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Agile Noida
Agile Confluence
28 – 29 Nov 2015
Speed 2 Innovation
Invent Like A Startup, Invest
Like A Grownup
I represent IT Consulting Group of Infosys. The group focuses
on Transforming the way IT organizations are run in large
Enterprises. The key objective of this group is provide
strategic process and technology solutions to CIO’s
organizations to bring efficiency and effectiveness in a)
executing current business models b) helping in establishing
new business models
Prasad
Principal Consultant
IT4 IT Strategist, Agile Enthusiastic
Tweets: Pras_india
Prasad.prabhakaran1977@gmail.com
All views expressed here are not necessary endorsed by Infosys
PREAMBLE
One of the largest Personal / Motor Insurer in the US loosing its
significant market share to competition and alternates
Early 1950’s want to diversify, and started producing cars, but it was a
flop; pulled out from stores by 1953.. Estimated los 350M+
In 60’s started Tires and car battery .. Again flop, pulled out from
stores by 65’s
From 70’s sole focus only on insurance
Product portfolio remained stagnant, through 90’s
Started innovating for new insurance product and services.. Most of
them did not have enough shelf life..
In early 2013.. Another breakthrough product idea IoT…………..
Photo by michael.heiss- Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/15748454@N00 Created with Haiku Deck
Photo by dsearls - Creative CommonsAttribution License https://www.flickr.com/photos/52614599@N00 Created with Haiku Deck
Photo by erikschmidt - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/66139928@N00 Created with Haiku Deck
Photo by garryknight - Creative CommonsAttributionLicense https://www.flickr.com/photos/8176740@N05 Created with Haiku Deck
Photo by Ben Mortimer Photography - Creative CommonsAttribution License https://www.flickr.com/photos/71768083@N07 Created with Haiku Deck
Photo by joiseyshowaa - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/30201239@N00 Created with Haiku Deck
Enterprise Innovation-
Inventors & Investors
cc: UWW ResNet - https://www.flickr.com/photos/48243739@N07
The Economic Actors
Traditional Inventors -> Investor dialog
a) Annual Budgeting process
b) Business case
c)New product development process
cc: gin_able - https://www.flickr.com/photos/47968145@N00
THESE METHODS - A SYNTAX FOR THE INVENTOR-
INVESTOR DIALOG - ARE ALL
WELL INTENDED
Dangerous effects
Inventors go “EMO”, or exaggerate,
manipulate, and obfuscate
Investors become skeptical
A pernicious bias towards investing in
opportunities that resemble today’s products,
services, and markets
Photo by Werner Kunz - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/35375520@N07 Created with Haiku Deck
Photo by Unhindered by Talent - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/26406919@N00 Created with Haiku Deck
Desirability - Do they want it ?
Feasibility - Can we build it?
Viability – Can we make money?
Pretotype:
To validate the market appeal and actual
usage of a potential new product by
simulating its core experience with the
smallest possible investment of time and
money.
Pretotype
Product
Production
Market
DO THEY WANT IT?
Will they use it where they are? (Environment, context).
Will they adapt in order to use it? (Behavior, switching).
Will they use it if it looks like this? (Appearance).
Will they use it if it does/does not do X? (Functionality).
Will they buy it this way? (Channel).
Will they buy it if it costs more than X? (Price).
Pretotype- Fake it before you make it
Photo by Ingo Kwiat - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/72792072@N00 Created with Haiku Deck
Pretotype the Product
Photo by Nottsexminer - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/25443598@N06 Created with Haiku Deck
Pretotype the Product
Photo by EricGjerde - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/44315708@N00 Created with Haiku Deck
Pretotype the Product
Photo by Stéfan - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/49462908@N00 Created with Haiku Deck
Pretotype the Product & Production
One Night stand- interactive service
experience, choice of channel & possible
customer interception points
cc: moriza - https://www.flickr.com/photos/44373968@N00
Pretotype the Production & Market
Photo by puffclinty - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/30649191@N00 Created with Haiku Deck
Pretotype the Market
Photo by ThomasHawk - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/51035555243@N01 Created with Haiku Deck
Pretotype the Market
RETURN ON PRETOTYPING INVESTMENT (RPI)
Where:
Learning (Pre) -> How much (%) you think you will learn from a given pretotype compared to
the full product.
