Presentation on Innovation in General: What, Why, How

1. Heerlen, February 22nd 2010 INNOVATION AND ICTGASTCOLLEGE@HSZUYD Bring ideas to life JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT PUBLIC

3. Lecturer

4. Principal Consultant Getronics

5. Background

6. Business Informatics

7. > 20 years experience ICT Management

8. > 10 years experience (Sales)Consultancy

9. > 10 years experience Solution / Services Marketing

10. Specialism

11. Business Development

12. Marketing and Portfolio analysis

14. LIFESTYLETRENDS

15. WHAT is innovatiON? INNOVATION AND ICT Innovation is a new way of doing something or "new stuff that is made useful“. It may refer to incremental and emergent or radical and revolutionary changes in thinking, products, processes, or organizations Wikipedia

16. PRODUCT VALUECOMPETITIVE STRATEGIES INNOVATION AND ICT Treacy en Wiersema

17. COMPETITIVE STRATEGY: Brand INNOVATION AND ICT Brand in 1950 Layer of meaning Core elements dominant

18. INNOVATION AND ICT Brand today Brand in 1950

19. INNOVATION AND ICT The whole market

20. INNOVATION AND ICT

21. INNOVATION AND ICT

22. Brands positionedbycompanies INNOVATION AND ICT

23. Brands as seenthrough the eyes of the audience INNOVATION AND ICT

24. INNOVATION AND ICT

25. BCG Matrix: TYPES of products INNOVATION AND ICT

26. WHY InnovatiON? INNOVATION AND ICT It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin

27. INNOVATION AND ICT ‘Skate to where the puck is going, not to whereit is’ WayneGretzky

29. Modular innovation changes a core design concept without changing the product's architecture.

30. Architectural innovation changes a product's architecture but leaves the components, and the core design concepts that they embody, unchanged.

31. Radical innovation, in contrast, is based on a different set of engineering and scientific principles and often opens up whole new markets and potential applications.Source: Henderson & Clark, 1990, Architectural Innovation,

32. Incremental innovation INNOVATION AND ICT

33. Modular innovation INNOVATION AND ICT

34. Architectural innovation INNOVATION AND ICT

35. RADICAL innovation INNOVATION AND ICT

36. Types of innovation? INNOVATION AND ICT

37. technology innovation

38. process innovation

39. product & service innovation

40. business model innovation

42. Drive for outsourcing of capability

43. Reskilling & redployment of assets to meet new market demands

44. High Revenue, Decreasing Margin

45. Global drive for market share growth and profitability

47. Aspire to become famous

48. Grab market share

52. Educate

53. Stimulate

55. Analyze learnings

56. Improve processes

58. Frame, aggregate ideas

59. Quantify value

61. Organize project

62. Develop and test

64. INNOVATION AND ICT Product Development Process Process steps & deliverables Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 G A T E G A T E G A T E G A T E G A T E Scoping Build business case Build & deploy Testing & validation Launch & review Discovery Idea Go/No-go Go/No-go Go/No-go Go/No-go Go/No-go Fast track Controlled Documents Logical peaces defined as phases with each clear deliverables and budget

65. Solution Development ProcessPhase 0 - Discovery INNOVATION AND ICT Short description and a quick check of idea against predefined criteria. Concept Definition – captures: - Short description of the idea or concept, what it is and how it works - Target market - Key value proposition - Window of opportunity - Benefits to target market, customers and Getronics - The business opportunity from technical, operational, partnering perspective - Identification of any show stoppers Idea evaluation – Validation of idea against Idea History log and ranked against criteria: - Strategic fit - Market attractiveness and size - Complexity of technical feasibility - Complexity of organisation feasibility - Competitive advantage Plan activities next stage – Project plan for the next stage and required resources. Gate 1 – Go/No Go to go to the next stage based on the outcome of the idea evaluation and approval of the Next stage plan and requested resources. Record Idea – Record denied idea information in the Idea History Log document for future reference. Next phase

