...
Table of Con t en t s 	  Meet	  The	  Team:..................................................................................
 Meet The Team:	  	  Evan	  Baechler	  –	  Baechler@uoregon.edu	  	                              SCHOOL:	  University	  of...
Cydney	  Ross	  –	  cydney.ross@duke.edu	                                    	                                    SCHOOL:	...
Project ApproachOverview	  of	  the	  Problem	  Business	  Problem:	  Lack	  of	  existing	  structure,	  framework	  in	 ...
•   Complete	  a	  small	  case	  study	  on	  each	  of	  these	  departments	  documenting	  best	             practices...
-­‐Serve	  marketplace	  transformation;	  lead	  with	  Direct-­‐	  to	  Consumer.	  -­‐Deliver	  category	  offense	  wi...
Appendix B: External Supply Chain Case Studies	  Safeway and Kraft (2004)	  Kraft	  needed	  help	  innovating	  in	  thei...
months,	  the	  teams	  present	  to	  judges,	  who	  are	  also	  executive	  members	  of	  the	  corporation.	  The	  ...
 	  Novo	  Nordisk:	  used	  first	  hand	  observation	  to	  mobilize	  teams	  in	  several	  developing	  countries	  ...
Appendix C: internal Supply Chain failure (2001-02)http://wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422333.cw/content/i...
Results	  of	  i2	  failure:	       • Products	  were	  double	  ordered.	  Once	  by	  i2,	  and	  again	  by	  old	  sys...
Prototyping the IDEO Way	  Deep	  dive	  approach:	  focus	  intensively	  for	  an	  entire	  day	  to	  generate	  a	  l...
 Appendix F: Rotational Development Program	  Appendix G: Offsite Plan Example	  Theme:	  Outside-­‐in	  /	  Inside-­‐out	...
11:30	  AM	  –	  Breakout	  in	  teams	  1:00	  PM	  –	  Lunch:	  Dim	  Sum	  2:00	  PM	  –	  More	  time	  to	  work	  in...
Everybody	  on	  this	  list	  sits	  in	  Jerry	  Rice	  (East	  Wing)	  floor	  2	  	  You	  know	  how	  to	  turn	  an...
 	  	  Task 1: TwitterWe’ve	  set	  up	  a	  Twitter	  account	  for	  you.	  This	  will	  help	  you	  find	  content	  ...
Google+	  Checklist	  	        Establish	  a	  Supply-­‐chain	  specific	  circle	  (circles	  are	  groupings	  for	  yo...
Task 4: GroupMeGroupMe	  is	  a	  group	  texting	  social	  networking	  tool.	  It	  is	  a	  great	  way	  to	  ideate	...
Other Digital ToolsHere	  is	  a	  list	  of	  other	  digital	  tools	  that	  Supply	  Chain	  might	  leverage	  toward...
 	     	     21	  
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Supply chain innovation appendix

  1. 1.                                                                               Summer 2011       1  
  2. 2. Table of Con t en t s  Meet  The  Team:........................................................................................................................3  Project  Approach .....................................................................................................................5  Appendix  A:  Supply  Chain  Website  Overview................................................................6  Appendix  B:  External  Supply  Chain  Case  Studies..........................................................8   More  Innovation  Around  The  Marketplace: ............................................................................ 9   Manufacturing  Firm  Innovation  Trends:................................................................................10  Appendix  C:  internal  Supply  Chain  failure  (2001-­02).............................................. 11  Appendix  D:  IDEO  –  innovation  consulting  co.  –  Case  Study .................................. 12   Innovation  the  IDEO  Way.............................................................................................................12   Prototyping  the  IDEO  Way...........................................................................................................13  Appendix  E:  Nike  Zoo  innovation  insight ..................................................................... 13  Appendix  F:  Rotational  Development  Program ......................................................... 14  Appendix  G:  Offsite  Plan  Example................................................................................... 14  Appendix  G:  Your  New  Digital  Roster ............................................................................ 15  Digital  Scavenger  Hunt ....................................................................................................... 