Learning (Pro) -> How much (%) you will learn from a prototype or final product - set to 100%
for final product.
Cost (Pro)-> How much it would cost (time or $) to develop/test/ market a prototype or the
final product.
Cost (Pre)-> How much would it cost (time or $) to create and test a given pretotype
Photo by andrewrennie - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/29712408@N02 Created with Haiku Deck
What it says
PLAY BACK – INVENTOR VS INVESTORS
BOTH: Discuss and converge on a few “Do they want it?” questions.
INVENTOR: Design the simplest pretotype you can to answer those
questions.
BOTH: Agree upper threshold (“Right it”) and lower threshold (“Wrong
it”) target expectations for ILI, before the test.
INVENTOR: Run the test, confirm actual ILI.
BOTH: Agree whether ILI suggest continuation. If so, agree reasonable
target expectation for OLI, and the appropriate repeat Pretotyping,
Work pace (R=7 days, R=14 days, etc) and meet again after every R
milestone to review progress. Your decision will be clear based on the
OLI trend you see
INITIAL BELIEF + NEW DATA = IMPROVED BELIEF
Thomas Bay
1) Design thinking to empathize consumer, identifying problems worth
solving, which are desirable, feasible and viable
2) Pretotype to fake it before make it
2) Learning ‘digital ideas’; what to validate, how to validate using Lean
canvases
3) Lean start up way of working; build – measure – learn
4) Agile and Continuous Delivery to ensure software is build faster and
deployed faster
These patterns need to be adapted in a given context and learn
continuously to ensure that business is able to innovate in the age of
experience…
Summary
Photo by woodleywonderworks- Creative CommonsAttributionLicense https://www.flickr.com/photos/73645804@N00 Created with Haiku Deck
Prasad.prabhakaran1977@gmail.com
Twitter- Pras_India

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Speed2 innovation agile noida

  • 1. Agile Noida Agile Confluence 28 – 29 Nov 2015 Speed 2 Innovation Invent Like A Startup, Invest Like A Grownup
  • 2. I represent IT Consulting Group of Infosys. The group focuses on Transforming the way IT organizations are run in large Enterprises. The key objective of this group is provide strategic process and technology solutions to CIO’s organizations to bring efficiency and effectiveness in a) executing current business models b) helping in establishing new business models Prasad Principal Consultant IT4 IT Strategist, Agile Enthusiastic Tweets: Pras_india Prasad.prabhakaran1977@gmail.com All views expressed here are not necessary endorsed by Infosys
  • 3. PREAMBLE One of the largest Personal / Motor Insurer in the US loosing its significant market share to competition and alternates Early 1950’s want to diversify, and started producing cars, but it was a flop; pulled out from stores by 1953.. Estimated los 350M+ In 60’s started Tires and car battery .. Again flop, pulled out from stores by 65’s From 70’s sole focus only on insurance Product portfolio remained stagnant, through 90’s Started innovating for new insurance product and services.. Most of them did not have enough shelf life.. In early 2013.. Another breakthrough product idea IoT…………..
  • 4. Photo by michael.heiss- Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/15748454@N00 Created with Haiku Deck
  • 5. Photo by dsearls - Creative CommonsAttribution License https://www.flickr.com/photos/52614599@N00 Created with Haiku Deck
  • 6. Photo by erikschmidt - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/66139928@N00 Created with Haiku Deck
  • 7. Photo by garryknight - Creative CommonsAttributionLicense https://www.flickr.com/photos/8176740@N05 Created with Haiku Deck
  • 8. Photo by Ben Mortimer Photography - Creative CommonsAttribution License https://www.flickr.com/photos/71768083@N07 Created with Haiku Deck
  • 9. Photo by joiseyshowaa - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/30201239@N00 Created with Haiku Deck
  • 10. Enterprise Innovation- Inventors & Investors cc: UWW ResNet - https://www.flickr.com/photos/48243739@N07 The Economic Actors
  • 11. Traditional Inventors -> Investor dialog a) Annual Budgeting process b) Business case c)New product development process cc: gin_able - https://www.flickr.com/photos/47968145@N00
  • 12. THESE METHODS - A SYNTAX FOR THE INVENTOR- INVESTOR DIALOG - ARE ALL WELL INTENDED Dangerous effects Inventors go “EMO”, or exaggerate, manipulate, and obfuscate Investors become skeptical A pernicious bias towards investing in opportunities that resemble today’s products, services, and markets
  • 13. Photo by Werner Kunz - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/35375520@N07 Created with Haiku Deck
  • 14. Photo by Unhindered by Talent - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/26406919@N00 Created with Haiku Deck
  • 15. Desirability - Do they want it ? Feasibility - Can we build it? Viability – Can we make money?
