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10 Ways How To Do Corporate Innovation

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Corporate Innovation is hot but damn difficult. As there is no silver bullet here, we want to learn from what other companies do. What are the 10 different ways? What are pro's and con's? Have a look here and decide for yourself.

Published in: Business
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10 Ways How To Do Corporate Innovation

  1. 1. Patrick van der Pijl, CEO Business Models Inc. Keynote Baltic Tour, May 2017 10 WAYS HOW TO DO CORPORATE INNOVATION
  2. 2. YOU CAN DESIGN BUSINESS
  3. 3. INSIGHT RESEARCH FOR MY LATEST BOOK
  4. 4. AND RESEARCH BY CROWD COMPANIES
  5. 5. FORGET ABOUT THE VUCA WORLD!
  6. 6. WE LOOK FOR CERTAINTY
  7. 7. WE LABEL THINGS
  8. 8. AUTHORITY = CERTAINTY
  9. 9. AUTHORITY = CERTAINTY
  10. 10. WE WRITE PLANS
  11. 11. WE NEED TO DEAL WITH UNCERTAINTY
  12. 12. HOW DO CORPORATES DEAL WITH UNCERTAINTY?
  13. 13. MEET PETER SCHWARZENBAUER, BMW
  14. 14. UNCERTAINTY BIG TIME
  15. 15. ALLOW MISTAKES IN A GERMAN CULTURE?
  16. 16. BMW IS INTO TECH NOWADAYS
  17. 17. THEY BUILD PROTOTYPES
  18. 18. THEY EXPERIMENT WITH LEGO
  19. 19. BMW USES OPEN INNOVATION
  20. 20. QUESTION: HOW DO YOU DO CORPORATE INNOVATION?
  21. 21. THE CORPORATE INNOVATION DILEMMA
  22. 22. 1 waysto do CORPORATE INNOVATION0
  23. 23. # DEDICATED INNOVATION TEAM1
  24. 24. SWISS POST, COLGATE DEDICATED INNOVATION TEAM OFFERING SERVICES
  25. 25. ;-) DEDICATED INNOVATION TEAM CAN SEE AREAS OF COLLABORATION BEYOND R&D AND BOOST BUSINESS MODEL DISCOVERY
  26. 26. ;-( DEDICATED INNOVATION TEAM COORDINATION PROBLEM DUE TO CORE BUSINESS AGENDA LACK OF THE IMPLEMENTATION CHOPS TO EXECUTE PLANS
  27. 27. # INNOVATION CENTER of EXCELLENCE (CoE)2
  28. 28. ACHMEA, CISCO INNOVATION CENTER of EXCELLENCE PROCESS DRIVEN INNOVATION
  29. 29. ;-) INNOVATION CENTER of EXCELLENCE ALL ON BOARD! EXISTENCE REQUIRES CULTURAL AGREEMENT INITIAL STEP TO ALIGN INNOVATION CULTURE
  30. 30. ;-( INNOVATION CENTER of EXCELLENCE MOSTLY MEMBERS HAVE OTHER ROLES NEXT TO INNOVATION, RISK FOR BURNOUT
  31. 31. # INTRA- PRENEUR PROGRAM3
  32. 32. GIVE PLATFORM AND RESOURCES TO YOU INTRA- PRENEUR PROGRAM
  33. 33. MASTERCARD INNOVATION PROGRAM INTRA- PRENEUR PROGRAM GIVE PLATFORM TO INNOVATE
  34. 34. ;-) INTRA- PRENEUR PROGRAM EFFECTIVE AND COST EFFICIENT WAY TO SURFACE IDEAS ENABLE EMPLOYEES TO CONTRIBUTE TO A CULTURE OF INNOVATION
  35. 35. ;-( INTRA- PRENEUR PROGRAM TRUST IS KEY HERE BY MANAGEMENT AND BUDGET + RESOURCES INITIAL IDEAS SEEMS SMALL (INNOVATION IS A SKILL)
  36. 36. # OPEN INNOVATION4
  37. 37. BMW ‘RAD’-HUB
  38. 38. INSIDE CISCO’S SECRET INNOVATION LAB
  39. 39. THE LIVING LAB: PROTOTYPE WITH CLIENTS
  40. 40. CISCO’S PROCESS: HYPER INNOVATION
  41. 41. CHILL IS A 48 hr INNOVATION BOOTCAMP
  42. 42. ;-) OPEN INNOVATION RAPID PROTOTYPING WITH CUSTOMERS FASTER GO TO MARKET TIME FOR PRODUCT LAUNCHES FRESH PERSPECTIVES
  43. 43. ;-( OPEN INNOVATION SILOED FROM THE REST OF THE CORPORATIONS INNOVATION AGENDA HIGH PRICE TAG IP IS A CHALLENGE HERE
  44. 44. # INNOVATION EXCURSIONS5
  45. 45. EXCURSIONS TO SILICON VALLEY
  46. 46. VISIT BUCKS INSTEAD OF FOUR SEASONS
  47. 47. MEET THE UNUSUAL SUSPECTS
  48. 48. HOSTING ORACLE TO SILICON VALLEY
