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Dual Cycle Model of Innovation and Strategic Foresight
The document introduces the dual cycle model of innovation, emphasizing the need for organizations to challenge both external and internal orthodoxies to succeed. It outlines key behaviors that successful organizations exhibit, such as conducting SWOT analyses and fostering a culture of foresight. Additionally, it warns against the dangers of limiting future thinking and encourages companies to embrace uncertainty for transformative opportunities.
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Dual Cycle Model of Innovation and Strategic Foresight
- 1. DUAL CYCLE MODEL OFINNOVATION AND STRATEGIC FORESIGHT Ben Flavel
- 2. = Good Luck! (Attention+ Intention) x Purpose Opportunity
- 3. “To be achallenger once, it is enough to challenge the orthodoxies of the incumbents; to be a challenger twice, a firm must be capable of challenging its own orthodoxies. To reinvent its industry a second time, a challenger must regenerate its core strategies.” Gary Hamel – Competing for the future
- 4. THE DUAL CYCLEMODEL
- 5.
- 6. 1. CONDUCT SWOTANALYSES
- 7. 2. FOCUS ONCUSTOMER NEEDS 3. INNOVATE AND IMPROVE BASED ON WHAT THEY KNOW
- 8. 4. CHALLENGE THEWAY IT DOES THINGS 5. IMPROVE INTERNAL PROCESSES AND SYSTEMS
- 9. 6. INJECT THESE5 BEHAVIORS INTO ITS CULTURE
- 10. If I hadasked my customers what they wanted, they would have said a faster horse. Henry Ford
- 11. QUICK QUIZ: WHICH OFTHESE THREE COMPANIES APPLIES A DUAL CYCLE MENTALITY? a. DELL b. HP c. APPLE
- 13. DOING NOTHING IS NOTAN OPTION!
- 16.
- 17. Great organisations… • Developa continuous ability to regenerate its own core strategies • Re-invent entire industries • Are able to train the culture to challenge internal and external assumptions • Create a culture of foresight by challenging the competencies that made the organisation successful in the first place
- 18. 2 CYCLES INMOTION
- 19. 3M BRAND ESSENCE Official: Harnessingthe chain reaction of new ideas Unofficial: “habitually habitate the inhabitable”
- 20. TRANSFORMATIONAL OPPORTUNITIES CREATE NEW INDUSTRIES Ex is ting produc ts / T e c hnolog y N e w produc ts / T e c hnolog y E x is ting Ma rke ts N e w Ma rke ts Adjacent Opportunities Exploit current assets and capabilities Transformational Opportunities Create new markets and new products Status Quo Grow market share and profit (expansion, not new business development) Adjacent Opportunities Increase primary market demand
- 22. We have anamazing ability to over-estimate what we can achieve in one year and yet under-estimate what we can achieve in ten. Companies find it risky to think too far ahead. Ideas become “scary”. Limiting futures thinking to what we can prove now, based on what has been, is truly dangerous.
- 24. THE PATHWAYS ARENOT ALWAYS CLEAR
- 26. “Uncertainty is an uncomfortableposition. But certainty is an absurd one." Voltaire
- 27.
- 30. DOES THE DUALCYCLE MODEL EXIST IN OUR ORGANISATION? How strong is our vision? Do we know “what we do?” “how else can we do what we do?” Do we encourage questions? Do we challenge our core competencies? Are we willing to change the way we do things? Do we metascan? What happens when things fail? Can we identify the entrepreneurs that will drive change?
- 31. It’s your path,so don’t fuck it up! …but if you do, that’s OK too.
Editor's Notes
- #24 We have an amazing ability to over-estimate what we can achieve in one year and yet under-estimate what we can achieve in ten. Companies find it risky to think too far ahead. Ideas become “scary”, “dangerous”.Limiting futures thinking to what we can prove now, based on what we know, is more dangerous. Exponential thinking.
- #31 How strong is our vision?Do we know “what we do?”Do we ask “how else can we do what we do?”Do we encourage questions?Do we challenge our core competencies?Are we willing to change the way we do things?Do we continually draw in information to better understand the future of our industry?What happens when things fail?Can we identify the entrepreneurs that will drive change?