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STKI Summit 2018 Innovation Initiative

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Galit Fein and Jimmy Schwarzkopf
Main Tent Presentation

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STKI Summit 2018 Innovation Initiative

  1. 1. 67 Innovation Initiative “ When all think alike, then no one is thinking” Walter Lippman Page 1 STKI Company Confidential
  2. 2. 68 Innovation Initiative Destination Implemented Innovation is difficult for well-established organizations in most industries Culture of innovation built environment where the three types of innovation can spark new products/services and eventually get them to “fruition” (implementation) Page 2 STKI Company Confidential
  3. 3. 69 Innovation Initiative Stakeholders:Innovation Innovation Manager Board of directors CEO LoB managers business agility innovation sustaining innovation radical innovation disruptive innovation initiate transformations manage implementations value of processes /data establish innovation goals Page 3 STKI Company Confidential
  4. 4. 70 So what is “DIGITAL DISRUPTIVE INNOVATION”?So what is “DIGITAL DISRUPTIVE INNOVATION”? 70 Page 4 STKI Company Confidential
  5. 5. 71 If we don’t cannibalize ourselves, someone else will. Page 5 STKI Company Confidential
  6. 6. 72 changes the market changes the product / service changes the company BUSINESS AGILITY INNOVATION SUSTAINING INNOVATION DISRUPTIVE INNOVATION 72 Page 6 STKI Company Confidential
  7. 7. 7373 BUSINESS AGILITY INNOVATION ability of an organization to sense and respond to change quickly during everyday business activities Page 7 STKI Company Confidential
  8. 8. 74 BUSINESS AGILITY INNOVATION FORD took 8 years to fix the PINTO’s gas tank (exploded in accidents) TOYOTA took 1.5 years to fix the gas pedal (stuck resulting in continued acceleration) TESLA fixed the batteries in 14 days 74 Page 8 STKI Company Confidential
  9. 9. 75 Elon Musk (TESLA) turns tweets into actions F A S T 75 Page 9 STKI Company Confidential
  10. 10. 76 6 days Elon Musk (TESLA) turns tweets into actions F A S T 76 Page 10 STKI Company Confidential
  11. 11. 77 6 days Elon Musk (TESLA) turns tweets into actions F A S T 77 Page 11 STKI Company Confidential
  12. 12. 78 CEO can they do it ? understanding the value of processes (not only resources) talent people management what tools / methodologies do we need ? AGILITY targets CEOs manage this type of innovation Page 12 STKI Company Confidential
  13. 13. 79 CEO can they do it ? understanding the value of processes (not only resources) talent people management what tools / methodologies do we need ? AGILITY targets CEOs manage this type of innovation Page 13 STKI Company Confidential
  14. 14. 80 Clayton Christensen MARKETABLE VALUES SUSTAINING & DISRUPTIVE INNOVATIONS Clayton Christensen 80 MARKETING GURU INNOVATION GURU “my two gurus” Page 14 STKI Company Confidential
  15. 15. 81 Clayton Christensen MARKETABLE VALUES SUSTAINING & DISRUPTIVE INNOVATIONS Clayton Christensen 81“my two gurus” Page 15 STKI Company Confidential
  16. 16. 8282 Page 16 STKI Company Confidential
  17. 17. 8383 Page 17 STKI Company Confidential
  18. 18. 84 Stop advertising and start innovating build a remarkable product/ service that is new, unique and remarkable purple cow 84 new, unique remarkable Page 18 STKI Company Confidential
  19. 19. 8585 Page 19 STKI Company Confidential
  20. 20. 86 TYPES OF INNOVATION Sustaining: improve on existing products and/or services Radical: significant improvements that change entire companies (cost performance especially) Disruptive: change entire markets must look for a second act 86 Page 20 STKI Company Confidential
  21. 21. 87 INNOVATION Finding Your Company’s Second Act by Larry Downes and Paul Nunes FROM THE JANUARY FEBRUARY 2018 ISSUE 87 Page 21 STKI Company Confidential
  22. 22. 88 INNOVATION Finding Your Company’s Second Act by Larry Downes and Paul Nunes FROM THE JANUARY FEBRUARY 2018 ISSUE • first week 7 .5 million players • Second week 28.5 million players • Week 10 lost 15 million players. 88 15 Page 22 STKI Company Confidential
  23. 23. 89 INNOVATION Finding Your Company’s Second Act by Larry Downes and Paul Nunes FROM THE JANUARY FEBRUARY 2018 ISSUE Disrupters (Fitbit and GoPro) scaled up incredibly quickly and then cooled off almost as fast. weren't ready with their next innovation 89 15 Page 23 STKI Company Confidential
