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The Corporate Innovation Playbook

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"The Corporate Innovation Playbook” is the one of the most comprehensive studies on the pragmatic aspects of getting innovation planned and done inside companies. What are the biggest contributors and barriers to mapping out and implementing innovation inside companies? What are companies doing now?  Why? What is innovation’s potential impact on their overall business? What will change in the future? What are their unfair challenges & advantages vs. startups?

This study, conducted by an futureproofing and transformation firm Wikibrands and built in partnership with global innovation experts at Catalyst3, 5&Vine, IScale, J Five, Liminal, New Cottage Industries & Co, Paul Barter & Associates and Scope Communications, will interview over 40 corporate innovation leaders and survey more than 250+ innovation practitioners and experts to answer these questions and more. We find too much innovation research to be focused on early stage,  elegant but “head in the clouds” observation or strictly academic analysis - we want to distill the DNA of “innovation in the wild”.
We are hoping the results go to some length in providing answers to: improving corporate innovation growth & success rates, identifying the right types of leadership, ambitions and routes to market, presenting relatable lighthouse examples, and understanding the future pace, evolution, attractive business models, headlines and debates facing corporate innovators over the next 5 years.

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The Corporate Innovation Playbook

  1. 1. the 2019/20 CORPORATE INNOVATION PLAYBOOK BEST PRACTICES & FUTURE SHIFTS - BUSINESS MODEL REINVENTION - CORPORATE INNOVATION DNA - DISRUPTIVE, ADJACENT & INCREMENTAL EFFORTS - PRODUCT, SERVICE & PROCESS INNOVATION - leadership - stImUlus - contributors - barriers - ROUTES TO MARkeT - BENCHMARKS - DEBATES WIKIBRANDS
  2. 2. THE HIGHLIGHTS: CORPORATE INNOVATION PLAYBOOK The Corporate Innovation Playbook” is the one of the most comprehensive studies on the pragmatic aspects of getting innovation planned and done inside companies.What are the biggest contributors and barriers to mapping out and implementing innovation inside companies? What are companies doing now?  Why? What is innovation’s potential impact on their overall business? What will change in the future? What are their unfair challenges & advantages vs. startups?  This study, conducted by an futureproofing and transformation firm Wikibrands and built in partnership with global innovation experts at Catalyst3, 5&Vine, IScale,J Five, Liminal, New Cottage Industries & Co, Paul Barter & Associates and Scope Communications, will interview over 40 corporate innovation leaders and survey more than 250+ innovation practitioners and experts to answer these questions and more.We find too much innovation research to be focused on early stage,  elegant but “head in the clouds” observation or strictly academic analysis - we want to distill the DNA of “innovation in the wild”. We are hoping the results go to some length in providing answers to: improving corporate innovation growth & success rates, identifying the right types of leadership, ambitions and routes to market, presenting relatable lighthouse examples, and understanding the future pace, evolution, attractive business models, headlines and debates facing corporate innovators over the next 5 years.
