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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
IT4 IT Strategist, Agile Enthusiastic
All views expressed here are not necessary endorsed by Infosys
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…………..
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Traditional Inventors -> Investor dialog
a) Annual Budgeting process
b) Business case
c)New product development process
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THESE METHODS - A SYNTAX FOR THE INVENTOR-
INVESTOR DIALOG - ARE ALL
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
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Desirability - Do they want it ?
Feasibility - Can we build it?
Viability – Can we make money?
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
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).
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Pretotype the Product
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Pretotype the Product
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Pretotype the Product
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Pretotype the Product & Production
One Night stand- interactive service
experience, choice of channel & possible
customer interception points
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Pretotype the Production & Market
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Pretotype the Market
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Pretotype the Market
RETURN ON PRETOTYPING INVESTMENT (RPI)
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
Cost (Pre)-> How much would it cost (time or $) to create and test a given pretotype
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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
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
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
3) Lean start up way of working; build – measure – learn
4) Agile and Continuous Delivery to ensure software is build faster and
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
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