66. Solution Development ProcessPhase 1 - Scoping INNOVATION AND ICT A quick investigation on market potential of idea and sculpting of the project. Market Assessment – addressing: - Addressable market, size and segmentation - Solution description and portfolio fit - Customer needs versus value proposition Technical Assessment – addressing: - Likelihood of technical feasibility - Architecture design, construction and development - Possible partners and products - Compliance to FRW and security standards Operational Assessment – addressing: - Operational tasks - Inventory of organisation - Regulatory and legal governance - Compliance to standard tooling Preliminary Financial Assessment – addressing: - financial elements - rough financial projection Impact Analyses – addressing: - Fit to Portfolio Strategy, Road Map and Business Plan - Likelihood of positive return and business risks - Likelihood of technical feasibility - Fits regulatory landscape and/or legal policies - Impact on organisation and resourcing Plan activities next stage – Project plan for the next stage and required resources. Gate 2 – Go/No Go decision based on the outcome of Impact Analyses (Score card), approval of the Next stage Project plan and requested resources. Previous phase Next phase

67. The detailed homework and upfront investigation work on business viability of the idea and scoping of the project. Market Analyses & decisions – addressing: - Market entry strategy decisions on marcomms - Product positioning, win statement and pricing policy - Channel strategy and cost of sales Interviews & Trial Customer Selection – addressing: - Conducting customer interviews - Concept testing with customers - Selection of Trial Customer(s) Technical Analyses & decisions – addressing: - choice of Partner and Product - Costing of components - Final Architectural design and evolution Operational Analyses & decisions – addressing: - Decision on Delivery department - Resource forecast and costing Detailed Financial Analyses – addressing: - Financial projections - Risks and sensitivity analyses - worst case, best case, most likely senario - Project prioritisation Gate 3 – Go/No Go decision based on: - Quality check on the deliverables - Outcome of the Business Case - Evaluation and approval of the Next stage Project plan. If a Go an approval is given to form a project team to complete the next stage. Solution Development ProcessPhase 2 – Build Business Case INNOVATION AND ICT Previous phase Next phase

68. Solution Development ProcessPhase 3 – Build & deploY INNOVATION AND ICT Previous phase The actual design and development of the new Solution. Technical Dev. & Imp. – All activities that are required to design, build and test the new product/service according to specification incl. Operational Support Systems (OSS) and training personnel if required. Process Dev. & Imp. & Tr. – Development and implementation of all processes required to sell, build, deploy manage and support the new solution during its life cycle. Configuration of Business Support Systems (BSS), Operational Support Systems (OSS) and development of business reports. Training of process, process interlocks and tools. Marketing Dev. - The development of Sales guide, Sales & Support training program, Customer presentation, Pricing model, Order form, Contract (GTC, description, SLA), Proposal text, Folder/Leaflet/Factsheet, Advertising text/picture/photo/video, Marcoms and Sales Channel Strategy. Operational Readiness Test (ORT) – Internal operational walk through of the process from sale-order-delivery-invoice-maintenance & support. Improvement Process – Fix problems which occurred during the ORT within mandate of the project and update documentation. Gate 4 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the ORT, Updated Business Case (Financial) and next stage plan (resources and timelines). Project Stopped – extreme situation, problems could not be solved and keep the business case positive. Next phase

69. Solution Development ProcessPhase 4 – Testing & ValidatioN INNOVATION AND ICT The verification and validation of the delivery of the new Solution to a customer. Execution Customer Trial – First sale which follows the complete process from contract-delivery-billing-support-collections.. Customer & Internal Evaluation – capturing: -What went well and what went wrong - Recommendations - Additional functionality - Must have fixes and nice to haves - Validation of value proposition Trial Results Analysis – Customer evaluation results and are analysed and impact classified Improvement Process – Fix problems which occurred during the Customer Trail within mandate of the project. Gate 5 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the Customer Trail and next stage plan for the commercial launch of the new Solution. Project on hold – extreme situation, major show stopper(s) occured during the customer trial. Previous phase Next phase

