INNOVATE provides executive briefings and consulting services to help companies achieve breakaway growth above historic trend lines. The briefing discusses identifying new areas of growth through innovation and playing a new game to disrupt established markets. It outlines INNOVATE's 5 workstreams approach to disruptive foresight, business concept ideation, portfolio building, entrepreneurial ventures, and governance/infrastructure to help companies chart new growth paths. INNOVATE's global network and experience executing venture-style growth projects positions them to be catalysts for clients' breakaway growth strategies.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
The document provides information on obtaining investment for a business, noting that only 2% of business plans submitted to angels are funded, and outlines common reasons for rejection including lack of skills, no market opportunity, unproven concept, and inadequate financial returns or exit plan. It then discusses what investors look for in a successful investment, including a skilled team, big market opportunity, proven idea, scalable business model, and adequate financial returns within 3 years. Finally, it provides tips on strengthening an application, such as seeking strategic advice to improve chances of producing a high-growth business.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
This document provides guidance on writing a successful business plan, including key elements and questions to address. It discusses the business startup process and stages, components of a promising business idea, and classification of innovation. It outlines the roles of traditional service providers and venture capital companies. It emphasizes the importance of a strong management team and support network. Finally, it identifies characteristics of a good business plan and questions to answer in each section, such as executive summary, product/service, market analysis, financial projections, and risks.
This document discusses innovation benefits realization management for implementing Blue Ocean Strategy. It introduces a 5 phase-gate process for managing innovation from formulation to implementation. The phases include: 1) where are we going, 2) what can we use now, 3) create new possibilities, 4) select best possibilities, and 5) take appropriate action. Blue Ocean Strategy aims to create new market space by pursuing differentiation and low cost to make competition irrelevant. The 4 actions framework challenges an industry's strategic logic by eliminating some factors, reducing others below standard, raising some above standard, and creating new factors.
This document outlines RBC's approach to innovation including defining innovation, establishing an innovation infrastructure, and providing a case study on the Next Great Innovator challenge. It discusses generating ideas through various programs and challenges, testing ideas in applied innovation labs and through a beta program, and communicating knowledge across the organization. The Next Great Innovator challenge is highlighted as a sandbox for innovation that engages students in developing solutions to business challenges and identifying potential candidates for recruitment.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
The document provides information on obtaining investment for a business, noting that only 2% of business plans submitted to angels are funded, and outlines common reasons for rejection including lack of skills, no market opportunity, unproven concept, and inadequate financial returns or exit plan. It then discusses what investors look for in a successful investment, including a skilled team, big market opportunity, proven idea, scalable business model, and adequate financial returns within 3 years. Finally, it provides tips on strengthening an application, such as seeking strategic advice to improve chances of producing a high-growth business.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
This document provides guidance on writing a successful business plan, including key elements and questions to address. It discusses the business startup process and stages, components of a promising business idea, and classification of innovation. It outlines the roles of traditional service providers and venture capital companies. It emphasizes the importance of a strong management team and support network. Finally, it identifies characteristics of a good business plan and questions to answer in each section, such as executive summary, product/service, market analysis, financial projections, and risks.
This document discusses innovation benefits realization management for implementing Blue Ocean Strategy. It introduces a 5 phase-gate process for managing innovation from formulation to implementation. The phases include: 1) where are we going, 2) what can we use now, 3) create new possibilities, 4) select best possibilities, and 5) take appropriate action. Blue Ocean Strategy aims to create new market space by pursuing differentiation and low cost to make competition irrelevant. The 4 actions framework challenges an industry's strategic logic by eliminating some factors, reducing others below standard, raising some above standard, and creating new factors.
This document outlines RBC's approach to innovation including defining innovation, establishing an innovation infrastructure, and providing a case study on the Next Great Innovator challenge. It discusses generating ideas through various programs and challenges, testing ideas in applied innovation labs and through a beta program, and communicating knowledge across the organization. The Next Great Innovator challenge is highlighted as a sandbox for innovation that engages students in developing solutions to business challenges and identifying potential candidates for recruitment.
1. The document discusses applying open innovation strategies at different stages of a company's innovation process - idea generation, idea development, and commercialization.
2. It recommends first assessing where a company's innovation process typically stalls, then using open innovation to source new insights and ideas from external partners during idea generation.
3. During idea development, the document suggests using external developers, venture funding, or acquisitions to further build out promising ideas.
4. For commercialization, it proposes leveraging suppliers, developers, and other partners to accelerate launching new products and capture more value from innovations.
The document provides guidance for entrepreneurs on establishing a successful startup. It emphasizes the importance of thoroughly validating the business concept through customer interviews to understand market problems and ensure there is demand. Entrepreneurs should research whether they are truly solving a problem, identify who their target customers are, and determine if there are enough of those customers. Failing to properly plan and validate ideas in the beginning greatly increases the risk of startup failure within the first few years.
