Doing conventional innovation is no guarantee of success. New ways of innovating are starting with engineers and ending with business ideas, rather than starting with business people and ending with engineers. To innovate successfully, companies must ask the right questions, know where their market is, how big the opportunity is, where they currently are and where they want to be.

1. INNOVATING YOURSELF:
WHERE DO YOU START IN AN ENTERPRISE ?
www.eturnti.com
@eturnti
Kiran Divakaran
kiran@eturnti.com
Enterprise Architect

2. Disaster occurred, as the Wall Street Journal, points out, “not because of ‘bad’ management,
but because they followed the dictates of ‘good’ management. They listened closely to
their customers. They carefully studied market trends. They allocated capital to the innovations
that promised the largest returns. And in the process, they missed disruptive innovations
that opened up new customers and markets for lower-margin, blockbuster products.”
Doing Everything Required is no guarantee
–Conventional Innovation

3. My Experience here
Posting pictures of cats and pets – 140 characters
Twitter – Samsung Laptop
Airline Ticket Booking – Car Rental / Stay Calls
Cousin stays away from anything social 

4. Old School way of innovating
From Joi Ito’s TED talk
Starts with a business person and ends with an engineer

5. New ways of innovating
From Joi Ito’s TED talk
Starts with an engineer and ends with a business idea

6. People, networks and ideas, bringing together global
innovators and investors, strategists, and influential
decision-makers from leading financial institutions
across the globe
Start a tribe or be part of one

7. Build business models around your business
else someone else will build.
Companies that survive are not the ones making things cheaper but making
things better

8. Use the ADM to take a good relook at innovation

9. Global investment in financial-
technology ventures has more than
tripled from less than $1 billion in
2008 to almost $3 billion in 2013
Accenture Report

10. Diego David Garcia | Creative Commons
Where do we want to go ?

11. What is your key
Offering/capability
Enterprise
Vision
Business Architecture
IS ArchitectureTechnology Architecture
Reference Architecture
Where are we
Where do we want to go?
Reference architecture shows the current state

12. Banking Industry pain points
Batch still runs slow to update real time balances
Google, Apple and PayPal, traditional retailers like Wal-Mart offering alternative payment options
Legacy banks run on mainframes in batch still and has to match the real time iPhone
Start-ups, boot camps, accelerators, incubators and innovation labs are creating disruptive ideas
Making traditional banking irrelevant.
43% of U.S. customers believe their primary bank does not understand their needs
31% feel their bank is not helping them reach their primary financial goals
Source : Tom Groenfeldt Forbes

13. Source : https://hbr.org/2013/02/before-you-innovate-ask-the-ri
Ask the right questions ?

14. Source : http://www.forbes.com/sites/gregsatell/2013/03/07/how-to-manage-innovation-2/2/
Examples

15. Incrementalism improves something iteratively
Innovationintroduces us to something new
Disruption interrupts norms and changes behaviour
Know when it happens to you and plan

16. Where is your market ?

17. How BIG is your opportunity ?
Alex Ostewald - http://businessmodelgeneration.com/

18. Where you are now where you want to be ?

19. What do you have now and what do you want to improve ?

20. Which One will make it through ?
Data
SMAC
Domain
Wheelwright and Clark’s 1992 textbook, Revolutionizing Product Development
Innovation Funnel
Focus
Inside

21. Idea1
Idea2
Idea3
Idea4
Idea5
Idea6
Idea5
Idea8
Make Intelligent Decisions to narrow down the ideas
Idea9
Idea10

22. While Imagination is good but needs to be
backed up by DATA
Validate , Validate and Validate all experiments and results , everything
with data

23. Get your Vision out into a Sprint & Keep Sprinting
“The best way to have a good idea is to have lots of ideas.” – Linus Pauling
Vision
Mission
Product
Vision
Release
Plan
Product
Backlog
Sprint
Backlog

24. As you start to walk the way appears – RUMI

25. Life’s too short to build something nobody wants
Go from Agile to Lean where applicable for yourCONTEXT.

26. Should this product be built?""Can this product be built?"
DEVELOP AN MVP
Always ask

27. The SMARTEST guy is not in the room.

28. Estimation is hard get used to it
https://msdn.microsoft.com/en-us/library/hh765979.aspx
Lessons learnt minimize
the future estimates.

29. Make Turnarounds faster – Remove hurdles
Talk Reason
Deliver Do
Steady State

30. Offshore Team
Onsite Team
PM/Lead
BA
Dev
Vision for the product/ feature
Requirements, High level Design ,
Co-ordination
Detailed Design , Code , Test , Execution, Release
Support , Bug fixes.
Have light weight processes in place
Project Management
QA

31. Deploy or Die
Nhan Ngo Q/A at Spotify

32. Life’s too short to build something nobody wants
Go from Agile to Lean where applicable for your context.

33. Find out start-ups within the Enterprise
Source : http://theleanstartup.com/

34. “I have not failed. I've just found 10,000
ways that won't work.” -Edison
There are no failures, only lessons learnt.
Celebrate Success and the lessons.