16   Task  1:  Twitter ................................................................................................................................17   Task  2:  Google+ ...............................................................................................................................17   Task  3:  Google  Reader...................................................................................................................18   Task  4:  GroupMe .............................................................................................................................19   Task  5:  Tumblr ................................................................................................................................19   Other  Digital  Tools .........................................................................................................................20   Stay  in  Touch!...................................................................................................................................20       2  
  3. 3.  Meet The Team:    Evan  Baechler  –  Baechler@uoregon.edu     SCHOOL:  University  of  Oregon,  BA  Sports  Business   GRADUATION  DATE:  June  2012     DEPARTMENT:  Global  Digital         FAVORITE  SPORT:  Soccer,  Lacrosse   INTERESTS/HOBBIES:  Drums,  digital  art,  travel,  barbecuing   FAVORITE  NIKE  PRODUCT:  Airforce  1  Mid  (all  black)          Tierney  O’Rourke  –  torourke91@gmail.com     SCHOOL:  Stanford  University,  BA  American  studies,  Human  Biology   GRADUATION  DATE:  June  2013     DEPARTMENT:  Brand  Design  -­‐  Writing       FAVORITE  SPORT:  Crew   INTERESTS/HOBBIES:  Rowing,  running,  hiking,  baking   FAVORITE  NIKE  PRODUCT:  Tempo  running  shorts          Rory  Blanche  –  gotair@charter.net     SCHOOL:  W.  Washington  Univ,  BS  Manufacturing  Engineering  Tech.   GRADUATION  DATE:  June  2012     TITLE:  IHM  -­‐  Design  Engineering       FAVORITE  SPORT:  Basketball   INTERESTS/HOBBIES:  Snowboarding,  mountain  biking,  sports  equip.   FAVORITE  NIKE  PRODUCT:  Huarache  2K4,  Jordan  XI,  Hyperdunk         3  
  4. 4. Cydney  Ross  –  cydney.ross@duke.edu     SCHOOL:  Duke  University,  BA  Public  Policy   GRADUATION  DATE:  May  2012       DEPARTMENT:  Olympic  Sports  Marketing     FAVORITE  SPORT:  Track  and  college  Basketball     INTERESTS/HOBBIES:  Running,  hanging  with  friends,  reality  TV     FAVORITE  NIKE  PRODUCT:  Nike  Pro  Spandex,  Nike  Free      Marika  Zumbro  –  mzumbro@gmail.com     SCHOOL:  Harvard  University,  BA  Psychology   GRADUATION  DATE:  May  2012       DEPARTMENT:  IT  Service  Delivery     FAVORITE  SPORT:  Softball   INTERESTS/HOBBIES:  Sports,  movies,  and  dance   FAVORITE  NIKE  PRODUCT:  Shoes          Tanner  Gardner  –  tgardner@mba2012.hbs.edu     SCHOOL:  Harvard  Business  School,  MBA     GRADUATION  DATE:  June  2012     DEPARTMENT:  Strategic  Planning  Intern         FAVORITE  SPORT:  Wrestling   INTERESTS/HOBBIES:  Running,  golfing,  wrestling,  traveling   FAVORITE  NIKE  PRODUCT:  Beijing  Wrestling  Shoes      Bree  McArdle  –  bm07d@fsu.edu         SCHOOL:  Florida  State  University,  BS  Business  MKTG  &  HR  MGMT     GRADUATION  DATE:  Spring  2011         DEPARTMENT:  Retail  Brand  Presentation             FAVORITE  SPORT:  Track     INTERESTS/HOBBIES:  soccer,  rugby,  triathlon,  going  to  the  beach   FAVORITE  NIKE  PRODUCT:  Nike  racing  flats         4  
  5. 5. Project ApproachOverview  of  the  Problem  Business  Problem:  Lack  of  existing  structure,  framework  in  approach  to  innovation  within  Supply  Chain  /  Operations  organization.  This  results  in  being  opportunistic  and  reactive  to  best  practices  and  trends,  rather  than  being  the  “first  in  market  –  or  trend-­‐setter”  as  it  relates  to  supply  chain  development    Provide  any  more  details  based  on  interview  with  Nikhil  /  Deb  /  others  on  team.    3  Sub-­‐groups:      Current  State  of  the  Supply  Chain  Organization,  focusing  on  innovation:    Bree  and  Tanner   • Overview  of  dept  (mission,  organization,  supply  chain  flow  chart,  etc.)   • Current  process  for  innovation   • Description  of  any  previous  efforts  to  improve  the  innovation  process    External  Benchmarking  innovation:    Cydney  and  Mari   • Identify  2-­‐3  companies  that  have  strong  innovation  organizations   o Look  at  a  possible  Forbes  list  (100  most  innovative  companies)   o Google   • Complete  a  small  case  study  on  each  of  these  organizations  documenting  best   practices  and  areas  that  may  not  work  so  well   • Could  supplement  this  with  a  small  amount  of  academic  research   o Lots  of  academic  reviews/research,  etc.  on  Ideo    Internal  Benchmarking  innovation:  Evan,  Rory,  Tierney   • Identify  2-­‐3  departments  at  NIKE  with  strong  innovation  processes   o Innovation  Kitchen  (Tierney)    Aaron  Cooper,  Innovation  Design  Lead,  Pantry    Intern  in  Innovation  Kitchen/Pantry:  Anthony  DeRothschild    Dave  Schenone,  Innovation  Kitchen,  customization,  local  for  local   o Brand  Innovations  (Rory)    Byron  Merritt  (asst:  Jolene  Driscoll)    Jeff  Cha   o IHM  (Rory)   o Knit  Cave   o Supply  Chain  (Rory)   o Sharla  Settlemier,  Senior  Director  of  Sustainable  Manuafcturing   o Digital  (Evan)    Jesse  Stollak:  Director       5  