  24. 24. 90 INNOVATION Finding Your Company’s Second Act by Larry Downes and Paul Nunes FROM THE JANUARY FEBRUARY 2018 ISSUE life span of companies on the S&P 500 from 67 years (1920s) to 15 years today, 2020 : 75% of companies will be unheard of in 2010. 90 15 yearstillextinction Page 24 STKI Company Confidential
  25. 25. 91 RAPIDLY SPREADING SECOND WAVE OF TRANSFORMATION in industries largely untouched by FIRST WAVE OF TRANSFORMATION: • manufacturing (3-D printing and IoT) • agriculture (drones and sensors) • transportation (autonomous, shared , electric vehicles) • professional services (artificial intelligence) Why The Second-Act Crisis Exists ? novelty effect 91 why ??? Page 25 STKI Company Confidential
  26. 26. 9292 Page 26 STKI Company Confidential
  27. 27. 93 SUSTAINING INNOVATION can be described as incremental line extensions and product improvements. • companies are stuck in a cycle of producing new products via sustaining innovation • number of disruptive innovations from existing companies is at an all-time low progressive improvement of products/services is the “incrementalism” PeterThiel writes about (even for startups) 93 Page 27 STKI Company Confidential
  28. 28. 94 ”incrementalism” 94 Page 28 STKI Company Confidential
  29. 29. 95 ”incrementalism” 1472 today same business model sustaining loans , investments, cost of money, etc Taula de la Ciutat first official bank in the world opened in Barcelona in 1401 Page 29 STKI Company Confidential
  30. 30. 96 ”incrementalism” 1472 today same business model sustaining loans , investments, cost of money, etc Taula de la Ciutat first official bank in the world opened in Barcelona in 1401 Page 30 STKI Company Confidential
  31. 31. 97 ”incrementalism” 1472 today same business model sustaining loans , investments, cost of money, etc Taula de la Ciutat first official bank in the world opened in Barcelona in 1401 Page 31 STKI Company Confidential
  32. 32. 98 ”incrementalism” 1472 today same business model sustaining loans , investments, cost of money, etc Taula de la Ciutat first official bank in the world opened in Barcelona in 1401 Page 32 STKI Company Confidential
  33. 33. 99 Banking needs an ecosystem 99 Page 33 STKI Company Confidential
  34. 34. 100 Page 34 STKI Company Confidential
  35. 35. 101 DISRUPTIVE INNOVATION Page 35 STKI Company Confidential
  36. 36. 10 2 10 2 companies are stuck in a cycle of producing new products only via sustaining innovation number of DISRUPTIVE INNOVATIONS from existing companies is at an all-time low most new DISRUPTIVE INNOVATIONS are based on: • crowd sourcing • platform models Page 36 STKI Company Confidential
  37. 37. 10 3 Elon Musk “the ultimate disruptor” 103 Page 37 STKI Company Confidential
  38. 38. 10 4 Elon Musk “the ultimate disruptor” FLYING CARS ?FLYING CARS ? 104 Page 38 STKI Company Confidential
  39. 39. 105105 Page 39 STKI Company Confidential
  40. 40. 106 Ford Files Patent for Autonomous Robocop Car learns how to catch violators of traffic laws The patent (1/2018)references: “machine learning tools”, cameras, road sensors, license plate readers, touch sensitive panels, speakers, LIDAR, ultrasound sensors, microphones, satellite connectivity, and radar detectors to record the speed of other vehicles 106 Page 40 STKI Company Confidential
  41. 41. 10 7 DISRUPTIVE INNOVATION Page 41 STKI Company Confidential
  42. 42. 108 Page 42 STKI Company Confidential
  43. 43. 109 Innovation Goals to FRUITION (implementation) Page 43 STKI Company Confidential
  44. 44. 110 Innovation Goals to FRUITION (implementation) Page 44 STKI Company Confidential
  45. 45. 111 “If a building doesn’t encourage collaboration, you’ll lose a lot of innovation and the magic that’s sparked by serendipity. So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see.” 1999: before GOOGLE and all the rest Steve Jobs understood the location that breeds innovation Page 45 STKI Company Confidential
  46. 46. 112 Page 46 STKI Company Confidential
  47. 47. 113 DISRUPTIVE INNOVATION CANNOT HAPPEN IN HOUSE Page 47 STKI Company Confidential