This document provides summaries of 10 questions about managing innovation answered by Jonah McIntire. The questions cover topics such as what innovation managers do, how to characterize innovation teams, the lifecycle of innovations, where innovation can occur, how to balance innovation ambitions, how to run and evaluate innovations, when to exit innovations, and how to track the value of innovations. For each question, McIntire provides concise responses summarizing best practices and approaches for managing innovation based on concepts from literature in the field.
Plugg connects entrepreneurs, investors, and experts to turn game-changing ideas into thriving enterprises in order to create positive change for future generations. The document discusses how to effectively communicate an idea to attract team members and investors using a four foundation enterprise framework. This includes defining the reward or exit strategy, having the right management team, establishing an agreed upon value, and securing the proper funding. Developing a concise two-page document outlining these key aspects based on the framework is presented as an effective way to build credibility and unlock the potential of an idea.
If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
The Tipping Point is een prachtig boek van Malcolm Gladwell. Het gaat over veranderingen in de Wereld. Mijn interesse ligt in de toepassing in het heden
briefing Innovation Compass (by Guy Bauwen)Ernst Phaff
This document summarizes a presentation on developing successful businesses through innovation. It discusses key aspects of innovation such as ideation, new product development, commercialization challenges, and common reasons why most new ventures fail. It also outlines market development models and "diamonds of success" including sensing opportunities, monitoring progress, scaling capabilities, and maintaining strategic focus. The overall focus is on providing frameworks to help innovators and entrepreneurs overcome challenges and achieve desired outcomes in bringing innovations to market.
This document provides information about the 2009 Growth and Innovation Excellence Summit taking place on June 15-16, 2009 in Washington DC. The summit will focus on how companies can drive growth through innovation, even during an economic downturn. Over the two-day event, participants will learn strategies for incorporating innovation into corporate strategies, developing new business models for growth, and assessing the ROI of innovation initiatives. Speakers will provide keynote addresses and case studies on topics such as using innovation to gain competitive advantages, balancing innovation investments, and managing the risks and economic value of innovation. Attendees include C-level executives, VPs, and directors of innovation, strategy, business development, marketing and other functions.
Building a company is not exactly paint-by-numbers, and there is no formula or manual out there that can effectively describe how to manage a tech start-up. Entrepreneurs that get it have often first tried, failed, and tried again before finding success. It is only by doing and having a great network of advisors around you that you can accelerate this process. Some thoughts on how to bridge the gap from MaRS Advisors and Entrepreneurs-in-Residence (EIR) across the province:
The document provides an overview of strategy and business models for building a startup. It discusses the importance of identifying customer problems first before defining solutions. The customer development process involves building hypotheses around a business model canvas and then getting out of the building to test assumptions with customers through experiments and data collection. This helps validate if the problem is worth solving and if the proposed solution creates value for customers.
The document outlines an approach to challenge an organization's innovation strategy by providing systematic insights into how trends may impact business and how the innovation portfolio aligns. It involves using an innovation radar screen to identify trends and their likelihood and impact. Strategic scenario thinking is then used to estimate the impact of trends on business value and match with capabilities. Gaps and opportunities in the innovation portfolio are identified to develop new business strategies and plans. This approach provides a conceptual model to analyze the relationship between trends, business impact, and the innovation portfolio.
Tom Sweeney will be speaking at the GameON: Finance Conference in Toronto on October 28-29, 2008. His discussion topics will include revisiting innovation, business models, business plans and pitches, venture economics and development plans. He will discuss how early stage companies are better focusing on value leadership and new market innovation rather than sustaining and low-end innovation. The importance of intellectual property and business models in building sustainable companies will also be covered.
Innovation Excellence : Module A5A - Create a Culture of InnovationCoGrow Systems, Inc.
The document discusses creating a culture of innovation within a business. It emphasizes developing research and development competencies through formalizing R&D processes and establishing ongoing innovation as a core competency. It outlines an innovation process with four stages - ideation, innovation, incubation, and implementation - and explains how developing a culture of innovation can propel business growth and competitiveness.
Innovation is an uphill battle for individuals within a company. The general impulse to internally sell one's expert creativity is simply not enough to overcome most management cultures. But what if the organization knew how to innovate? How hard could that be?
The document announces a two-day conference on growth and innovation excellence to be held June 15-16, 2009 in Washington DC. The conference will provide strategies and tools to help businesses innovate and drive growth even during an economic downturn. Speakers will discuss topics such as creating competitive advantage through innovation, assessing the ROI of innovation, and developing new business models. A post-conference workshop on June 17 will focus on innovating business models.
This document provides an overview of an innovation workshop. The workshop aims to develop everyday practices and processes for innovation that are repeatable and measurable. It encourages participants to define innovation, understand the challenges of innovation, and develop their creativity and problem-solving skills. The workshop also stresses the importance of teamwork, customer focus, integrity, and acting with urgency to drive innovation. Participants are challenged to apply the concepts from the workshop to develop innovative solutions and drive change within their own departments.