  3. 3. CORPORATE INNOVATION LEADERS: THE REVOLUTION IS ALREADY HERE Source: Google Trends 2004-2018
  4. 4. 50+ QUESTIONS ANswered the 2019/20 CORPORATE INNOVATION PLAYBOOK
  5. 5. INNOVATION: NOW INNOVATION : FUTURE particIpate in our study Background & survey links: www.wiki-brands.com/innovationplaybook
  6. 6. I. Understanding Innovation SCOPE & DEFINITION the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT wiki-brands.com/INNOVATIONPLAYBOOK Current Practices
  7. 7. #1 Problem: Too often innovation research only chases one part of the ecosystem’s opinions. Solution: Our study surveys and interviews a global set of practitioners and experts from 25 different stakeholder areas. #CorporateInnovationPlaybook
  8. 8. #2 Problem: Oftentimes, there are biases between CxOs and specialists; executive floor and front lines. Solution: Our study assesses the differences and perceptions of all levels of the corporate innovation pyramid. @Wikibrands
  9. 9. #3 Problem: Innovation is like the word “love”, there are so many connotations and definitions for it. Solution:The first question in our study & interviews is asking how the experts and practitioners define “innovation” in their world. #CorporateInnovation #BusinessModels
  10. 10. #4 Problem: The people who practice innovation often have different viewpoints than those who need to commercialize it. Solution: Our study teases out key differences between the forces for innovation and the forces for commercialization. Twitter: @Wikibrands
  11. 11. #5 Problem: Companies have a wide variety of reasons why they invest in innovation, some not always rational. Solution: Our study profiles and understands the prevalence & impact of the top 20 reasons why companies commit to innovation efforts. Instagram: @WikibrandsFT
  12. 12. #6 Problem: The value of corporate innovation has come under scrutiny as high profile initiatives fail, companies get disrupted. Solution: Our study asks the corporate innovators to define the value of innovation in their own words. #CorporateInnovationPlaybook
  13. 13. #7 Problem: Corporate Innovation has different approaches, angles and customs throughout the world. Solution: Our study widens the scope by looking at six continents of global innovators’ opinions. www.wiki-brands.com/innovationplaybook
  14. 14. TELL US HOW YOU DEFINE “INNOVATION” Background & survey links: www.wiki-brands.com/innovationplaybook
  15. 15. II. IDENTIFY CURRENT INDUSTRY BARRIERS & CONTRIBUTORS the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK Current Practices
  16. 16. #8 Problem:There isn’t widespread agreement on how well the industry is performing corporate innovation, however, executive boards rank it #17 out of 23 company activities. Solution: Our study puts a mirror up to innovation stakeholders asking them how well they ply their trade. #CorporateInnovation #Barriers #Contributors
  17. 17. #9 Problem: Success in innovation is all relative. Solution: Our study asks innovation professionals how their company’s progress measures up against their history, their industry and world benchmarks. #CorporateInnovationPlaybook
  18. 18. #10 Problem: Some companies are designed to fail in innovation from the outset based on history, leadership, culture or practice. Solution: Our study determines what percentage of companies have the six pre-conditions for innovation in-place. @SeanMoffitt @Andrea_Kates @BarterPaul
  19. 19. #11 Problem: Companies usually have a dominant philosophy and primary innovation decision-making criteria. Solution: Our study understands the success rate and differences between companies of eight different innovation “north star” mandates. #CorporateInnovationPlaybook
  20. 20. #12 Problem: Successful corporate innovation has many nuances. Solution: Our study’s authors are keen observers and actively listen to pearls of wisdom from some of the world’s best that we’ve interviewed. www.wiki-brands.com/innovationplaybook
  21. 21. #13 Problem: Culture can overwhelm vision, strategy, innovation practice and change mgmt. processes for breakfast. Solution: Our study susses out the health and types of company cultures that embrace the innovation imperative. CULTURE MISSION VISION STRATEGY @RahulWRaj @Hjortur @Shazzmack