  48. 48. 114 DISRUPTIVE INNOVATION CANNOT HAPPEN IN HOUSE INTERNAL INNOVATION LABS EXTERNAL INNOVATION LABS UNIVERSITIES STARTUPS Page 48 STKI Company Confidential
  49. 49. 115 INNOVATION INITIATIVETrek: innovation strategy Page 49 STKI Company Confidential
  50. 50. 116 INNOVATION INITIATIVETrek: innovation strategy Page 50 STKI Company Confidential
  51. 51. 117117will tell you a bed time story Page 51 STKI Company Confidential
  52. 52. 118118will tell you a bed time story Page 52 STKI Company Confidential
  53. 53. 119119will tell you a bed time story Page 53 STKI Company Confidential
  54. 54. 120120will tell you a bed time story Page 54 STKI Company Confidential
  55. 55. 121121will tell you a bed time story Page 55 STKI Company Confidential
  56. 56. 122 “sustaining innovation” ACT 1 (strategic planning process) “disruptive innovation” ACT 2nd (design thinking process) 122 Page 56 STKI Company Confidential
  57. 57. 123123 Page 57 STKI Company Confidential
  58. 58. 124124 Page 58 STKI Company Confidential
  59. 59. 125 DESIGNTHINKING LEAN PROCESSES AGILE DEVELOPMENT IMPLEMENT INNOVATION EXPLORE THE PROBLEM BUILD THE RIGHTTHING BUILD THE THING RIGHT IMPLEMENT THE THING Page 59 STKI Company Confidential
  60. 60. 126 DESIGNTHINKING LEAN PROCESSES AGILE DEVELOPMENT IMPLEMENT INNOVATION EXPLORE THE PROBLEM BUILD THE RIGHTTHING BUILD THE THING RIGHT IMPLEMENT THE THING Page 60 STKI Company Confidential
  61. 61. 127 Product Backlog Sprint Planning Review Next Sprint Planning Process Design Change mngt Adoption Start Empathize with clients Problem definition Ideation Sustainable Realization Successful implementation EXPLORETHE PROBLEM BUILDTHE RIGHT THING BUILDTHE THING RIGHT IMPLEMENTTHE THING RIGHT DESIGN THINKING LEAN AGILE FRUITION Four innovation methodologies that should be used together Specifications Good idea is not enough need to specify requirements Good specifications are not enough need to prototype the right thing Good prototyping is not enough need to execute the thing right Great execution is not enough if it is not brought to fruition/ full implementation Prototype Finished Product Page 61 STKI Company Confidential
  62. 62. 128 Innovation Initiative: methodology Innovation Page 62 STKI Company Confidential
  63. 63. 129 Innovation Initiative: methodology Innovation Page 63 STKI Company Confidential
  64. 64. 130 The future cannot be analyzed, it must be designed Edward de Bono, SixThinking Hats Often enough THE FIRST IDEA is NOTTHE BEST IDEA. Designers don’t try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they finally converge upon their proposal. Don Norman, The Design of EverydayThings Design Thinking is an imaginative human-centered problem-solving approachInnovation Page 64 STKI Company Confidential
  65. 65. 131 10 20 30 10 20 30 30 1 billion Linear Future Business as Usual linear exponential Unpredictable Future Fast UNPREDICTABLE change is an absolute certainty Design Thinking - Why Now? Innovation Strategic planning Long term Senior mngt/ Consultants List of projects Design thinking Chaotic reality/ Short term A collaborative team of stakeholders Prototype Page 65 STKI Company Confidential
  66. 66. 132 10 20 30 10 20 30 30 1 billion Linear Future Business as Usual linear exponential Unpredictable Future Fast UNPREDICTABLE change is an absolute certainty Design Thinking - Why Now? Innovation Strategic planning Long term Senior mngt/ Consultants List of projects Design thinking Chaotic reality/ Short term A collaborative team of stakeholders Prototype Page 66 STKI Company Confidential
  67. 67. 133 Design ThinkingTrek Innovation Accenture, B-pro, Deloitte, Design IT, E&Y, Ness, IBM, KPMG, Matrix, McKinsey, ModelZ, SAP, STKI empathetic understanding of your client Exploration of the problem BEFORE thinking about the solution ideas are generated FROM ALL levels within the organization REQUIREMENTS READY GO Prototype - Lean Page 67 STKI Company Confidential
  68. 68. 134 Innovation Initiative: methodology Innovation Page 68 STKI Company Confidential
  69. 69. 135 The problem with the hexagons is that they've createdTHE design process, and that sounds grand and all encompassing, but in reality they are just a first recipe, a suggestion for how to get started. Carissa Carter Design is an ability. We get better by practicing Lean is a method to improve evolving value proposition and business modelsInnovation Page 69 STKI Company Confidential