Workshop "How to pitch to a corporate VC" @ Start Summit 2013 in St. GallenPenny Schiffer
Penny Schiffer and Jonathan Grahm, Swisscom Ventures; Summary: Corporate Venture Capital is the practice where a large firm takes an equity stake in a small but innovative or specialist firm, to which it may also provide management and marketing expertise and other assets like customer access or IT infrastructure. The objective for the corporate is to gain a specific competitive advantage, benefits for a startup may include speed of execution and access to resources.
In this workshop we explained the concept of corporate venture capital, gave an overview over such activities in Switzerland and provided examples of how startups have used corporate venture capital to achieve their goals. We then worked on concrete examples – own startup ideas or case studies – to explore how to pitch to a corporate venture capitalist. We discussed pros and cons of such concepts and potential roadblocks. www.startsummit.ch
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The 6P Model for Making Innovation a Core CapabilityGreg Verdino
If innovation is so important for business growth, why do so many companies get it wrong? The 6P Model for Making Innovation a Core Capability provides an overview of they elements any organization should have in place to support always-on, sustained innovation that delivers positive business outcomes.
The original blog post for this content can be found at http://gregverdino.com/innovation-capability.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
1. The document discusses applying open innovation strategies at different stages of a company's innovation process - idea generation, idea development, and commercialization.
2. It recommends first assessing where a company's innovation process typically stalls, then using open innovation to source new insights and ideas from external partners during idea generation.
3. During idea development, the document suggests using external developers, venture funding, or acquisitions to further build out promising ideas.
4. For commercialization, it proposes leveraging suppliers, developers, and other partners to accelerate launching new products and capture more value from innovations.
The document provides guidance for entrepreneurs on establishing a successful startup. It emphasizes the importance of thoroughly validating the business concept through customer interviews to understand market problems and ensure there is demand. Entrepreneurs should research whether they are truly solving a problem, identify who their target customers are, and determine if there are enough of those customers. Failing to properly plan and validate ideas in the beginning greatly increases the risk of startup failure within the first few years.
This document provides summaries of 10 questions about managing innovation answered by Jonah McIntire. The questions cover topics such as what innovation managers do, how to characterize innovation teams, the lifecycle of innovations, where innovation can occur, how to balance innovation ambitions, how to run and evaluate innovations, when to exit innovations, and how to track the value of innovations. For each question, McIntire provides concise responses summarizing best practices and approaches for managing innovation based on concepts from literature in the field.
Plugg connects entrepreneurs, investors, and experts to turn game-changing ideas into thriving enterprises in order to create positive change for future generations. The document discusses how to effectively communicate an idea to attract team members and investors using a four foundation enterprise framework. This includes defining the reward or exit strategy, having the right management team, establishing an agreed upon value, and securing the proper funding. Developing a concise two-page document outlining these key aspects based on the framework is presented as an effective way to build credibility and unlock the potential of an idea.
If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
The Tipping Point is een prachtig boek van Malcolm Gladwell. Het gaat over veranderingen in de Wereld. Mijn interesse ligt in de toepassing in het heden
briefing Innovation Compass (by Guy Bauwen)Ernst Phaff
This document summarizes a presentation on developing successful businesses through innovation. It discusses key aspects of innovation such as ideation, new product development, commercialization challenges, and common reasons why most new ventures fail. It also outlines market development models and "diamonds of success" including sensing opportunities, monitoring progress, scaling capabilities, and maintaining strategic focus. The overall focus is on providing frameworks to help innovators and entrepreneurs overcome challenges and achieve desired outcomes in bringing innovations to market.
This document provides information about the 2009 Growth and Innovation Excellence Summit taking place on June 15-16, 2009 in Washington DC. The summit will focus on how companies can drive growth through innovation, even during an economic downturn. Over the two-day event, participants will learn strategies for incorporating innovation into corporate strategies, developing new business models for growth, and assessing the ROI of innovation initiatives. Speakers will provide keynote addresses and case studies on topics such as using innovation to gain competitive advantages, balancing innovation investments, and managing the risks and economic value of innovation. Attendees include C-level executives, VPs, and directors of innovation, strategy, business development, marketing and other functions.
Building a company is not exactly paint-by-numbers, and there is no formula or manual out there that can effectively describe how to manage a tech start-up. Entrepreneurs that get it have often first tried, failed, and tried again before finding success. It is only by doing and having a great network of advisors around you that you can accelerate this process. Some thoughts on how to bridge the gap from MaRS Advisors and Entrepreneurs-in-Residence (EIR) across the province:
The document provides an overview of strategy and business models for building a startup. It discusses the importance of identifying customer problems first before defining solutions. The customer development process involves building hypotheses around a business model canvas and then getting out of the building to test assumptions with customers through experiments and data collection. This helps validate if the problem is worth solving and if the proposed solution creates value for customers.