  6. 6. • Complete  a  small  case  study  on  each  of  these  departments  documenting  best   practices  and  areas  that  may  not  work  so  well  (based  on  interviews  with  folks  in   these  organizations  and  also  any  documents  they  may  have  on  innovation    Current  Position  vs.  Benchmarks  Show  how  the  Supply  Chain  organization’s  innovation  process  compares  to  that  of  others  top  innovation  organization  and  departments  at  NIKE    Go-­‐forward  strategic  options  and  recommendations   • Based  on  benchmarking,  layout  2-­‐4  feasible  go-­‐forward  options  for  an  innovation   frameworks  within  supply  chain   • Potentially  lay  out  some  additional  ‘stretch’  ideas  that  may  not  be  feasible  now   but  in  the  future   • Recommend  one  specific  option    Tactics  and  challenges  to  achieving  recommendation   • Layout  some  key  tactics  on  how  the  organization  can  get  from  where  it  is  today   to  the  recommended  future  state   • Identify  key  risks  to  achieving  the  recommendation  and  propose  ideas  to   mitigate  those  risks  Appendix A: Supply Chain Website Overview  Basic  and  Shortened  Nike  Supply  Chain  Information  on  Nike  Zero:  (http://zero.nike.com/supply_chain/index.html)    At  its  core,  supply  chain  =  deliver  in  full  on  time  with  minimal  cost  and  inventory.    A  simple  concept  but  one  we  must  execute  across  the  globe  in  over  160  countries,  with  650,000+  SKUs,  from  1000  factories,  in  100,000+  stores.    Our  supply  chain  is  a  complex  network  of  people,  products,  partners  (suppliers,  customers),  physical  locations  (factories,  distribution  centers,  stores),  and  information  systems.      Global  Network:  We  source  in  53  countries  and  deliver  products  in  over  160  countries  around  the  globe.  To  do  that  there  are  core  activities  in  the  supply  chain:  Plan-­‐Design-­‐Source-­‐Develop-­‐  Forecast-­‐Sell  in-­‐Buy-­‐Make-­‐Allocate-­‐Deliver-­‐Sell  Through-­‐  Clean  up.    Strategic  Plan  Supply  Chain’s  objective  is  to  win  at  the  moment  of  truth:  right  product,  right  place,  right  time.    Strategic  Priorities:       6  
  7. 7. -­‐Serve  marketplace  transformation;  lead  with  Direct-­‐  to  Consumer.  -­‐Deliver  category  offense  with  precision,  speed  and  flexibility.  -­‐Embed  multiple  business  models  in  our  DNA-­‐  Always  available  first.  -­‐Perfect  end  to  end  “value  chain”  planning  and  execution.  -­‐Unleash  the  power  of  the  portfolio-­‐  leverage  to  accelerate  growth.  (Each  of  these  priorities  are  elaborated  on  the  website  with  statistics  included).    Foundation  of  Priorities  -­‐Drive  execution  discipline  and  accelerate  continuous  improvement.  -­‐Develop  and  inspire  diverse,  high-­‐performing  teams  -­‐Innovate  for  a  better  supply  chain,  and  a  better  world    On  the  website  under  Nike  Corporate  Strategy  there  is  a  Nike  Brand  Strategic  House  diagram  which  outlines  the  companies  map  of  their  potential  through  to  the  year  2013.    Strategy  Development  The  Strategy  Deployment  process  encompasses  both  the  development  and  the  execution  of  strategy.  Key  changes  being  made  to  improve  the  efficiency  and  the  effectiveness  of  the  process  are:  Orchestrated  annual  set  of  events  and  deliverables  that  align  with  corporate  strategic  planning  processPlaybook  with  tools,  techniques,  roles  and  responsibilities,  guides  for  each  phase  of  deploymentRigor  and  discipline  with  investment  in  time  for  x-­‐org  alignment  and  engagement    Performance  Management  The  Global  Operations  Supply  Chain  performance  management  team  facilitates  a  monthly  supply  chain  performance  review  process.  This  includes  setting  targets,  collecting  data,  reporting,  reviewing,  and  driving  actions  as  result  of  gap  analyses.  