  49. 49. ;-) INNOVATION EXCURSIONS QUICK EDUCATION COMMON EXPERIENCE AND LANGUAGE CHANGE COMPANY CULTURE INITIATE PARTNERSHIPS
  50. 50. ;-( INNOVATION EXCURSIONS MAINTAIN ENERGY WHEN YOU RETURN LACK OF ACTION: “INNOVATION PETTING ZOO” SEE START-UPS IN THEIR NATURAL HABITAT
  51. 51. # INNOVATION OUTPOST6
  52. 52. TO SPOT AND DO INNOVATION INNOVATION OUTPOST
  53. 53. PORCHE OPENS SILICON VALLEY TECH HUB INNOVATION OUTPOST
  54. 54. ;-) INNOVATION OUTPOST IN THE WILD START-UP FRONTIER NO THREAT TO CORE BUSINESS
  55. 55. ;-( INNOVATION OUTPOST WHAT ARE THE GOALS? GO BEYOND SILICON VALLEY RISK OF DETACH TO MOTHER COMPANY
  56. 56. # EDUCATION7
  57. 57. DESIGN MBA IS THE NEW MBA EDUCATION
  58. 58. LISA KAY SOLOMON AND JUSTIN LOKITZ EDUCATION
  59. 59. ;-) EDUCATION GET A FIRST LOOK AT INNOVATION AND TECHNOLOGY SECURE NEW TALENT
  60. 60. ;-( EDUCATION NO IP ROUTE LONG TERM RELATIONSHISPS CAN CARRY BIG PRICE TAG
  61. 61. # EXTERNAL ACCELERATOR PARTNERSHIP8
  62. 62. OTHERS DO THE JOB!
  63. 63. MULTIPLE COMPANIES @ING
  64. 64. WHAT YOU LEARN FROM A BUTCHER
  65. 65. ;-) EXTERNAL ACCELERATOR PARTNERSHIP CAN HELP WITH LIMITED INTERNAL EXPERTISE OR CAPABILITY EDUCATION OPPORTUNITIES FIND PARTNERS
  66. 66. ;-( EXTERNAL ACCELERATOR PARTNERSHIP CORPORATE VS. ACCELERATORS IS BUSINESS MODEL PROVEN? PROGRAM CAN BE COSTLY
  67. 67. # STARTUP INVESTMENT9
  68. 68. PLACE BETS AMONG ECOSYSTEM
  69. 69. ;-) STARTUP INVESTMENT COST EFFICIENT ON R&D STRATEGY TO GUIDE DEVELOPMENT
  70. 70. ;-( STARTUP INVESTMENT LONG TERM INVESTMENT IS COSTLY START-UP CULTURE MUCH MORE NIMBLE
  71. 71. 1 STARTUP ACQUISITION0
  72. 72. ACQUISITION TO SCALE…
  73. 73. ;-) STARTUP ACQUISITION ACQUIRING SHOWS FOCUS ON FUTURE AND EVOLVEMENT ACQUIRING IS EASIER THAN HIRING ACQUIRING IS FASTER
  74. 74. ;-( STARTUP ACQUISITION ACQUISITIONS ARE EXPENSIVE WITHOUT GUARANTEES INTEGRATION?
  75. 75. WHAT WE LEARNED
  76. 76. TOP 3 FREQUENCY: • Dedicated Innovation Team • Center of Excellence • Education
  77. 77. On what level are you? Advanced, Innovation advocacy that benefits the entire ecosystem Mature, Program roll-out and coordination Intermediate, Trials with focus Starting, Trials without focus Novice,Monitoring the ecosystem without action 5 4 3 2 1
  78. 78. TOP 5 Innovation Success Metrics: 1. Increased revenue by products & services 2. Greater customer satisfaction 3. Faster time to market for products & services 4. More projects moving along the pipeline 5. More focused culture of innovation
  79. 79. DO’S
  80. 80. THERE IS NO SILVER BULLIT
  81. 81. MANDATE SENIOR LEVEL IS KEY
  82. 82. IT IS NOT ONE TIME
  83. 83. MIND THIS!
  84. 84. FAIL FAST, FAIL FORWARD
  85. 85. HAVE A POINT OF VIEW (POV)
  86. 86. ONE MORE THING
  87. 87. EMBRACE UNCERTAINTY
  88. 88. SO WHAT SKILLS YOU NEED TO DEAL WITH UNCERTAINTY ?
  89. 89. THINK LIKE A DESIGNER
  90. 90. START WITH THE CUSTOMER
  91. 91. ASK THE RIGHT PEOPLE – DON’T ASK MOM
  92. 92. USE TOOLS
  93. 93. THEY SET UP EXPERIMENTS AND LEARN
  94. 94. EMBRACE UNCERTAINTY
  95. 95. KUDOS TO JEREMIAH OWYANG JAIMY SZYMANSKI Find whitepaper: http://crowdcompanies.com/
  96. 96. Patrick van der Pijl CEO Business Models Inc. Producer Business Model Generation Author Design a Better Business patrick@businessmodelsinc.com

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