The document outlines an approach to challenge an organization's innovation strategy by providing systematic insights into how trends may impact business and how the innovation portfolio aligns. It involves using an innovation radar screen to identify trends and their likelihood and impact. Strategic scenario thinking is then used to estimate the impact of trends on business value and match with capabilities. Gaps and opportunities in the innovation portfolio are identified to develop new business strategies and plans. This approach provides a conceptual model to analyze the relationship between trends, business impact, and the innovation portfolio.
Tom Sweeney will be speaking at the GameON: Finance Conference in Toronto on October 28-29, 2008. His discussion topics will include revisiting innovation, business models, business plans and pitches, venture economics and development plans. He will discuss how early stage companies are better focusing on value leadership and new market innovation rather than sustaining and low-end innovation. The importance of intellectual property and business models in building sustainable companies will also be covered.
Innovation Excellence : Module A5A - Create a Culture of InnovationCoGrow Systems, Inc.
The document discusses creating a culture of innovation within a business. It emphasizes developing research and development competencies through formalizing R&D processes and establishing ongoing innovation as a core competency. It outlines an innovation process with four stages - ideation, innovation, incubation, and implementation - and explains how developing a culture of innovation can propel business growth and competitiveness.
Innovation is an uphill battle for individuals within a company. The general impulse to internally sell one's expert creativity is simply not enough to overcome most management cultures. But what if the organization knew how to innovate? How hard could that be?
The document announces a two-day conference on growth and innovation excellence to be held June 15-16, 2009 in Washington DC. The conference will provide strategies and tools to help businesses innovate and drive growth even during an economic downturn. Speakers will discuss topics such as creating competitive advantage through innovation, assessing the ROI of innovation, and developing new business models. A post-conference workshop on June 17 will focus on innovating business models.
This document provides an overview of an innovation workshop. The workshop aims to develop everyday practices and processes for innovation that are repeatable and measurable. It encourages participants to define innovation, understand the challenges of innovation, and develop their creativity and problem-solving skills. The workshop also stresses the importance of teamwork, customer focus, integrity, and acting with urgency to drive innovation. Participants are challenged to apply the concepts from the workshop to develop innovative solutions and drive change within their own departments.
Workshop "How to pitch to a corporate VC" @ Start Summit 2013 in St. GallenPenny Schiffer
Penny Schiffer and Jonathan Grahm, Swisscom Ventures; Summary: Corporate Venture Capital is the practice where a large firm takes an equity stake in a small but innovative or specialist firm, to which it may also provide management and marketing expertise and other assets like customer access or IT infrastructure. The objective for the corporate is to gain a specific competitive advantage, benefits for a startup may include speed of execution and access to resources.
In this workshop we explained the concept of corporate venture capital, gave an overview over such activities in Switzerland and provided examples of how startups have used corporate venture capital to achieve their goals. We then worked on concrete examples – own startup ideas or case studies – to explore how to pitch to a corporate venture capitalist. We discussed pros and cons of such concepts and potential roadblocks. www.startsummit.ch
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The 6P Model for Making Innovation a Core CapabilityGreg Verdino
If innovation is so important for business growth, why do so many companies get it wrong? The 6P Model for Making Innovation a Core Capability provides an overview of they elements any organization should have in place to support always-on, sustained innovation that delivers positive business outcomes.
The original blog post for this content can be found at http://gregverdino.com/innovation-capability.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
Mastering the Art of Executive Engagement (Bloomberg Businessweek Article)//J...Motiv Strategies
The brainstorming session may beget large quantities of ideas, but the executive workshop can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders.
We're a different kind of innovation firm.
Motiv is a premier innovation strategy consulting firm led by thought leader Jeneanne Rae. Our clients love working with us because we're more collaborative, joyful, and passionate than the typical consulting firm. While we're deadly serious about results, we like to create meaningful and energizing partnerships with our clients.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It outlines three competencies - discovery, incubation, and acceleration - needed for managing radical innovation and discusses activities within each competency. Finally, it emphasizes the need for a systems approach to building a breakthrough innovation capability.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It describes three competencies - discovery, incubation and acceleration - needed for managing radical innovation and discusses building these competencies into a system through activities like screening, coaching and transition management. Finally, it emphasizes the need for a systems approach that considers an organization's culture, strategy and leadership.
Enabling Innovation: A Designers PerspectiveThomas Sutton
This document discusses innovation and provides strategies for organizations to improve their innovation portfolios. It introduces the concept of horizons of growth that categorize innovations according to their time horizon. Horizon 1 involves extending the core business, Horizon 2 focuses on building emerging businesses, and Horizon 3 creates options that may disrupt or challenge the existing business model. The document argues that organizations often underfund Horizon 2 innovations and lack focus for Horizon 3. It provides recommendations to address blockers at each horizon, such as empowering employees for Horizon 1, providing dedicated funding and teams for Horizon 2, and establishing a clear strategic thesis for Horizon 3.