  22. 22. #14 Problem: Different corporate functional groups and outside support resources have different impacts on innovation. Solution: Our study ranks the performance levels of the key 8 functional players that play roles as innovation stakeholders and leaders. #CorporateInnovationPlaybook
  23. 23. #15 Problem: Innovation curiosity is provoked by many individual, organizational and environmental influences. Solution: Our study determines what innovation areas the key players, thought leaders and stakeholders are interested in the most. @Doverd4s @Rigoler @RolandHarwood
  24. 24. #16 Problem:Funding innovation has become a blood sport for companies; parcelling out how much is right and what’s the best way to evaluate. Solution: Our study asks the question what innovation funding model does each company use and how well that system works. @SeanMoffitt @Andrea_Kates @BarterPaul
  25. 25. #17 Problem: Operating in the innovation sphere is a much tougher challenge than even a few years ago. Solution: Our study looks at the biggest external headwind challenges confronting innovation today. @RahulWRaj @Hjortur @Shazzmack
  26. 26. #18 Problem:Sometimes innovation’s biggest enemy are forces at work inside your company resisting and sabotaging innovation. Solution: Our study understands which among our shortlist of 14 barriers exists as the biggest internal hurdle to overcome. @Doverd4s @Rigoler @RolandHarwood
  27. 27. #19 Problem: Innovation isn’t formulaic, sometimes great successes start from strange places. Solution: Our study is curious about the novel, interesting and creative sparks practiced inside the most innovative companies. @SeanMoffitt @Andrea_Kates @BarterPaul
  28. 28. CHIMe IN ON KEY “INNOVATION” BARRIERS & CONTRIBUTORS Background & survey links: www.wiki-brands.com/innovationplaybook
  29. 29. III. DIAGNOSING Innovation LEADERSHIP, AMBITIONS & ROUTES TO MARKET Current Practices the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK
  30. 30. #20 Problem: Functional alignment, fit & proximity to the CEO can all have a big effect on innovation success. Solution: Our study cross filters the success rate of innovation based on seniorioty and functional leadership. #CorporateInnovation #Leadership
  31. 31. #21 Problem: The organizational structure of innovation leadership is quite different from company to company. Solution: Our study looks at the incidence and success of 8 different types of innovation organizational structures. @RahulWRaj @Hjortur @Shazzmack
  32. 32. #22 Problem: Traits of leadership can have a big effect on integrating and commercializing innovation, as frequently success is interrelated with others. Solution: Our study looks deeply at the individual leadership success factors suitable for innovation. @Doverd4s @Rigoler @RolandHarwood
  33. 33. #23 Problem: There are no Academy Awards or Nobel Prizes for Innovation. Solution: We’ve ask the industry themselves to rate the best innovation companies inside and outside their own industries. #CorporateInnovation #GoldStandards
  34. 34. #24 Problem: Innovation sometimes can be a catch-all term to define innovation singles, doubles and home runs. Solution: Our study assesses the weight of effort applied against incremental, adjacent and breakthrough innovation. #CorporateInnovationPlaybook #Horizons
  35. 35. #25 Problem: Innovation can cut across different configurations, offerings, experiences or technologies. Solution: Our study assesses the weight of effort applied against 12 distinct categories of applied innovation. Linkedin: WIkibrands
  36. 36. #26 Problem: Agility has become increasingly important in innovation as business models and technology shift windows shorten. Solution: Our study looks at speed as an important dynamic and attempts to understand how fast is too fast or not fast enough. #CorporateInnovationPlaybook #Speed
  37. 37. #27 Problem: Every right-minded executive says they want innovation, but how much risk are they really taking for the reward? Solution: Our study assesses the risk calculus innovation leaders are incorporating into their practices. #CorporateInnovationPlaybook #Risk
  38. 38. Solution: Our study assesses the weight of effort against new market/audience development vs. new product/service development. #CorporateInnovationPlaybook #ProductMarketFit #28 Problem:Establishing the right product-market fit can be very important, but do companies skew their innovation efforts one way or the other?