  70. 70. 136 products and services fail to deliver on expectations #1 reason startups fail is because of a lack of viable business model lack of testing and adapting the idea until it functions Lean Innovation is NOT an Idea ProblemInnovation Page 70 STKI Company Confidential
  71. 71. 137 Small Wait for feedback Avoid spending time on products nobody wants Lean Innovation Page 71 STKI Company Confidential
  72. 72. 138 Lean Trek Innovation Pivot Test assumptions find evidence that you’re on the right path PROTOTYPE READY GO Execute- Agile Page 72 STKI Company Confidential
  73. 73. 139 Innovation Initiative: methodology Innovation Page 73 STKI Company Confidential
  74. 74. 140 Idea Requirements Business case Development Design Release Most ideas will fail - Too early to predict cost/revenue False sense of progress (output not outcome) Design/ system analysts brought in too late Silos Customer validation happens too late Agile Traditional SW development doesn’t fit the needs of the modern businessInnovation Page 74 STKI Company Confidential
  75. 75. 141 Innovation What are Agile SW Development approaches? Scrum, Kanban, XP explained Page 75 STKI Company Confidential
  76. 76. 142 Design Thinking Agile Lean • Approach for decision making & problem solving • Multidisciplinary teams • Adaptive to change in SW • Shorter dev cycles • More value -faster • Collaboration & interaction • Business value stream beyond SW • Eliminate waste: task switching, hand-offs, extra features • Only pull work when you’ve got the space Self org. team Respect for people Co-creation Innovation methodologies - People in a Center Innovation Page 76 STKI Company Confidential
  77. 77. 143 Agile Trek Innovation PRODUCT READY GO Implement - Fruition Sprint review Sprint execution Sprint planning Product Backlog Product backlog refinement Page 77 STKI Company Confidential
  78. 78. 144 Design Thinking Agile Lean Fruition 1.The point at which a plan or project is realized. "the plans have come to fruition sooner than expected“ 2. literary the state or action of producing fruit. The 4th Force of Innovation - FRUITION Innovation Page 78 STKI Company Confidential
  79. 79. 145 SW acceptance & actual usage in 5 years Maintainable after 5 years Easily connected to other applications Successful Hatmaa • Training • Key Users understanding • Working Pilot branches • Call Center alignment FRUITION Innovation What is successful innovative product delivery??? Page 79 STKI Company Confidential
  80. 80. 146 Design Thinking Agile Lean FruitionINCUBATION PHASE Incubation Innovation Buy-in across the organization Page 80 STKI Company Confidential
  81. 81. 147 Everyone wants innovation in their organization it drives growth, revenues, and moves the org. forward BUT • Innovation has a disruptive side without definitive ROI • Resource constraint • People are too busy on everyday tasks • Lack of new skills • Management & employees RELUCTANTTO CHANGE INNOVATION INITIATIVE REAL SUCCESS depends on having support and buy-in across the enterprise Who is with me??? Innovation Incubation Phase - Why? Page 81 STKI Company Confidential
  82. 82. 148 INNOVATION develops new business model or product/ service starting from creative idea to launch CHANGE MNGT is an approach of transitioning organization from state A to state B Change mngt deals with a lot of knowns Innovation mngt deals with a lot of unknowns INNOVATION NEEDS CHANGE MNGT TO SUCCEED Innovation Innovation and Change Management How does your organization respond to new ideas? Page 82 STKI Company Confidential
  83. 83. 149 Product Backlog Sprint Planning Review Next Sprint Planning Process Design Change mngt Adoption Start Empathize with clients Problem definition Sustainable Realization Successful implementation EXPLORETHE PROBLEM BUILDTHE RIGHT THING BUILDTHE THING RIGHT IMPLEMENTTHE THING RIGHT DESIGN THINKING LEAN AGILE FRUITION Specifications Prototype Finished Product INCUBATION Successful Product Implementation Guide Page 83 STKI Company Confidential
  84. 84. 150 Dr. Jimmy Schwarzkopf jimmy@stki.info 054 70 000 20 09 790 7000 150 Galit Fein, MBA, MRO galit@stki.info 054 70 000 22 09 790 7000 Page 84 STKI Company Confidential

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