The document provides an overview of an innovation program developed by Deloitte Innovation to help organizations foster innovation through establishing the right processes, tools and governance, highlighting key phases of the innovation process (insight, ideation, incubation, commercialization) and describing different "tracks" (growth, innovator, fast) tailored to different innovation goals and timeframes.
NHRDN Virtual Learning Session on Encouraging an environment of innovationNational HRD Network
The document discusses the important role of frontline leaders in encouraging innovation. It emphasizes that creativity drives innovation and outlines three key leader behaviors needed to promote innovation: building trust to take risks, helping employees through risks, and facilitating purposeful change. Frontline leaders must inspire curiosity, challenge assumptions, and think differently to overcome innovation challenges and drive meaningful change.
This document discusses how only a small percentage of companies achieve fast growth, breaking through barriers to the next stage of development. It identifies that ambitious growth targets, product and service innovation, strong international outlook, and partnerships are characteristics of fast growing companies. The primary condition for breakthrough is excellence in attitude, market insights, and managing the growth process through clear goals and an iterative feedback loop. Growth must be carefully managed through four steps, with a focus on execution to deliver results and outperform competitors. Different growth stages require focusing on different aspects such as validating the business concept, building management capabilities, or expanding production and sales.
The Great India Startup Business Development Conference & Show; A National Convention for Startup Business & Entrepreneurship Bangalore April 20, 13 To register: www.thegreatindiashow.net/register
The 21st Century Strategy - Reach the Top of Your Game with Vision, People an...Dave Osh
This document provides a strategy for reaching the top of your game through vision, people, and technology. It discusses selling a compelling vision to drive emotions and engagement. Engaging people one-on-one through emotional connections is key. Leveraging technology involves watching other industries for next practices and innovating through combinational technologies to disrupt the status quo. The overall strategy emphasizes vision, emotional engagement, and technology innovation.
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
Nurturing Successful Business Innovation 1kaimethod
This document discusses creating a culture of innovation and nurturing successful business innovation. It provides tips for avoiding common pitfalls when innovating, such as failing to establish clear criteria and metrics for evaluating ideas, lacking training and processes for innovation teams, and not changing business culture to truly support innovation. The key is to intelligently fail early, partner with unexpected allies, respond quickly to opportunities, and embrace new ideas that others may abandon.
Lean Branding: Positioning your early-stage company for success - MaRS Best P...MaRS Discovery District
Mary Jane Braide will highlight branding essentials for start-ups and social enterprises in the early stages of development. It’s never too soon to establish a clear value proposition and your positioning—even if it feels like everything is in a state of flux!
CEO Innovation Playbook Public Short - Idris Mootee Part OneIdris Mootee
This document is part 1 of 2 of "The CEO's Innovation Playbook" by Idris Mootee. It introduces the concept of design thinking as a new management practice that fuels innovation. It argues that many businesses are missing opportunities by over-managing and under-innovating. The document provides tips for spotting market vulnerabilities and shifts to stay ahead of competition through innovation.
The document discusses different aspects of innovation including defining innovation, levels of innovation, ingredients for innovation success, and stages of an innovation ladder. It notes that there is no single recipe for innovation success as every company has different characteristics. Innovation can involve developing new products, services, business models, or technologies. Success depends on factors like people, strategy, and processes within an organization. Companies can be at different rungs of an innovation ladder from simply recognizing the need to innovate to having continuous innovation processes.
This document discusses strategies for conducting financial, pricing, and risk analysis for new product development in financial institutions. It emphasizes the importance of historical financial data analysis, financial forecasting, understanding product profitability, identifying profitable and unprofitable customers, and using financial analysis to understand competitors. The document also discusses components of sales analysis and some common pitfalls in financial analysis.
Explanation of our expert co-creation methodology, Rooftop: a hand-picked group of 8 experts working together with your team for 1 day to solve fundamental strategic challenges.
2. Chapters in the BreakAway Story
Think of your company as the central character of the
Breakaway story. The central theme is achieving growth
above and beyond the trend line … in which you identify
1. What is Breakaway Growth and exploit new areas of growth and new dimensions of
business innovation … leading to you as more formidable
2. Why innovation often disappoints competitor.
3. Playing a new game for new growth The journey begins with a deep understanding of where
the rules, plays, skills and experience delivering core
4. The 5 Workstreams business success are hindrances to new growth. Then
playing a new game alongside the old game leading to
5. An illustrative timeline future revenue that isn’t an extension of today’s trends.
6. INNOVATE’s creds The journey has the quality of an adventure in which you
encounter setbacks, overcome obstacles, find delightful
surprises including surprising yourself.
