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Building A Collaborative Innovation Playbook - Greg Satell

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For his upcoming book, Mapping Innovation, Greg Satell has researched how people and organizations successfully innovate. In this session, Greg draws upon these insights and provide a playbook for how to define the right innovation strategies for your organization to overcome the specific challenges that your organization faces and dramatically improve your innovation effectiveness.

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Building A Collaborative Innovation Playbook - Greg Satell

  1. 1. Building a Collaborative Innovation Playbook With Greg Satell
  2. 2. About the Conference 6 Education-packed sessions
  3. 3. About Greg Satell Greg Satell Greg Satell is a popular writer, speaker and innovation advisor, whose work has appeared in Harvard Business Review, Forbes, Fast Company, Inc. and other A-list publications. Greg helps organizations grow by identifying the right strategies for the right problems and overcome disruptive threats to their business and their industry. He applies rigorous frameworks, identifies strategic resources and works with enterprises to build an innovation playbook to tackle the challenges of the future. You can find Greg's blog at DigitalTonto.com and on Twitter @DigitalTonto. His first book, Mapping Innovation: A Playbook For Navigating A Disruptive Age will be published by McGraw-Hill in May, 2017.
  4. 4. 4 How Long Does It Take To Go From Discovery To Impact?
  5. 5. 5 The “Next Big Thing” Is Usually 29 Years Old
  6. 6. Alexander Fleming, 1928
  7. 7. Penicillin made available to consumers 1945
  8. 8. 9But the impact didn’t begin un<l the late 1990’s
  9. 9. Charlie Benne6
  10. 10. Turing Machine
  11. 11. Quantum Teleporta=on 1993
  12. 12. Gartner Hype Cycle
  13. 13. 15 We Need To Go Beyond Strategic Planning And Learn How To Do Innovation Planning
  14. 14. 16
  15. 15. 17 1. Identify Problems, Disruptions and Opportunities
  16. 16. Agribusiness
  17. 17. Innova=on Priori=es Present (0-2 Years) Medium Term (2-5 Years) Long Term (5 Years +) Big Data Internet of Things Ver=cal Farming Genomic Products Skills Shortage Climate Change Mapping Priorities
  18. 18. 20 2. Classify Problems
  19. 19. 3 Horizons - Agribusiness Markets Exis<ng Market currently served Exis<ng Market not served New Market Capabili=es Exis<ng Capabili<es already deployed Exis<ng Capabili<es not yet deployed New Capabili<es 21 Big Data/IoT Skills Shortage Ver=cal Farming Genomic Products Climate Change
  20. 20. Opera<onal Checklist Innova=on Priority Technical Specifica=on Job Descrip=on Defined Undefined Defined Undefined Big Data/ IOT Ver=cal Farming Skills Shortage Genomic Products Climate Change X X X X X X X X X X
  21. 21. 23 3. Map The Innova<on Space
  22. 22. Defining Map Parameters 1. How well is the problem defined? 2. How well is the skills domain defined? 24
  23. 23. Innova<on Matrix Problem Defini<on Well Defined Not Well Defined Well Defined Not Well Defined Breakthrough Innova=on Sustaining Innova=on Disrup=ve Innova=on Basic Research Domain Defini<on IoT/Big Data Skills Shortage Ver<cal Farming Climate Change Genomic Products
  24. 24. Innova<on Matrix Strategy Classifica<on Problem Defini<on Well Defined Not Well Defined Well Defined Breakthrough Innova=on Sustaining Innova=on Disrup=ve Innova=on Basic Research Domain Defini<on Experiment Explore Experiment Execute Devote Resources And Manage Process Not Well Defined
  25. 25. Innova<on Matrix Strategy Classifica<on Problem Defini<on Well Defined Not Well Defined Well Defined Breakthrough Innova=on Sustaining Innova=on Disrup=ve Innova=on Basic Research Domain Defini<on Experiment Explore Experiment Execute Iterate Problem Spaces Iterate Solution Spaces Not Well Defined
  26. 26. Innova<on Matrix Strategy Classifica<on Problem Defini<on Well Defined Not Well Defined Well Defined Breakthrough Innova=on Sustaining Innova=on Disrup=ve Innova=on Basic Research Domain Defini<on Experiment Explore Experiment Execute Not Well Defined Probe New Spaces Build New Connections
  27. 27. Innova<on Matrix Strategy Designa<on Problem Defini<on Well Defined Not Well Defined Well Defined Not Well Defined Breakthrough Innova=on Sustaining Innova=on Disrup=ve Innova=on Basic Research Skunk Works Partnerships Open Innova<on PlaZorms Research Divisions Academic Partnership Consor<a Journals & Conferences Roadmapping R&D Labs Design thinking Acquisi<ons VC Model Innova<on Labs 15% / 20% Rule Lean LaunchPad Domain Defini<on
  28. 28. 30 4. Leverage PlaSorms To Access Ecosystems of Talent, Tech and Info
  29. 29. Leveraging PlaSorms Innova=on Opportuni=es Talent Technology Informa=on Big Data/IoT Elance, TopTal AWS, Azure, Bluemix Data.gov. Dept. of Agriculture Skills Shortage Elance, TopTal Ver<cal Farming MIT Open Agriculture Ini<a<ve Genomic Products CRISPR Congress Climate Change Data.gov
  30. 30. 32 5. Transform Business Models
  31. 31. Business Model Transforma<on Present Business Model Op=on 1 Op=on 2 Create Value Deliver Value Capture Value 33 Growing & Distribu<ng Agriculture Products Logis<cs opera<ons + Distributors Gross Margins
  32. 32. Business Model Transforma<on Present Business Model Op=on 1 Op=on 2 Create Value Deliver Value Capture Value 34 Growing & Distribu<ng Agriculture Products Logis<cs opera<ons + Distributors Gross Margins Growing & Distribu<ng Chemical Products Logis<cs opera<ons + Manufacturers Gross Margins
  33. 33. Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) Value Proposition Customer Segment copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer The Value Proposition Canvas strategyzer.com
  34. 34. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com
  35. 35. 37 6. Design An Innova<on Playbook
  36. 36. Innova<on Ecosystem Internal Partner Open Vendor Customer 38
  37. 37. Resource Worksheet Channel Technology Talent Informa=on/Data Internal HR Sensor Data Customer Vendor AWS, Azure, Bluemix Developer Training Geospa<al Data Partner Open Hadoop/Spark Data.gov, USDA 39 Innova<on Priority Big Data/Internet of Things
  38. 38. Resource Worksheet Channel Technology Talent Informa=on/Data Internal Agronomists Customer Marke<ng Data Vendor Partner Venture Capital Firms Open MIT Open Agriculture Ini<a<ve 40 Innova<on Priority Ver=cal Farming
  39. 39. Innova<on Playbook Capabili=es Markets Organiza=onal Structures Business Models Horizon 1 Data Science App Development Tech Recruitment Horizon 2 Chemical Products Developer Training Industrial Sales Team Chemical Alterna<ves Horizon 3 Climate Science Sustainable Agriculture 41
  40. 40. 42 3 Final Takeaways
  41. 41. It’s More Important To Prepare Than Adapt
  42. 42. Be An Explorer Not An Oracle
  43. 43. You Don’t Need A Great Idea You Need A Good Problem
  44. 44. 46 Learn more at www.DigitalTonto.com
  45. 45. 47 Q&A
  46. 46. 48 Don't Miss the Next Session!

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