Level up
•Download as PPTX, PDF•
0 likes•410 views
Leslie Barry is the Head of Innovation at Thoughtworks and has worked with over 2000 founders across 32 countries through advisor/mentor hackathons. She discusses how startups are coming to disrupt existing companies and the need to embrace agility, experimentation and rapid failure to drive innovation. She highlights several technology and online trends including the internet of things, data/analytics, mobile and social media. The document emphasizes staying aware of the competitive landscape and emerging innovations.
Recommended
More Related Content
Similar to Level up
Similar to Level up (20)
Level up
- 1. LESLIE BARRY, HEAD OF INNOVATION, THOUGHTWORKS
- 2. Advisor/Mentor Hackathons 2 STARTUPS SOLD SO FAR… WORKED WITH 2000 FOUNDERS ACROSS 32 COUNTRIES
- 3. THOUSANDS OF STARTUPS ARE COMING TO DESTROY US.
- 4. WE HAVE SCALE AND CUSTOMERS They have agility
- 5. DISRUPTOR
- 6. DISRUPTED
- 7. THE CUSTOMER IS YOUR NEW CEO
- 8. EXPLORE EXPLOIT SUSTAIN IDEAS BECOME NEW PRODUCTS
- 10. CRAZY PERSON?
- 11. TRANSFORM BY EXPLORE, EXPLOIT, SUSTAIN
- 15. Failure IS an option here. If things are not failing, you are not innovating enough. - Elon Musk
- 16. SPACEX ROCKET EXPLOSION NUMBER 2
- 18. How can YOU help ;-)
- 19. INVESTOR TRENDS – SOURCE: A16Z.COM
- 20. RAPID FAILURE MEANS MORE EXPERIMENTS TO SUCCESS
- 21. GARTNER’S VIEW source: Gartner Conference 2014
- 22. BEYOND THE GLASS source: Gartner Conference 2014
- 23. THE INTERNET OF ALL THINGS source: Gartner Conference 2014
- 24. I EXPECT YOU TO KNOW ABOUT ME source: Gartner Conference 2014
- 25. MOBILE, MOBILE, MOBILE source: Gartner Conference 2014
- 26. • Data everywhere ● Fitness Trackers, Player sensors ● Video is data, IoT Data, Quantified self ■ Machine Learning • Voice is maturing • VR/AR • Bitcoin as clearance mechanism • Mobile, mobile, mobile TECHNOLOGY TRENDS
- 27. • Frictionless • Hyper-personalisation • Consumerisation of everything • Contextual Awareness • Mobile, mobile, mobile • Email is Dead • Facebook hit 1 BILLION DAU's • Convergence • Zero Loyalty ONLINE TRENDS: INSIGHT
- 28. General Trend of ANYONE competing. You are not immune EVERYONE, AND ANYONE, COMPETES EQUALLY
- 30. READ THESE
Editor's Notes
- I like the concept. I’d like to able able to hide the text and space invaders and build them. Please make the space invaders an image on top of the background.
- As a disruptor with fewer constraints, its easier to innovate fast. You move through …. To validated product But the really hard part is figuring out how to scale your brand, customers and access resources.
- But your business is unique, so its important to understand your organisation in this context as its core driving continuous innovation. If we place this view at the center, lets have a look at a model to help you explore, exploit and sustain your business. As we know, all products and services move through a product lifecycle, initiated by customer demand and transforming into a new product or being retired. When you're exploring new products, they start as ideas, get iterated on and when validated, then move on to the exploit phase where you put more resources behind them and take them to the market. If they're successful here you make them mainstream and they form part of your primary business. The key is to be doing all 3 of these to create a constant pipeline of new activity to keep this process sustainable. The current disruptors are constantly experimenting in the explore phase with a high rate of failure/learning. Note: We're constantly checking that the product is aligned to the purpose, org and tech. The size of the phase indicates the impact on the business. It's much cheaper to experiment in the explore phase than in sustain as you reduce cost, complexity and brand reputation here. And, importantly, each phase requires a different set of rules. Funding and measures of success in the explore phase look very different to the sustain phase. Lets illustrate this via a small-minded underachieving South African in America.
- But your business is unique, so its important to understand your organisation in this context as its core driving continuous innovation. If we place this view at the center, lets have a look at a model to help you explore, exploit and sustain your business. As we know, all products and services move through a product lifecycle, initiated by customer demand and transforming into a new product or being retired. When you're exploring new products, they start as ideas, get iterated on and when validated, then move on to the exploit phase where you put more resources behind them and take them to the market. If they're successful here you make them mainstream and they form part of your primary business. The key is to be doing all 3 of these to create a constant pipeline of new activity to keep this process sustainable. The current disruptors are constantly experimenting in the explore phase with a high rate of failure/learning. Note: We're constantly checking that the product is aligned to the purpose, org and tech. The size of the phase indicates the impact on the business. It's much cheaper to experiment in the explore phase than in sustain as you reduce cost, complexity and brand reputation here. And, importantly, each phase requires a different set of rules. Funding and measures of success in the explore phase look very different to the sustain phase. Lets illustrate this via a small-minded underachieving South African in America.
- You’ve probably heard of Elon Musk. Paypal, SpaceX, SolarCity and Tesla Tesla is a great example to illustrate how an organisation can explore, exploit and sustain continuously.
- That’s fine, but what if you’re not a billionaire genius iron man living in silicon valley?
- It takes being open and receptive to the voice of the customer, adopting innovation approaches being used by tech accelerators and startups and learning from lean startup, lean enterprise and design thinking methods, while embracing continuous delivery and integration. All the building blocks are there – it’s about how we assess where we are as an organisation, what parts we can digitalize and how we can rapidly scale these out. Where do you start? Depends where you are, but having a brave leader is critical. We believe that understanding your business in the context of what products or services to explore, exploit and sustain is useful.