Our role, the folks at INNOVATE, is to be your trusted
advisors and catalysts helping you chart new paths that
become well-traveled avenues of your future mainstream.
All Rights Reserved 2
3. “ Breakaway Growth is putting your business on a new
growth trajectory … growth above the trend line ”
Core Business
Growth Breakaway Growth Inorganic Growth
Market growth Horizon 1 … 2 - 5 years Acquisitions
Geo Expansion
Corporate Venture
New Customer Emerging trends
Market Share Capital
Needs
Acquisition Disrupt Established
Non-traditional Markets
Product
Customers Outside Scope
Extensions Problems that New
New Business
Technology Technologies Solve Horizon 3 … +10 years
Models
Advantage Cross-business
Redefining your Basic Research
Ventures
market position
Most organic growth
is RENEWAL… Horizon 2 … 5 – 10 years
surfing the trend
line
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4. Possible: Growth and Innovation Objectives
Starting with Success-defined Outcomes in mind
1. A robust set of 5 - 10 breakaway growth concepts … establishing a presence in high potential domains
(1) Domains and growth concepts are grounded in trends and industry forces
(2) Includes new business models.
(3) Presented as a compelling business story … easy to grasp in 60 seconds
2. A portfolio of 2-4 growth ventures with seed funding
(1) Representing a balanced portfolio in multiple time horizons, size and risk profile
(2) Playing a new game for the bigness of the opportunity yet establishing market-based proof points
3. Execute individual growth projects as entrepreneurial ventures
(1) Managed as agile start-ups with governance similar to venture capital
(2) Milestone funding vs. annual budgets
(3) Early, market-based signals of success
4. Build your internal capabilities for ‘Big I’ innovation
(1) Developing provocative and disruptive insights to stimulate ideation
(2) Discovering big trends that don’t come with labels on them
(3) Probing interviewing and ideation techniques
(4) Elaborating and pitching business concepts as a start-up
All Rights Reserved 4
5. Disruptive Insight … Why most innovation disappoints !
“If we continue to play the Old Game, all we will get is
competitive trend growth.
Breakaway Growth, well above historic trend lines, requires
playing a New Game.
You can’t effectively play a New Game until you deeply
understand how the Old Game is embedded throughout”
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6. Old Game – New Game Methodology
The Game for Core Business The Game for Breakaway Growth
Replace and renew in competitive domains Tap into and execute on future business domains
Stable, predictable market dynamics Customer and competitor uncertainty; disruptive trends
Many, incremental bets … Few kills Portfolio of move-the-dial investments … Disciplined kills
Stage-gate process oriented around product Entrepreneurial oriented around customer development
and business creation
Late stage customer feedback Early & frequent customer iteration
Internal environment for CONTROL … Avoid risk Internal environment for BIGness … Take and mitigate risks
Launch at scale Agile launch … multi-generational scaling
Playing the New Game involves learning to shift … mindset, processes and practices.
It might best be viewed as a journey, an adventure or a creative process.
All Rights Reserved 6
7. A Focus on the Critical Enablers
1. Finding new hunting grounds you can leverage into move-the-dial revenue …
Aligning executive aspirations for the growth businesses of the future
Guiding your enterprise to uncover insights that aren’t in plain sight.
Then using those insights as a springboard for ideas.
Future domains offering big growth don’t often come with labels and flashing lights.
2. Creating a backlog of robust business concepts ….
Transforming ideas into investible business concepts is as much art as process.
Hands-on advice to your innovation team as they draft, iterate and strategically pivot.
Promising concepts waiting in the wings to replace early kills.
3. Venture-style execution …
New growth initiatives have more in common with start-ups than product development. Ventures
form hypotheses … then prototype, experiment and iterate with lead customers.
The ‘Innovator’ is central. The team is as important as the concept.
4. Breakaway growth governance and enabling infrastructure …
Uncover & break the hidden cycle that forces new areas of growth back into the Old Game.
A plan to move key stakeholders to where you need to be
Governance is chartered to remove bottlenecks from conventional processes and mindsets.
Workshops, coaching and transformational experiences to develop an entrepreneurial mindset,
disruptive thinking and ideation, business concept elaboration and storytelling.
All Rights Reserved 7
8. Our Approach – The 5 Workstreams
DISRUPTIVE FORESIGHT / INSIGHT
The world through disruptive lenses … insights not in plain sight … spot ways to capture differentiated
and sustainable value New Twists
BUSINESS CONCEPT IDEATION
Catalyze ideas from diverse sources … internal, industry thought-leaders, senior executives from
outside your industry
Move-the-dial
PORTFOLIO BUILDING ideas
• Screen ideas and develop a select portfolio of options that fit with your business requirements
• Transform ideas into compelling business concepts
• Pitching the concepts to investors Venture Portfolio
… Seed Funding
ENTREPRENEURIAL VENTURES
• Manage as start-ups with a governance similar to venture capital
• Stay agile and scale only after proof in the marketplace
Agile Execution
GOVERNANCE AND ENABLING INFRASTRUCTURE
• Establish governance similar to venture capital.