The  Supply  Chain  review  process  is  part  of  the  broader  Sales  and  Operations  Planning  (S&OP)  framework,  through  which  representatives  from  the  stakeholder  groups  come  together  to  optimize  the  demand/supply  match  and  to  look  into  escalated  issues.  Within  Nike  Operations,  there  is  close  collaboration  across  functional  areas  (Merchandising,  Planning,  Sourcing/Manufacturing,  Sales),  across  Footwear  and  Apparel,  with  the  Category  team,  and  between  the  six  Geographies.    Examples  of  Nike  trying  to  improve  Strategic  Development  and  Supply  Chain:  Article:  ‘Strategy  Deployment  in  Japan  and  Greater  China.’  Basically  two  Nike  workers  travelled  overseas  to  support  the  Greater  China  and  Japan  teams  with  the  creation  of  strategic  plans  through  “Strategy  Deployment”  workshops.       7  
  8. 8. Appendix B: External Supply Chain Case Studies  Safeway and Kraft (2004)  Kraft  needed  help  innovating  in  their  supply  chain  to  provide  the  best  possible  service  to  their  customers  and  increase  revenue.  IDEO  helped  to  facilitate  a  series  of  workshops  between  members  of  Supply  Chain,  Merchandising,  Procurement,  Sales,  and  Human  Resources  representatives  from  both  Kraft  and  its  retail  supermarket  customers.  Using  structured  brainstorms,  field  observations  at  stores  and  distribution  centers,  inspirational  observations  at  analogous  companies,  employee  interviews,  and  quick  prototyping  of  new  tools,  the  teams  convened  several  times  over  an  18-­‐month  period  to  share  learnings,  brainstorm  further  solutions,  and  implement  changes.  One  of  which  was  pre-­‐packed  retail  displays  (photo).  Over  the  course  of  a  year,  one  team  from  Safeway  saw  an  162%  increase  in  sales  in  a  certain  product.  Kraft  and  Safeway  have  continued  to  use  the  skills,  networks,  and  collaborative  strategy  to  keep  innovating  in  the  future.    http://www.ideo.com/work/safeway-­‐supply-­‐chain-­‐innovation-­‐for-­‐kraft        Qualcomm Venture Fest (QVF):  In  2006,  Qualcomm  CEO’s  launched  the  Venture  Fest  competition  to  develop  entrepreneurial  leaders,  promote  innovation,  discover  new  opportunities,  and  experiment  with  management  innovation  practices  amongst  employees.  QVF  is  a  yearly  competition  open  to  all  full-­‐time  employees,  where  they  are  required  to  submit  a  short  business  plan  summary.  The  submission  period  is  open  for  about  six  months,  followed  by  a  finalist  selection  process  lasting  about  6  weeks.  Once  the  finalists  are  selected,  each  finalist  must  recruit  a  diverse  team  of  3-­‐10  volunteers  and  they  undergo  a  3  month  corporate  entrepreneurship  and  innovation  boot  camp.  The  boot  camp  consists  of  core  and  elective  courses  taught  by  specialists  in  fields  such  as  financial  analysis  and  intellectual  property.  Teams  are  also  given  a  small  fund  for  outside  costs.  After  three       8  
  9. 9. months,  the  teams  present  to  judges,  who  are  also  executive  members  of  the  corporation.  The  top  3  teams  are  given  another  round  of  funding  so  that  they  can  continue  to  work  on  the  projects  in  order  to  ultimately  reach  market  launch  or  to  keep  it  brewing  in  research  and  development.  QVF  saw  a  50%  increase  in  participation  from  one  year  to  the  next,  75%  receive  funding  for  proof-­‐of-­‐concept  activities,  and  ultimately,  about  20%  of  business  plans  are  implemented  as  new  businesses.    Saturn:  Saturn  has  set  the  bar  for  customer  loyalty  with  their  after-­‐sales  service  and  supply  chain  efficiency.    They  have  taken  the  concept  of  jointly  managed  inventory  and  refined  it  to  their  needs.    This  means  each  Saturn  retail  branch  works  together  to  distribute  parts  and  efficiently  respond  to  the  customer’s  needs.    For  example,  if  a  car  from  one  region  needs  a  specific  part  and  the  branch  in  that  region  is  not  currently  carrying  it,  the  other  branches  nearby  will  quickly  respond  to  the  call  to  get  them  the  part  as  soon  as  possible.    This  is  different  from  other  companies  in  which  the  branches  are  competing  for  more  customers  and  sales  rather  than  working  together.    Because  of  this  method  of  delivery  Saturn  is  the  highest  ranking  car  company  for  part  availability  and  customer  loyalty  and  satisfaction.    