS CORE BUSINESS
EVOLVED BUSINESS MODEL
• Related customer value proposition
• Incremental business process changes
• Related customer technologies
• Related skill-sets - modest investments in
training personnel, revised HR policies
• Modified IT systems - modest investments
in system changes
CORE BUSINESS -
CURRENT MODEL
11. BUSINESS MODEL RISK
CUSTOMERS
EXISTING
NEWRELATEDEXISTING
ENTERPRISE / TECHNICAL CAPABILITIES
RELATED NEW
Higher
risk
Higher
risk
EXECUTION RISK GROWS AS A COMPANY INNOVATES AWAY FROM ITS CORE BUSINESS
Execution
Risk
EVOLVED BUSINESS MODEL
• Related customer value proposition
• Incremental business process changes
• Related customer technologies
• Related skill-sets - modest investments in
training personnel, revised HR policies
• Modified IT systems - modest investments
in system changes
CORE BUSINESS -
CURRENT MODEL
NEW BUSINESS MODEL
• New customer value proposition
• New business processes
• New customer technologies
• New skill-sets - major investments in
hiring, new HR policies
• New IT systems – major investments in
new or upgraded systems
12. BUSINESS MODEL RISK
CUSTOMERS
EXISTING
NEWRELATEDEXISTING
ENTERPRISE / TECHNICAL CAPABILITIES
RELATED NEW
Higher
risk
Higher
risk
EXECUTION RISK GROWS AS A COMPANY INNOVATES AWAY FROM ITS CORE BUSINESS
Execution
Risk
EVOLVED BUSINESS MODEL
• Related customer value proposition
• Incremental business process changes
• Related customer technologies
• Related skill-sets - modest investments in
training personnel, revised HR policies
• Modified IT systems - modest investments
in system changes
CORE BUSINESS -
CURRENT MODEL
NEW BUSINESS MODEL
• New customer value proposition
• New business processes
• New customer technologies
• New skill-sets - major investments in
hiring, new HR policies
• New IT systems – major investments in
new or upgraded systems
“Startups have a 90% failure rate…” – Fortune
Magazine, Driven in the Valley: The Startup
Founders Fueling GM’s Future, Sep. 22, 2016
13. WHAT’S A POOR CAPITALIST TO DO?!
RISK IF YOU DO INNOVATE, RISK IF YOU DON’T
Execution
Risk
Margin Risk
15. BALANCE RISK AND BANISH FEAR
THE FOUR FOUNDATIONS OF SUCCESSFUL CORPORATE INNOVATION
16. BALANCE RISK AND BANISH FEAR
Margin
risk
Execution
Risk
LOW-RISK BENEFITS
AGILITY EXECUTION
CUSTOMER-FOCUSED INVESTMENT-GRADE STRATEGY
INNOVATION
FAIL FAST & OFTEN, DISCOVER
& SUCCEED BIG
THE FOUR FOUNDATIONS OF SUCCESSFUL CORPORATE INNOVATION
INNOVATION AGILITY ALIGNMENT
17. CUSTOMER-FOCUSED, INVESTMENT-
GRADE STRATEGY
BUILD A CORPORATE INNOVATION PROGRAM FOR SUCCESS
• Target high return opportunities
• Offer meaningful customer differentiation
• Exploit adjacencies and ensure business fit
18. CUSTOMER-FOCUSED, INVESTMENT-
GRADE STRATEGY
INNOVATION
BUILD A CORPORATE INNOVATION PROGRAM FOR SUCCESS
• Target high return opportunities
• Offer meaningful customer differentiation
• Exploit adjacencies and ensure business fit
• Blue Ocean Strategy
• Jobs To Be Done
• Co-creation
• User interviews
• Brainstorming
• Process re-engineering
19. AGILITY
CUSTOMER-FOCUSED, INVESTMENT-
GRADE STRATEGY
INNOVATION
BUILD A CORPORATE INNOVATION PROGRAM FOR SUCCESS
• Target high return opportunities
• Offer meaningful customer differentiation
• Exploit adjacencies and ensure business fit
• Blue Ocean Strategy
• Jobs To Be Done
• Co-creation
• User interviews
• Brainstorming
• Process re-engineering
• Minimally Viable Product/
Solution
• Dogfooding
• Multi-Generation Project Plan
• Lean
• Critical path
20. AGILITY ALIGNMENT
CUSTOMER-FOCUSED, INVESTMENT-
GRADE STRATEGY
INNOVATION
BUILD A CORPORATE INNOVATION PROGRAM FOR SUCCESS
• Target high return opportunities
• Offer meaningful customer differentiation
• Exploit adjacencies and ensure business fit
• Blue Ocean Strategy
• Jobs To Be Done
• Co-creation
• User interviews
• Brainstorming
• Process re-engineering
• Minimally Viable Product/
Solution
• Dogfooding
• Multi-Generation Project Plan
• Lean
• Critical path
• Leadership support
• Balanced Scorecard
• Aligned organization
• New skills hiring
• Scaled investment
21. AGILITY ALIGNMENT
CUSTOMER-FOCUSED, INVESTMENT-
GRADE STRATEGY
INNOVATION
COMING NEXT: DETAILS OF THE FOUR FOUNDATIONS
INNOVATION BENEFITS
BUILD A CORPORATE INNOVATION PROGRAM FOR SUCCESS
• Target high return opportunities
• Offer meaningful customer differentiation
• Exploit adjacencies and ensure business fit
• Blue Ocean Strategy
• Jobs To Be Done
• Co-creation
• User interviews
• Brainstorming
• Process re-engineering
• Minimally Viable Product/
Solution
• Dogfooding
• Multi-Generation Project Plan
• Lean
• Critical path
• Leadership support
• Balanced Scorecard
• Aligned organization
• New skills hiring
• Scaled investment
Editor's Notes
E.G. IOT, DATA SCIENCE, ARTIFICIAL REALITY, DRONES, AUTONOMOUS VEHICLES