  • 16. Pretotype: To validate the market appeal and actual usage of a potential new product by simulating its core experience with the smallest possible investment of time and money.
  • 18. DO THEY WANT IT? Will they use it where they are? (Environment, context). Will they adapt in order to use it? (Behavior, switching). Will they use it if it looks like this? (Appearance). Will they use it if it does/does not do X? (Functionality). Will they buy it this way? (Channel). Will they buy it if it costs more than X? (Price).
  • 19. Pretotype- Fake it before you make it
  • 20. Photo by Ingo Kwiat - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/72792072@N00 Created with Haiku Deck Pretotype the Product
  • 21. Photo by Nottsexminer - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/25443598@N06 Created with Haiku Deck Pretotype the Product
  • 22. Photo by EricGjerde - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/44315708@N00 Created with Haiku Deck Pretotype the Product
  • 23. Photo by Stéfan - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/49462908@N00 Created with Haiku Deck Pretotype the Product & Production
  • 24. One Night stand- interactive service experience, choice of channel & possible customer interception points cc: moriza - https://www.flickr.com/photos/44373968@N00 Pretotype the Production & Market
  • 25. Photo by puffclinty - Creative CommonsAttribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/30649191@N00 Created with Haiku Deck Pretotype the Market
  • 26. Photo by ThomasHawk - Creative CommonsAttribution-NonCommercial License https://www.flickr.com/photos/51035555243@N01 Created with Haiku Deck Pretotype the Market
  • 27.
  • 28. RETURN ON PRETOTYPING INVESTMENT (RPI) Where: Learning (Pre) -> How much (%) you think you will learn from a given pretotype compared to the full product. Learning (Pro) -> How much (%) you will learn from a prototype or final product - set to 100% for final product. Cost (Pro)-> How much it would cost (time or $) to develop/test/ market a prototype or the final product. Cost (Pre)-> How much would it cost (time or $) to create and test a given pretotype
  • 29. Photo by andrewrennie - Creative CommonsAttribution-ShareAlike License https://www.flickr.com/photos/29712408@N02 Created with Haiku Deck
  • 30.
  • 31.
  • 33. PLAY BACK – INVENTOR VS INVESTORS BOTH: Discuss and converge on a few “Do they want it?” questions. INVENTOR: Design the simplest pretotype you can to answer those questions. BOTH: Agree upper threshold (“Right it”) and lower threshold (“Wrong it”) target expectations for ILI, before the test. INVENTOR: Run the test, confirm actual ILI. BOTH: Agree whether ILI suggest continuation. If so, agree reasonable target expectation for OLI, and the appropriate repeat Pretotyping, Work pace (R=7 days, R=14 days, etc) and meet again after every R milestone to review progress. Your decision will be clear based on the OLI trend you see
  • 34. INITIAL BELIEF + NEW DATA = IMPROVED BELIEF Thomas Bay
  • 35. 1) Design thinking to empathize consumer, identifying problems worth solving, which are desirable, feasible and viable 2) Pretotype to fake it before make it 2) Learning ‘digital ideas’; what to validate, how to validate using Lean canvases 3) Lean start up way of working; build – measure – learn 4) Agile and Continuous Delivery to ensure software is build faster and deployed faster These patterns need to be adapted in a given context and learn continuously to ensure that business is able to innovate in the age of experience… Summary
  • 36. Photo by woodleywonderworks- Creative CommonsAttributionLicense https://www.flickr.com/photos/73645804@N00 Created with Haiku Deck Prasad.prabhakaran1977@gmail.com Twitter- Pras_India