The  pull  system  strategy  is  based  on  target  levels  which  means  that  single-­‐piece  flow  and  one-­‐for-­‐one  replenishment  creates  the  least  amount  of  waste  while  still  efficiently  responding  to  demand.    The  branches  do  not  position  inventory  in  advance  based  on  forecast  consumption,  which  is  necessary  with  the  unpredictable  nature  of  the  demand  of  parts.        More Innovation Around The Marketplace:  3M  Co:  scientists  can  spend  15%  of  their  time  on  projects  they  dream  up  themselves,  &  the  co.  has  set  procedures  to  take  bright  ideas  forward,  including  grants  &venture  funding.    Google  Inc:  allows  its  researchers  to  devote  20%  of  their  schedules  to  play  time,  pursuing  their  own  ideas  and  projects.  The  company  credits  this  policy  with  fostering  many  of  i  ts  important  product  innovations,  including  Gmail,  its  popular  Web-­‐based  email  service.        BMW  AG:  (and  others)  uses  websites  as  open  invitation  for  new  ideas.  Through  its  Virtual  Innovation  Agency,  BMW  invites  ideas  from  “small  and  medium-­‐sized  innovative  companies”  on  the  Web.        Many  companies  use  teams  of  writers  with  diverse  perspectives  to  create  complex  scenarios  of  what  future  markets  may  look  like.  The  writers  try  to  imagine  detailed  opportunities  and  threats  for  their  companies,  partners  and  collaborators.           9  
  10. 10.    Novo  Nordisk:  used  first  hand  observation  to  mobilize  teams  in  several  developing  countries  to  research  how  health  systems  with  limited  resources  were  handling  diabetes  care.  The  result  was  a  rich  picture  of  the  market,  the  needs  that  weren’t  being  met,  and  fertile  suggestions  for  alternative  products  and  services  that  might  be  delivered.          Some  companies  seek  innovation  partners  with  whom  they  wouldn’t  normally  work,  and  who  might  bring  a  fresh  perspective.  Doctors  at  the  Great  Ormond  Street  Hospital  for  Children  in  London,  for  example,  consulted  with  members  of  a  pit-­‐stop  crew  from  Italy’s  Ferrari  Formula  One  motor-­‐racing  team  to  explore  ways  of  improving  how  children  were  being  moved  out  of  heart  surgery  and  into  intensive  care    http://online.wsj.com/article/SB10001424052970204830304574133562888635626.html      Manufacturing Firm Innovation Trends:  Source:  “Innovative  characteristics  of  small  manufacturing  firms.”  The  Journal  of  Small  Business  and  Enterprise  Development;  (2006).           10  
  11. 11. Appendix C: internal Supply Chain failure (2001-02)http://wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422333.cw/content/index    Background:  Beginning  in  early  1990s,  NIKE  is  so  large  it  cannot  accurately  predict  demands.  NIKE  is  also  sluggish  to  react  to  demand  changes,  taking  a  month  for  production  schedules  to  transition.  As  a  result,  retailers  experience  stock  outs  of  popular  show/apparel  models,  while  running  surpluses  of  less  popular  product  forcing  drastic  discounting.  To  better  predict  demand  and  improve  flexibility  of  supply-­‐chain,  NIKE:     • Installs  Systems,  Applications  and  Processing  (SAP)  supply-­‐chain  management   system  in  late  90s.   • Installs  intranet  in  ‘97  hoping  to  more  accurately  understand  and  rapidly  react  to   local  style  demand  by  connecting  geographies  with  WHQ.   • Spends  $400  million  to  install  customized  i2  supply-­‐chain  management  system  in   2001.    All  these  implementations  fell  well  short  of  NIKE’s  expectations.  The  most  expensive  and  damaging  from  a  PR  perspective  was  the  i2  failure,  highlighted  below.    i2  Failure:  The  i2  system  likely  failed  because  it  was  a  highly  customized  version,  implementation  was  poorly  managed,  and  i2  had  certain  flaws.    Customization:  NIKE  worked  closely  with  i2  to  implement  a  highly  customized  version  of  the  software,  and  then  link  it  to  existing  back-­‐end  systems.  However,  the  customization  caused  managers  to  skew  from  proven  i2  implantation  methodologies  resulting  in  an  unstable  launch.    Poor  Management:  Phil  Knight  (the  CEO  at  the  time)  made  comments  implying  he  hadn’t  created  nor  approved  checkpoints  for  i2  implementation,  and  he  couldn’t  track  the  expenditure  of  the  $400  million.  i2  also  went  live  to  1000s  of  suppliers/manufacturers  instead  of  an  incremental  launch.  This  made  isolating  problems  impossible.    Flaws:  Kmart  who  has  similar  complexities  in  its  forecasting  and  supply-­‐chain,  also  reported  problems  with  i2  software.  i2  salespeople  make  bold  promises  that  their  software  doesnt  always  live  up.         11  