• Build a risk-managed portfolio.
• Insure that enterprise is playing a New Game in areas of breakaway growth.
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9. Market Foresight / Insight Workstream
1
Entrepreneurial Mindset
Step into the mindset of entrepreneurs in
start-ups and Venture Capitalists
Train the core team in principles of
disruptive thinking.
Provide stimulating examples of game-
changing insights from outside industries
2
Internal Discovery
Review recent research
Build idea base with lead employees
from within the company
Uncovering New Business 3
Interviews with Externals
Territories Trends from outside the industry that
could enter the industry
• Big trends not in plain sight Highest caliber experts (e.g. VCs,
• Insights into customer patterns researchers, starts-ups)
• Innovations from outside Sourced through broad network
• Strategic implications
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10. Internal Insights into Bottlenecks in your Growth Flow
Bottleneck: not enough move-the-dial
business concepts matching executive
aspirations
Not Enough: portfolio discipline of proof
points, investment scaling, exits and kills
Not Enough: savvy, entrepreneurial
management of each venture
Portfolio of
Entrepreneurial
Move-the-dial
Breakaway Entrepreneurial
and disciplined
Entrepreneurial
and disciplined
Business Growth Entrepreneurial
Venture
and disciplined
Venture
Ventures and disciplined
Execution
Venture
Concepts Execution
Venture
Execution
(funded) Execution
Governance and Enabling Infrastructure
Not Enough: enabling governance and internal business innovation infrastructure
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11. Modes of Ideation … Choosing what’s right for your organization
Ideation Sessions
Catalyzed by Foresight / Insight process Innovation Challenges
A structured process way beyond Crowdsourcing ideas
brainstorming … training in disruptive
Cloud-enabled Idea Management
thinking
Put a Business Domain up for ideation to
Mix of internal and external participants
a set of internal employees or open to
Participants guided in challenging public
assumptions and finding new opportunities.
Preliminary filtering and elaborating of most
promising ideas.
Idea Geniuses Immersion
People with a track record of intuiting Ethnographic deep dives
big opportunities.
Living with customers
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12. Business Concept Workstream
IDEAS
BOLD IDEAS Ways we create move-the-dial ideas
Mine ideas from internal and external sources
Guide the core team to design and facilitate structured ideation with externals, internal thought leaders and
key operating managers
Ideation makes use of techniques from Disruptive Thinking and Ideation skills-building workshop
Concludes with Idea Mapping to organize and screen potential ideas for “The Pitch” workstream
Discovery Ideation Idea Mapping
• Review recent research relative to A structured process that goes way beyond Establish screening criteria
domain brainstorming
Preliminary elaboration of ideas
• Build idea base from internal Catalyzed by disruptive insights and discovery
organizations (e.g. call centers, Select top 10 - 15 ideas
sales, R&D) Participants are externals, internal thought
• Mine ideas from outliers within leaders, key operating managers Use portfolio tools to organize ideas
the organization into several portfolio views
Participants challenge assumptions and find new
• Interviews with external providers opportunities Input into Venture Concept
development
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13. THE PITCH
Illustrative Template: One Page Business Concept
< Insert idea title>
Big Idea
Description < 2-3 sentence description of big idea>
< Insert information about target customers / consumers. For which specific customer segment
Target Market(s) would this be an exciting, compelling offering? >
Annual Total Market Size in BETWEEN BETWEEN GREATER
terms of Revenue in 2015 $50M-$200M $200M-$500M THAN $500M
1 2
Customer Problem, Unmet Needs, Insights Energy for Idea
< What is pain point for the customer? > < Why it is a big play and why it excites us? >
< What is the core customer/consumer insight(s) < Why we should do it? >
underpinning this idea?>
< What new capabilities or follow-on opportunities might it
<Please indicate any market evidence, key trends or factors bring if we do this right? >
that validate.>
3 4
Why Us? Value for Us
<What do we bring to this idea? > < How we will make money and/or broadly gain value (e.g.–
revenues, brand building, brand stretch, competitive
< What gives us a competitive edge? > positioning, hedge >
< What makes it sustainable? >
< IP to accelerate this happening >
5 6
External < Enabling technologies, potential partners to < Assumptions, Risks, Uncertainties >
Hypotheses
Enablers accelerate and de-risk >
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14. ‘The Pitch’
‘THE PITCH’ Gaining Commitment & Seed Funding
Elaborate screened ideas into total business concepts worthy of investment
Deliver an investment story that is exciting and persuasive
Mentorship by an executive on Venture Governance
At the end of the Pitch workstream, approved concepts go into the Breakaway Growth Portfolio
Business Concept
Elaboration The Art of Storytelling
Customized Business Concept Template Storytelling is a teachable art … core
principles underlying the great business
The Big Idea
stories
Customer/Problem/Solution “Start-up Story”
Multimedia learning experiences
