Presentation by Mr Sridhar Venkiteswaran, Director - Avalon Consulting, on addressing issues which prevent innovation from being adopted and pursued seriously within organisations

1. Addressing the issues that prevent innovation from being adopted
and implemented within organizations
OVERCOMING INNOVATION
BARRIERS
Copyright © 2008 Inovo Technologies Inc.

2. The Wisdom of Crowds
Sub-Optimal Most Important
Uncertain
Organisation for Lack of future
Innovation
decision making customer insight
Leadership
on Innovation
Inappropriate Over-riding focus
Poor Innovation
funding available on Operational Less Important
Culture
for Innovation Excellence
Lack of
Innovation Poor Process to
Over Reliance on
Knowledge, Manage
Technology
Skills and Innovation
Experience
Copyright © 2008 Inovo Technologies Inc.

3. The Why and the How
Sub-Optimal
Why
Uncertain Innovation Organisation for Lack of future
Innovation?
Leadership decision making on customer insight
Innovation
Inappropriate funding Over-riding focus on
Poor Innovation
available for Operational
Culture
Innovation Excellence
How to Manage Innovation?
Lack of Innovation
Over Reliance on Poor Process to
Knowledge, Skills
Technology Manage Innovation
and Experience
Copyright © 2008 Inovo Technologies Inc.

4. Overarching Barriers
Uncertain
Leadership Poor Process
Over-riding Focus on Lack of Future Customer
Operational Excellence Insight
Poor Culture
Lack of Knowledge and
Skills
Inappropriate Funding
Over Reliance on
Technology
Sub-optimal Organisation
for Decision Making
Copyright © 2008 Inovo Technologies Inc.

5. Uncertain Leadership
Expansion
 Alignment of
Corporate Focus
corporate and New Business
Product
Growth
innovation strategy Reinvention Creation and
Transformation
 Walking the Talk –
allocation of Scope of Change
resources and
Incremental Transformational
actions to match
rhetoric
Best Practices
Product and
Operational
 Openness – free Operational
Excellence Reinvention
flow of information
and knowledge
Operation
Copyright © 2008 Inovo Technologies Inc.

6. Leadership Profiles
I Structured consolidator – Exploring
incremental innovations from Colonizing
known base
Behavior
II Knowledge consolidator – Structured Knowledge
market research focused Colonizer Colonizer
product and line
enhancements
Structure Environment Knowledge
III Structured colonizer – Based Based
exploration into known
adjacencies. Acquisition
tendencies. Structured Knowledge
IV Knowledge colonizer – Consolidator Consolidator
creation of new markets,
radical innovations and
Building
disruptive businesses Consolidating
Copyright © 2008 Inovo Technologies Inc.

7. Poor Process to Manage Innovation
 Introduce discipline and methods to
pursue innovation
 Empower the personnel with knowledge
and skills
 Ensure focus on value added and
customer not the product or technology
 Provide an approach to allocate funding
 Foster optimal decision making and
involvement across the organisation
Copyright © 2008 Inovo Technologies Inc.

8. Becoming an Innovative Enterprise
 Leadership & Vision
 A resilient organizational persona
 The right incentives
 The right organizational resources
 The right type of financial discipline
Copyright © 2008 Inovo Technologies Inc.

9. Becoming an Innovative Enterprise
Pro-Innovation
leadership
Process to
Manage
Innovation
Copyright © 2008 Inovo Technologies Inc.