  12. 12. Results  of  i2  failure:   • Products  were  double  ordered.  Once  by  i2,  and  again  by  old  systems   • Inventory  problems  persist  for  6-­‐9  months   • Profits  decline  from  50-­‐55¢/share  to  35  -­‐40¢/share.   • Problems  would  cost  $80  million  to  $100  million  in  sales  for  that  quarter    Appendix D: IDEO – innovation consulting co. – Case StudyInnovation the IDEO Way1)  Determine  your  Innovation  Bias   • Human:  “How  might  we  become  more  relevant  to  people  outside  our  existing   markets?”   • Technology:  “How  might  we  leverage  this  new  technology  in  the  marketplace?”   • Business:  “How  might  innovation  allow  us  to  grab  share  from  our  competitors  in   the  growing  market?”    2)  L  with  human  needs  and  balance  all  3  perspectives     • Innovate  experiences  that  make  life  better  for  people   • IDEO  ways  to  grow   o Create  growth  and  innovation  goal   o Assess  outcomes  to  manage  innovation   o Get  started    Brainstorming the IDEO Way     • Bosses  don’t  get  to  speak  first   • Stay  focused  on  the  topic   • Defer  judgment  to  avoid  interrupting  the  flow  of  ideas   • Build  on  the  ideas  of  others   • hold  only  one  conversation  at  a  time   • go  for  quantity   • Everybody  doesn’t  need  a  turn   • No  experts  period   • Anything  goes,  wacky  is  fine     • Be  Visual   • If  an  idea  doesn’t  sound  ridiculous  at  first,  it’s  probably  not  a  good  idea         12  
  13. 13. Prototyping the IDEO Way  Deep  dive  approach:  focus  intensively  for  an  entire  day  to  generate  a  large  number  of  creative  concepts,  weed  out  weak  ideas,  and  start  prototyping. Do  immediately  after  thinking!  Development  process: • Phase  0-­‐  understand  and  observe’  Team  seeks  to  understand  the  client’s   business  and  determining  the  feasibility  of  a  product.  By  the  end,  should  have   summarized  major  discoveries  and  the  marketplace  and  its  users   • Phase  1-­‐  visualize/realize;  choose  a  product  direction  based  on  ideas,   technologies,  and  market  perceptions.  Goal  is  to  work  with  the  client  enough  to   have  brought  3d  models  and  a  general  manufacturing  strategy  of  product   • Phase  2-­‐  evaluating/refining;  enhanced  prototype  designs  through  testing,   culminates  with  a  “looks  like”  design  model • Phase  3-­‐  implement/detailed  engineering;  completed  product  design  and   verified  the  final  product  worked  and  could  be  manufactured.  Teams  delivered  a   fully  functional  design  model.   • Phase  4-­‐  implement/manufacturing  liaison;  team  ensured  smooth  product   release  Appendix E: Nike Zoo innovation insight  1.Explore  (in  all  areas  of  the  world;  try  to  blend  distinct  concepts;  always  keep  end  goal  in  mind)  2.Discover  3.Create  4.Connect  (with  the  business;  how  does  this  innovation  fit  the  needs/demands  of  the  company  and  the  consumers?)  5.Test  6.Refine  7.Deliver                 13  
  14. 14.  Appendix F: Rotational Development Program  Appendix G: Offsite Plan Example  Theme:  Outside-­‐in  /  Inside-­‐out  Goal:  To  increase  perspective  to  increase  ideas  to  increase  potential  while  team  building  along  the  way–  every  activity  down  to  the  meals  should  expand  thinking  and  bring  the  group  together.    3  Day  Schedule:  Day  1:  Guest  Speaker,  Nike  employees    external  issue  Day  2:  Nike  Leadership  presentation,  non-­‐Nike  people    Nike-­‐specific  issue  Day  3:  Debrief,  apply  learnings    Day  1:  Inside-­‐out  9:00  AM  -­‐  Breakfast:  Vegan  10:30  AM  -­‐  Creative  Space:  Speaker   • External  company  shares  problems  (Aligns  with  Nike  strategy)   • Case  competition  introduction  –  picking  teams  (playground  style)       14  