Execution enablers Showcase
Video recordings of ‘practice pitches’
Economics
Coaching
Key hypotheses to test
Extensive Coaching
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15. Entrepreneurial Ventures Workstream
Entrepreneurial Agile Execution:
Ventures Validate, Pivot, Operate, Scale
Ventures have more in common with start-ups that with product development
The composition of the team is as important as the business concept
The critical uncertainty is consumer / customer development
Validate / Strategic Pivots Operate … then Scale
Identify and test key hypothesis Move from a business in beta-test to an
- - Customer acquisition operating enterprise
- - Business model Early signals of commercial success
Make strategic pivots based upon validated Operate for sustainable cash flow
learnings from real-world Multi-generational business building
Build strategic relationships Put systems in place to scale to next level
Coaching
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16. Governance and Infrastructure Workstream
Governance &
Playing the New Game for Breakaway Growth
Infrastructure
Communicate a strategic context to the enterprise for Breakaway Growth
Manage an end-to-end Growth Creation Flow
Instill a new organization mindset
Gain new perspectives …. learn and implement new processes and skills
Governance Enabling Infrastructure
Bring to life the spirit of Breakaway Growth Developing and deploying talent
Catalyze action - organization learnings Financial management recognizing
fundamental market uncertainty
Rapidly remove bottlenecks in real-time.
Career safety net
Manage the cost of failure not the rate of
failure Linking among various growth ventures and
with core businesses
Provide protection from legacy interest
groups … co-existence with core businesses Releasing working capital based upon go-
no- go milestones. Kill projects early.
Mentoring
Refreshing portfolio
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17. Illustrative: High-Level Timeline
2012
Month Month Month Month Month Month Month Month
Workstream Element Plan
1 2 3 4 5 6 7 8
1. Joint Project Planning
2.. Internal Discovery Audit
Our Promise: Within 45 days, you will be able to make very informed decisions about
what changes you will need to effectively play the New Game.
3. Insight Interviews
4. Ideation Sessions
5. Concept Screening and Portfolio Mapping
6. Concept Elaboration
7. Venture selection and seed funding
8. Entrepreneurial execution
Activity
Key Event / Milestone
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18. INNOVATE … Our Value Differentiators
BOLD IDEAS … … PRACTICAL EXECUTION
Spot promising hunting grounds ‘New Game’ Venture-style growth projects
Creative go-to-market models Execution Managed-risk portfolios
Break with traditions Action Roadmaps
Impact the challenges of
Access to our vast network of NEWness head-on
thought leaders, world class Catalysts Old Game – New Game
experts, premiere
Global
Methodology
practitioners Network for Action
Disruptive Thinking
Real-time coaching
Scalable
Solutions
Multi-generational
Stretch your competencies and abilities
End-to-end solutions –and/or- Plug-and-play modules
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19. INNOVATE … Our creds
Publications
Articles and interviews on cutting-edge growth
and innovation topics
Clients
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20. INNOVATE … Our clients say:
The Walt Disney Company - China
“You helped me to clarify the unique business potential and challenges of the
PRC and convey that to senior Disney people who are not personally familiar
with our environment. We have begun to shift from a mindset of competitive
growth to one of seizing the possibilities in an entrepreneurial way.”
Stanley Cheung, Sr. VP – China
Johnson & Johnson
“I have personally found you to be a valuable advisor. You are able to quickly
grasp both the big picture of a business situation and its subtle nuances. You
caused me to think differently about issues I was facing that helped focus
actions.”
Neal Matheson, CTO
Weyerhaeuser
“This was a unique situation for Weyerhaeuser in that it was the first venture
outside of existing product lines to be pursued in many years. I’ve appreciated
your candor, sincerity and commitment to assist the team and myself in any way
that you could.”
Grady Mulbery, Business Manager
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21. Founder and Managing Partner, Doug Berger
Doug Berger is an expert in breakaway growth, disruptive thinking and corporate
entrepreneurship. He has more than 25 years of experience advising executives
and their global organizations. He has expertise in a broad range of industry
sectors including consumer packaged goods, technology, health care, chemicals,
entertainment and natural resources.
Doug conducts research on leading innovation practices and publishes The
Innovators ezine. He authored The One Hour Breakthrough: Translating
Aspirations into Action based upon his experience of training and coaching
thousands of people in the art and discipline of breakthrough accomplishment
and disruptive thinking.
Doug held leadership positions in the computer industry in IT, large account sales
and advanced product marketing. He founded Innovate LLC. in 2003. He has an
MBA from Carnegie-Mellon and a BS in Physics, University of Rochester.
Thank you for this opportunity to introduce ourselves. We look forward to beginning a collaboration.
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