70. Solution Development ProcessPhase 5 - Launch INNOVATION AND ICT Full commercial launch of the new Solution. Sales Training – Training of the sales, sales support, bid management and delivery organisation(s) addressing ins and out of the new solution, target market, positioning, competition, pricing and procedures. Printing and Distribution Market Collateral – Printing of material and distribution to the designated sales contacts. Publishing Sales Collateral on Intra- & Extranet – Internal and external communication of the new Solution via the web, posting of documents; Sales Brief, Quick Reference guide, Customer Presentation, Standard Proposal, Contacts and news message. Execution Marcoms – External communication to promote the new Solution to generate sales leads. Execution Sales Plan – Execution of Sales plan turning leads in to contracts and manage targets against business case. Activate sales incentive plan. Execution Delivery & Support Execution Billing & Cash Collection Monitor performance – The KPI’s of the end-to-end process sales-delivery-billing-support-Cash collection is monitored closely to spot issues quickly. Quality Improvements – Corrective actions taken quickly when issues arise Hand-over to Product Life Cycle Process – Process for developing new variants and releases. END – Portfolio Development Project ends. Lessons learned are documented and Post Project review plan created for review of the Business Case against actual in the near future. Previous phase

71. CO-CREATION INNOVATION AND ICT

72. APPROACH INNOVATION AND ICT Internal people involved Internal feedback Internal Getronics joining co-creation & testing Core explore team External people involved External experts and customers joining co-creation & testing Define evaluation criteria Present idea sheets Present ideas, vision so far Optimise concepts and choose ones to present Project introduction Present ideas, vision so far Main activities/goals Longlist exploration areas Get feedback on and rate concepts Co-create: Vision, Opportunities, Concepts, Approach Present best concepts to board Topic discussion Co-create: Vision, Opportunities, Concepts, Approach Selection high potential areas Discuss co-creation next steps Get developed concepts: impactful and relevant Presentation co-creation Get developed concepts: impactful and relevant Matchmaking - Project Explore teams Inspiration Exploration Areas, new teams Ideas ready for co-creation Co-created concepts Feedback on concepts. GO? Co-created concepts Outcome Brainstorm on external and internal co-creators Make idea document, test w/ min. 2 people Homework Test developed concepts further w/ min. 5 people Test developed concepts further w/ min. 5 people

73. The Project Explore ‘sweet spot’ INNOVATION AND ICT The sweet spot is the starting point for the development of ownable, end-user centric, future-proof concepts for Getronics. PRIVATE LIFE IT TELECOM WORK LIFE

74. / Baseline BP Communication 0.1 41

79. Connect the Dots like no one else can. Clients trust Getronics.

80. Create momentum internally: a shared understanding of how to get from A to B.

81. Go from service integrator to service aggregator.

83. Project explore 2009 – GEO+ INNOVATION AND ICT ‘COLLEAGUE FINDER’ WHAT IS IT? Efficientlyarrange meetings with colleagues, based on time & place

84. Project explore 2009 – GEO+ INNOVATION AND ICT WHAT MAKES IT HNW? Workspace integration Ease of life Solves real need

85. COLLEAGUE FINDER One platform to work more efficiently with colleagues Easy try-outs, use existing technology Low investments Expand with additional paid services* *traffic info, personal expertise overview, proximity notifications, etc.

86. COLLEAGUE FINDER Extension option: full-service agenda product

88. C -> Colleague

89. CA-> Calendar

90. L(ite) -> LocationsMOCCA Lite is a unique mobile concept combining geographic location of both user and colleagues within the Active Directory of an organization and Calendar features. The application at this point is a demo version in a real live Microsoft Exchange 2007 environment Currently, the application consists of basic BUT UNIQUE features The project is suitable for any mobile platform The application has been developed in close cooperation with preferred supplier Sywan.

92. Exchange Active Directory

93. Geographic location

94. Colleague and user availability

95. On browsers, iPhone, Windows Mobile, Android and Symbian