35. Become an Idea Machine
Look for ideas everywhere
Create an ideas board
Should be everybody's business
Run out of ideas after their first success

36. PEOPLE AND CULTURE
Hire Passionate People
People with mutually exclusive but collectively exhaustive skills on board
People need not have to ask for permission to innovate
Share the same vision slides in the boardroom as well as the people on the job
Incentivize Ideas and Reward Risk
Share insights and best practices
Innovation is everyone's job , no such thing as Chief Innovation Officer
Build a Culture of Engagement

37. PEOPLE not only employees , people on the task - customers, clients, employees,
partners, and competitors can be great sources of innovation.
Your Co Creators Includes Everybody

38. Lets people let their hair down and play
1. A set of rules imposed by the organization
2. An environment for systematic experimentation within these rules
Box is the confines of the environment for experimentation and sand is the tool for
letting people become creative.
Create Innovation Sandboxes

39. Google’s Gmail Initial Thought Process
“We will give small mailboxes for free and charge a
premium on the big mailboxes.”

40. Google’s Gmail and AdSense story
Paul Buchheit, tech lead of Gmail project and Marissa Mayer Product manager for Gmail
We won’t be able to find relevant ads and then there will be privacy concerns
3am – Marissa is about to leave the office
“Paul, we agreed we are not exploring the ad thing, right?” Paul responds, “Yeah”
7am – Paul leaves his office after finishing a throwaway prototype implementation of ad Sense
9am – Marissa is back to office and logs into gmail. Gosh what has he done.

41. A sandbox is useless unless it can attract quality talent who can let their hair down and play.
Get the kids to play with the Sandbox

42. Learn to Pivot or Persevere this is key to
building your “Fail Fast Learn from it Muscle”
in your company

43. Amazon Fly Wheel effect
In Amazon’s case it was Customers as kids
http://www.amazon.co.uk/b?ie=UTF8&node=2610308031

44. Learnings need to be feedback into the system for
further improvement

45. Innovation sandboxes for your organization
What are your business capabilities and core strengths as an organization ?
Go with solving a customer pain point
Create labs where prototyping is encouraged for proving anything
Embrace a culture where people are encouraged to fail fast and fail cheap
Ensure that the learnings are captured correctly and this results in fail forward

46. Make your competition irrelevant

47. Take a step back and look at industry architectures for
INTERSECTIONS

48. Red Ocean Blue Ocean Strategy
Your compete in the same space Create new products and new space
Beat your competition Make Competition Irrelevant
Create a valuable cost proposition Break the value -cost model
Competitive Advantage Innovate / Value addition
Know your competition Invite the Uninitiated
Exploit existing Banking Space Create New Demand
You Current Customer is not your future customer

49. Traditional Air Line Players Net Jets
Your compete in the same space Biz travellers are the most frequent travellers.
Catering to biz travellers, holiday travellers,
casual travellers
Convenience of a private jet at the price of an
airline ticket.
Corporates spent millions in executive travel De risk operation by creating co owners with
1/16 ownership of the planes.
Long delays , baggage claims,congested
airports,baduser experience.
Private aircraft at 4 hours notice.
Biz travellers have no other option Provide in-flight customized services
Source : Blue-Ocean-Strategy-Uncontested-Competition
Question in 1983 before NETJETS ?

50. Blue Ocean Strategy if executed well has the potential
Of disrupting more than one industry as you start
Looking at a lot of intersections where value can be
Plugged.

51. Steve Jobs : design and technology
Its is more fun being at intersections
Zuckerberg : social and technology
If executed well has the potential of disrupting more than one industry as you start
Looking at a lot of intersections where value can be plugged.
Banking meets payments
Banking meets retail needs
Banking meets social

52. Finally Can we have an INNOVATION Maturity Model ?
Level Aim / Focus
5. SustainedProfitable Growth Plan for Sustained Profitable Growth Budget
and achieve desired revenue growth
Establish Corporate Innovation Index
Update portfolio of innovation
Introduce new platform every 3-5 years
4. Innovation in the core DNA Department innovation goals work towards
profit or growth
Provide training in excellence and innovation
Ensure innovation competency in most
departments
Measure with an Innovation Index
Award for Innovation Instituted.
3. ManagedInnovations Train developers in best practices and
innovation methods
Idea Management process followed
Create a portfolio list of innovations
Have a budget for innovation
2 Idea Management Reward and recognition system
Few employees are trained in innovation
Few pilot projects
1 Initial One off cases
Innovations.
Innovation
Maturity Journey