  15. 15. 11:30  AM  –  Breakout  in  teams  1:00  PM  –  Lunch:  Dim  Sum  2:00  PM  –  More  time  to  work  in  teams  5:00  PM  –  Presentations  to  Panel:  Professor,  Nike  rep,  guest  org  rep,  athlete,  local  influencer  7:00  PM  -­‐  Dinner  w/Panel  –  Seafood   • Prizes/announcements/sharing    Day  2:  Outside-­‐in  9:00  AM  –  Breakfast:  Coffee/Pastries  10:00  AM  –  Nike  Leadership:  talk  strategy  and  Nike-­‐specific  issues  11:00  AM  –  Brainstorming  in  groups  12:00  PM  –  Regroup,  share  findings  1:00  PM  –  Lunch:  Stanford  Mess  Hall  2:00  PM  –  Social  outing,  sports  event  6:00  PM  –  Dinner  –  cooking  class   • Open  debriefing  during  dinner    Day  3:  Homecoming  (1/2  day)  9:00  AM  –  Breakfast  10:00  AM  –  Debrief  12:00  PM  –  Lunch  Leave  Regroup  @  WHQ  w/team  to  share  key  learnings  Feedback  from  traveling  team  on  effectiveness/suggestions    Experience  enhancers:  Integrate  social  media  to  catalyze  sharing,  connecting,  creativity,  and  ideating.   • Twitter  sidebars  during  presentations,  listeners  can  tweet  questions  or  ideas  in   real  time   • Share  music  via  spotify   • Share  photos  from  event  with  instagr.am  and  leverage  facebook  to  vote  on  best   • Unlock  badges  with  foursquare  which  lead  to  special  offsite  privileges  (maybe   this  is  how  you  determine  who  the  Nike  case  competition  judge  is)   • Nike+  (most  mile  ran  during,  etc.)    Appendix G: Your New Digital Roster    The  easiest  way  to  begin  to  understand  how  digital  concepts  can  integrate  with  the  supply  chain  is  to  start  integrating  with  the  Nike  digital  department.  This  list  of  key  digital  contacts  should  help.         15  
  16. 16. Everybody  on  this  list  sits  in  Jerry  Rice  (East  Wing)  floor  2    You  know  how  to  turn  any  name  into  an  @nike.com  email  address!  Evan  Baechler  –  Global  Digital  Intern  (Super  accessible)  -­‐-­‐  Baechler@uoregon.edu    Jesse  Stollak  –  Global  Digital  Brand  &  Innovation  Director  (the  big  boss)    Vikrant  (Vik)  Singh  –  Global  Digital  Community  Manager  (Social  Media  expert)    Anthony  Abernathy  –  Global  Digital  Cross  Category  Lead  (Strategy  expert)    Ezra  Martin  –  Global  Digital  Production  platforms  specialist      John  Agnew  –  Operating  Systems,  Applications,  Mobile  specialist      Andy  Pawlowski  –  Global  Digital  Basketball  Lead      Jacy  Weyer  –  Global  Digital  Action  Sports  Lead      Laura  West  –  Global  Digital  Running  Lead    Danny  Tawiah  –  Global  Digital  Athletic  Training  Lead    Dorinda  Ross  –  Global  Digital  Woman’s  Training  Lead    Laura  Adams  –  Digital  advocacy  producer  for  SB&I  (NBW  digital  lead)    Supply  Chain’s  Digital  Scavenger  Hunt  /  ChecklistDigital Scavenger Hunt  The  key  to  thinking  digitally  is  acting  digitally.  We’ve  set  up  some  fun,  interactive  digital  experiences  to  help  you  develop  a  digital  mindset.  This  will  al  you  to  find  new  information  sources,  test  drive  new  digital  tools,  and  get  acclimated  with  functionality  and  terminology!    Your New Gmail AccountThis  Gmail  will  act  as  your  new  digital  hub  throughout  this  digital  experience.  Email:  Just.Do.Innovation@Gmail.com  Password:  improve!  Security  question:  What  Company  do  I  work  for?  Answer:  nike         16  
  17. 17.      Task 1: TwitterWe’ve  set  up  a  Twitter  account  for  you.  This  will  help  you  find  content  and  people  related  to  supply  chain,  innovation,  digital,  nike,  current  events,  everything.    Twitter  account  (called  a  twitter  handle):  @JustDoInnov  Password:  improve!    Here  is  your  Twitter  Checklist     Write  your  purpose:  in  profile  settings  fill  in  your  Twitter   bio  –  brevity  is  key     We  set  you  up  with  a  few  followers  now  find  some  more.  Either  search   for  topics  that  interest  you  or  click  on  one  of  the  people  you  follow  and   see  who  they  follow     Now  set  up  a  list.  You  can  organize  an  inbox  of  tweets  by  assigning   people  you  follow  to  lists.  This  can  help  compartmentalize  your  Twitter   stream.     @Ebaechler  has  tweeted  @JustDoInnov  be  sure  to  respond,  and   checkout  his  recommendations.  Be  sure  to  tweet  back     Download  the  Twitter  mobile  app  and  explore  on  the  go!     Task 2: Google+There  should  be  an  invitation  to  Google+  waiting  in  your  inbox.  This  is  Google’s  new  social  network.  Google+  is  still  in  beta  –  which  means  most  people  haven’t  joined  yet.  The  people  who  have  are  early  adopters,  the  tech  hungry,  and  trendsetters.  By  joining  you’ll  be  among  the  elite  of  social  digital.               17  