  39. 39. #29 Problem: Different innovation schools of thought and operating practices promote a skewed focus on the problem or solution. Solution: Our study assesses the weight of effort applied against tackling big problems/challenges vs. capitalizing on big solutions/opportunities. #CorprateInnovationPlaybook #ProblemSolution PROBLEM SOLUTION
  40. 40. #30 Problem: There are no defined rules on the best type of innovation leadership experience. Solution: Our study discovers patterns on how companies appoint their innovation leaders based on deep domain expertise vs. general business acumen. #CorporateInnovationPlaybook #Deep vs. #Broad BROAD DEEP
  41. 41. #31 Problem:The corporate innovation world is populated with many leading theories on the best approaches. Solution: Our study asks which innovation “schools” of thought are most practiced and endorsed, particularly those among the 14 on our short list. #CorporateInnovationPlaybook #InnovationSchools
  42. 42. #32 Problem: The corporate innovation world has many different routes to innovation & market; which is preferred remains a subject of dissension. Solution: Our study asks which among the 16 different innovation paths are best (and in what circumstances). #CorporateInnovationPlaybook #RoutestoInnovation
  43. 43. WHAT GUIDES YOUR “INNOVATION”? Background & survey links: www.wiki-brands.com/innovationplaybook
  44. 44. IV. FORECASTING BUSINESS MODELS & TECHNOLOGIES Future Foresights the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK
  45. 45. #33-36 Problem:There is an exciting array of business models that have been added to the traditional set, but which is the best to consider for the future? Solution: Our study asks the innovation experts their relative confidence in the 32 different business models of the future. #CorporateInnovationPlaybook #32BusinessModels
  46. 46. #37-38 Problem:There is an emerging set of technologies and digital enablers that will power the next 5 years, but what are the best tech horses to bet on ? Solution: Our study looks at where the innovation experts forecast their top technology investments and their most interesting applications. #CorporateInnovationPlaybook #Emerging30
  47. 47. WHAT will power YOUR “INNOVATION” FUTURE? Background & survey links: www.wiki-brands.com/innovationplaybook
  48. 48. V. COMPILING WISH LISTS, GOLD STANDARDS, THREATS & COMPARISONS TO STARTUPS Future Foresights the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK
  49. 49. #39 Problem:The past is no longer a sure predictor of the future; scenario planning, imagining futures and a degree of hope all play roles now. Solution: Our study asks the thought leaders and experts their “magic wand” aspirations for where innovation is headed over the next 5 years. #CorporateInnovationPlaybook
  50. 50. #40 Problem: There are so many influences on corporate innovation, who do people really listen to? Solution: Our study asks the community who are the best innovation experts they read, listen or watch (and who to ensure we include in our study). #CorporateInnovationPlaybook #TheExperts
  51. 51. #41 Problem: There are many traditional and new media dedicated to corporate innovation, what sources are best? Solution: Our study asks the community what innovation books, websites, blogs and other forms of inspiration they consume. #CorporateInnovationPlaybook #TheInfluencers
  52. 52. #42 Problem: Threats can come from anywhere in this fast moving, anything-is-possible age… Solution: Our study asks the corporate innovation leaders where the most likely threats to their core business will come from over the next five years. #CorporateInnovationPlaybook #Threats
  53. 53. #43 Problem: Disruptive startups have been messing with corporate success for the last decade. Solution: Our study asks the corporate innovation pros what one thing they would steal from startups and plant in their own corporate cultures and/or practices. #CorporateInnovationPlaybook #Advantage #Startups
  54. 54. #44 Problem: Corporate companies have a number of unfair, perhaps unleveraged, advantages that startups envy. Solution: Our study asks the corporate innovation heavyweights what advantage of size and scale is not being used well enough to innovate and defend against startups. #CorporateInnovationPlaybook #Advantage #Corporate
  55. 55. #45 Problem: Success in innovation is now much more reliant on networks, communities and partnerships. Solution: Our study asks the corporate innovators what is the top reason to partner/acquire another firm in the future and what type of institution would be their preferred innovation partner. #CorporateInnovationPlaybook #Partners
