Disruptive innovation


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Leaders need to manufacture change as a manageable product. This presentation, created for the Better World Alliance and delivered on July 15, 2013, focuses on using the lessons of disruptive innovation as a way to prepare an organization to manufacture change in much the same way we manufacture goods and services.

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  • Disruptive Innovation; Manufacturing Change Change is a known product. It is recognizable as something we can manufacture and manage.  To begin manufacturing change we must first asses our current state by asking questions that measure how well we serve the most basic needs of the organization. Do personal beliefs align with the needs of the organization? Are company goals clear? Do the facts outweigh opinions? Are we navigating with caution or embracing risk? Innovation is a rare and relatively unknown commodity. It is custom built by some of the world’s most successful compares as their key differentiator. To master innovation we must first select a path and in today’s world the greatest rewards lie with disruptive innovation. Generally misunderstood, disruptive innovation is simply the business of looking at an opportunity with the intent to change. When managed correctly this technique can propel your organization, impact culture and drive goals.  However, at the leadership level there are often conflicting beliefs that can influence an organizations ability to adapt and grow. To leverage disruptive innovation we must manufacture change and that process begins at leadership. In this session you will learn to identify your beliefs that are limiting your perception of change and how to nurture the pockets of innovation that surround your organization.
  • The Kübler-Ross model, commonly referred to as the "five stages of grief", is a hypothesis introduced by Elisabeth Kübler-Ross[1] and says that when a person is faced with the reality of impending death or other extreme, awful fate, he or she will experience a series of emotional stages: denial, anger, bargaining, depression, and acceptance (in no specific sequence[citation needed]). This hypothesis was introduced in Kübler-Ross' 1969 book On Death and Dying,
  • Disruptive innovation

    1. 1. Disruptive Innovation M a n u f a c t u r i n g c h a n g e
    2. 2. Introduction • About Me – 20+ Years in technology – Multi-Patented inventor – Transhumanist (H+) – Adult learning expert • B2i Ventures – Healthcare innovation – Human performance improvement • Alinare; a cohen-esrey company – Disruptive platform (banking & portfolio) • GrownNear.com – Disruptive eating Play for the future
    3. 3. What is disruptive innovation? • Broad term – In uses since mid 90’s – Disrupt an existing market – Create new value – Displace earlier/outmoded technology or process • Examples – Apple iPod – BitCoin – Healthspot – Google Goggles • Disruptive innovation in business – Work from the outside in – Open paths to change
    4. 4. 3 keys to change Ideation = Ideation is the creative process of generating, developing, and communicating new ideas, where an idea is understood as a basic element of thought that can be either visual, concrete, or abstract. Ideation comprises all stages of a thought cycle, from innovation, to development, to actualization.[As such, it is an Ideatio n Validat ion
    5. 5. 3 keys to change Validation = a system of independent procedures that are used together for checking that a product, service, or system meets requirements and specifications and that it fulfills its Ideatio n Validat ion
    6. 6. 3 keys to change The Act of Creation by Arthur Koestler. It is a study of the process of Discovery, Invention, I magination, and Creativity in Humor, Science and the Arts…. ….(in which he) Ideatio n Validat ion
    7. 7. WHAT DO YOU CALL IT WHEN CHANGE IS NOT WELCOME? Resistance is inevitable
    8. 8. Disruptive Selection occurs when pressures select against the mean and for the extremes -Darwinism
    9. 9. 3 opportunities for innovation The Organization that dominates the customer experience controls the market by influencing its will on the perception of what is profitable. Innovation demands that organizations manufacture change designed to subvert the Dominant paradigm as a mechanism to grow new customer Customer Experienc e Sales Enableme nt Demand
    10. 10. 3 opportunities for innovation Sales Enablement as the alignment of strategic revenue initiatives to sales execution. Disruptive innovation views the challenge of alignment through the lens of change and puts the emphasis not on what is possible but what is probable and then engineers the organization to support the most likely Customer Experienc e Sales Enableme nt Demand
    11. 11. 3 opportunities for innovation Demand generation is the focus of targeted marketing programs to drive awareness and interest in a company products and/or services. demand generation involves multiple areas of marketing and is really the marriage of marketing programs coupled with a structured sales process. Customer Experienc e Sales Enableme nt Demand
    12. 12. Manufacturing change • Leadership – Communication – Vision – Strategy • Management – clarity – Validation • Individual contributor – Implementation
    13. 13. Review • Change is a process, not an event – Ideation – Validation – Creation • Select an area of innovation – Customer Experience – Sales Enablement – Demand
    14. 14. Doug Richards doug@b2iventures.com http://b2iventures.com @b2Iventures