  18. 18. Google+  Checklist      Establish  a  Supply-­‐chain  specific  circle  (circles  are  groupings  for  your   G+  friends.  You  can  disseminated  information  to  specific  circles   without  your  other  friends  or  the  public  having  access)      Invite  all  your  supply  chain  co-­‐workers  to  join  (they’ll  need  a  Gmail   account)      Start  sharing  ideas  and  communicating  internally  via  google+  try   organizing  a  brainstorm  in  the  physical  world  solely  by  using  G+      Test  Drive  a  hangout.  Hangouts  may  work  as  a  digital  meeting  space   down  the  road      Get  the  mobile  app      Tweet  about  your  experiences  (@ebaechler  would  love  an  update)    Task 3: Google ReaderGoogle  reader  is  an  RSS  feed  where  you  can  subscribe  to  blogs  and  new  sources  online  to  keep  up  on  current  events,  trends,  ideas,  and  people.  You  can  access  you  reader  dashboard  while  logged  into  the  just.do.innovation@gmail.com  email  account.  Just  click  on  the  reader  link  in  the  top-­‐left  navigation  bar.    You’ll  want  to  be  the  boss  of  your  own  RSS  feed  because  if  you  add  too  much  there  is  too  much  pollution.  We’ve  loaded  two  sources  only  so  it’s  up  to  you  to  take  charge.    Google  Reader  Checklist      Add  a  new  source  to  your  RSS  feed  –  Try  finding  an   interesting  blog  on  twitter  and  then  loading  them  in.  Click   ‘Add  a  subscription’  then  simply  copy  the  url  for  the  blog  /   source  to  add  it  to  your  feed.         18  
  19. 19. Task 4: GroupMeGroupMe  is  a  group  texting  social  networking  tool.  It  is  a  great  way  to  ideate  on  the  go  with  anybody  in  the  world.  You’ll  need  a  mobile  number  to  set  up  your  account,  so  we  didn’t  set  one  up  for  you.  http://groupme.com/    GroupMe  Checklist      Designated  an  employee  to  set  up  a  GroupMe  account.      Create  a  room  –  make  sure  the  room  title  /  topic  is  clear  so  that  the   scope  of  the  conversation  remains  focused.  The  topic  could  be   around  a  specific  problem  needing  to  be  solved  or  a  brainstorm   around  additional  ways  to  innovate.      Add  Evan  Baechler  to  the  list  503-­‐701-­‐8868  so  the  conversation  has   some  young,  outside  perspective.    Task 5: TumblrNow  that  you’ve  set  up  all  these  tool  s  to  get  smarter,  get  faster,  and  ultimately  work  toward  a  better,  more  innovative  supply  chain,  you’ll  need  a  place  to  share  your  most  notable  content.    Tumblr  is  a  super-­‐simple  blogging  site.  Try  setting  one  up  and  seeing  if  the  platform  fits  to  your  information  sharing  needs.  Here  is  an  example  of  a  tumblr  blog,  the  global  digital  department  maintains  as  a  hub  for  link  sharing.  http://linkcanvas.tumblr.com/    Tumblr  Checklist      Set  up  a  Tumblr  account  and  circulate  the  link  to  people  who  could   benefit  from  posted  content      Locate  the  designated  email  so  that  you  can  post  via  email  remotely.   http://www.tumblr.com/goodies      Post  a  link  or  two  a  day  for  a  week  and  evaluate  if  you  and  your  team   are  smarter  and  innovative  by  Friday  you  can  pull  links  from  twitter,   Google+,  Google  Reader,  and  from  internet  searches       19  
  20. 20. Other Digital ToolsHere  is  a  list  of  other  digital  tools  that  Supply  Chain  might  leverage  toward  innovation.     Evernote:    A  digital  file  cabinet.   Store,  organize,  and  edit,  all  digital     QR  codes:  2D  barcodes  read  by   smartphones  that  link  physical     content.  The  web  clipper  is  key.   content  to  digital     StumbleUpon:  bubbles  up     Spotify:  Music  sharing  network  –  it   interesting  web  content  based  on   filters  around  your  interests    might  replace  itunes.           Nike+:  you  know  what  this  is!  but     Foursquare:    A  mobile  network  in   using  it  will  help  identify  how  sport     which  users  check  into  locations   and  nike  integrate  socially/  digitally   and  ern  points/badges.       Tweetdeck:  a  desktop  app  that     Linkedin:  professional  social   optimizes  social  media  monitoring   network.  A  good  place  to  located   and  publishing     innovative  thinkers        Webex:  a  virtual  meeting   Quora:  A  social  network  organized   application   around  Q&A  –  potential  crowd   Stay in Touch! sourcing  opportunity    We’d   love  to  stay  involved  with  Nike  supply  chains  innovation.  Don’t  hesitate  to  email  (our  emails  are  on  pages  3-­‐4)  or  in  the  spirit  of  digital,  reach  out  via  twitter,  Linkedin,  Google+,  or  by  adding  us  to  your  GroupMe  conversations!     Evan  Baechler  -­‐  @ebaechler   Rory  Blanche   Tanner  Gardner  -­‐  @tannerdgardner   Bree  McArdle   Tierney  O’Rourke  -­‐  @tierneyorourke   Cydney  Ross  -­‐  @cydmarie16   Marika  Zumbro       20  
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