  56. 56. WHAT’S ON YOUR “INNOVATION” WISH LIST? Background & survey links: www.wiki-brands.com/innovationplaybook
  57. 57. VI. PROGNOSTICATING KEY HEADLINES & DEBATES Future Foresights the 2019/20 CORPORATE INNOVATION PLAYBOOK VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK
  58. 58. #46 Problem:The world has changed so fast already, people need to be making big investments on where developing innovation is headed. Solution: Our study asks the thought leaders and futurists where the discipline of corporate innovation is headed next. #CorporateInnovationPlaybook #TheFuture
  59. 59. #47 Problem:The sources of corporate innovation failure and resistance can be upstream, mid-stream or downstream. Solution: Our study asks the thought leaders where they are spending the most time to shore up gaps in the future. #CorporateInnovationPlaybook #MindTheGaps
  60. 60. #48 Problem:What makes a good innovation leader today may not make a good one tomorrow. Solution: Our study asks the practitioners to consider what innovation traits they will need to have more abundantly in the future. #CorporateInnovationPlaybook #Leadership
  61. 61. #49 Problem:Innovation arouses the passions of its practitioner set, as it involves guessing about an undetermined future. Solution: Our study asks the thought leaders what the big corporate innovation debates will revolve around over the next five years. #CorporateInnovationPlaybook #BigDebates
  62. 62. #50 Problem:Corporate innovation struggles with how open networks, systems, business models and networks should be. Solution: Our study asks the thought leaders where the trend to open or closed innovation moves to in the next five years. #CorporateInnovationPlaybook #Open or #Closed
  63. 63. #51 Problem:Of all types of entities, corporate innovation needs to most decide whether their innovation focus will be global or local. Solution: Our study asks the thought leaders where the trend to a global, centralized or local, decentralized focus moves to over the next five years. #CorporateInnovationPlaybook #Global or #Local
  64. 64. #52 Problem:Corporate Innovation plays with two dimensions - advanced data & analysis and advanced intuition & creativity. Solution: Our study asks the thought leaders where the trend to left brain vs. right brain innovation lands on over the next five years. #CorporateInnovationPlaybook #Data or #Intuition
  65. 65. WHAT’S are we talking about in 2022 “INNOVATION-WISE”? Background & survey links: www.wiki-brands.com/innovationplaybook
  66. 66. WIKIBRANDS TAKE THE HOLY GRAIL OF INNOVATION SURVEYS Our Study Hub: www.wiki-brands.com/innovationplaybook Current Practices & Beliefs: https://www.surveymonkey.com/r/innovationplaybooka Future Foresights & Business Models: https://www.surveymonkey.com/r/innovationplaybooka
  67. 67. The CORPORATE INNOVATION PlayBOOK STUDY AUTHORS - 220+ YEARS OF HARD-WON INNOVATION EXPERIENCE Sean Moffitt Managing Director,Wikibrands Andrea Kates Managing Partner, ISCALE Paul Barter Managing Partner, Paul Barter & Associates Sharon McIntyre Co-founder, New Cottage Industries & Co. Rahul Raj Founder & CMO, 5&Vine Mary Graham Principal, Catalyst3 Hjörtur Smárason Founder, Scope Communications Monique Blough Director,J5 Design Mike Dover Managing Partner, Socialstruct Roland Harwood Founder & Director, Liminal ,
  68. 68. The CORPORATE INNOVATION PlayBOOK SUPPORTING PARTNERS - TOGETHER WE ARE BETTER WIKIBRANDSFUTUREPROOFING & TRANSFORMATION www.wiki-brands.com www.i-scale.io www.paulbarter.com www.5andvine.com www.catalyst3.ca www.newcottageindustries.com http://scopecommunications.dk www.jfive.com https://www.weareliminal.co
  69. 69. FIVE LEVELS OF WIKIBRAND ENGAGEMENTS… KICKSTARTERS (1/2 Day) WORKSHOPS (1-3 DAYS) DEEP DIVES (1-4 WEEKS) PARTNERED (1-9 MONTHS) Expert-sourced (3 MONTHS - 2 YEARS) Keynote Presentations business team WORKSHOPS training programs transformation audiTs/REPORTS SPECIAL project leadership thoughtleader camps innovation offsites industry roundtables proprietary research transformation engagements executive briefings executive bootcamps issue-specific LabS initiative consulting digital accelerator
  70. 70. Our website hub: www.wiki-brands.com Other Connections: @wikibrands wikibrands wikibrands wikibrandsFT wikibrandsFT search Amazon hello@wiki-brands.com Wikibrands - The ON-DEMAND Futureproofing & Transformation Experts www.wiki-brands.com

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