Playing the games of innovation, introduces two new aspects to lean startup: 1. realities 2. customer focussed stage-gate model This is the start of a series of publications on 'Paths of Innovations'. Here we add the work of Will McWinney.

1. what executives
should not know about
Playing the
games of
INNOVATION

2. not know, because:
- it could confuse them
- it brings them to the
front-end of innovation
- reduce their frustration

3. Innovation
the power to bring
new added value
to the world
if it is not new to you, something new
when you do not adopt it, which is adopted
and and
you don’t talk about it, talked about with others
than it is no innovation!

4. Innovation strategies?
improvement system
suggestion system
new venture teams
incubator lab
customer co-creation
design thinking
lean startup

5. Innovations and reality?
As many executives know from their
own experience, organisations
depend on people, not systems.
Innovations fail by assumptions of
people instead of the real data from
the field!

6. Innovations and reality?
Derived from ‘Paths of change’
W. McWinney, Webber, Smith and Novokowsky (1997):
Innovation begins with your look at
the world:

7. Performance in innovations?
...because how
individuals look at
the world,
is critical to the way
they learn, adopt
and develop
innovations

8. Look at the world!
point-of-view or weltanschauung:
humeur
four winds
archetypes
From Will McWinney (1997) Realities

9. Realities!
unitary mythic
sensory social
From Will McWinney, Creating paths of Change (1997)

10. Realities and beliefs!
unitary mythic
Events
Material things
Objects
Resources
Sensuality
Experience
Behaviour
Facts
Action
sensory Data social
From Will McWinney, Creating paths of Change (1997)

11. Realities and beliefs!
unitary Policies
mythic
Rules
Theory
Truth
Principles
Belief systems
Clarrifications
Assumptions
sensory social
From Will McWinney, Creating paths of Change (1997)

12. Realities and beliefs!
Vision
unitary Ideas
Mythic
Opportunities
Creations
Dreams
Inspiration
Symbols
Meanings
Metaphors
Inventions
sensory social
From Will McWinney, Creating paths of Change (1997)

13. Realities and beliefs!
unitary mythic
What matters
Preferences
Appreciation
Feelings
Wants
Motivation
Attitudes
Values
sensory Purposes
Ethics social
From Will McWinney, Creating paths of Change (1997)

14. Realities!
unitary
mythic
sensory social
From Will McWinney, Creating paths of Change (1997)

15. most real for you
how things usually happen
Realities!
accepting change
unitary mythic
truth ideas
by form by creation
no basic change everything was
and is as I will it
sensory social
facts feelings
by precedence by intention
no uncaused change fully accept change

16. Modes of innovation!
unitary mythic
?
? ? ?
sensory
? social
Derived from Will McWinney (1997)

17. Modes of innovation
unitary assertive mythic
ve
emergent
analytic
ti
en
in
in v
flu
en
sensory evaluative ce social
From Will McWinney (1997)

18. Design thinking?
Basics by IDEO

19. EXAMPLE

20. Needs skillfull professionals
unitary assertive mythic
IDEATION
ANALYZE
N
emergent
G
ive
SI
analytic
in
IN
SP DE
HIRAT PE nt
CH TE
C
in ve
IO
TY N
flu
AL TO
IM LA
en
PLE NG O
ME ER
NTA P
ce
OBSERVE
TIO
N
evaluative social
sensory
From Will McWinney (1997), re-mixed by Frits Oukes (2011)

21. Building hypotheses
Alexander Osterwalder and Steve Blank from Lean Launch Pad (Stanford), re-mixed by Frits Oukes (2011)

22. is rational
unitary mythic
assertive
emergent
ive
analytic
nt
in
in ve
flu
en
evaluative ce
sensory social
From Will McWinney (1997), Alexander Osterwalder and Steve Blank, re-mixed by Frits Oukes (2011)

23. Product Introduction Model
Concept/ Product Alpha/Beta Launch/1st
Bus. Plan Dev. Test Ship
Customer Development
Customer Customer Customer Company
Discovery Validation Efficiency
Creation Scale
Building
Pivot
Steve Blank, re-mixed by Frits Oukes (2011)

24. Towards customer centric
stage-gate model
Efficiency Scale
Re-mix of Steve Blank and Max Marmer (blackbox) by Frits Oukes (2011)

25. unitary mythic
Efficiency Scale
sensory social
Re-mix of Steve Blank and Max Marmer (blackbox) and Will McWinney by Frits Oukes (2011)

26. Innovation strategies?
improvement system
suggestion system
new venture teams
incubator lab
customer co-creation
design thinking
lean startup

27. An idea is not a business!
WHAT EXECUTIVES AND INNOVATORS CAN LEARN FROM THE LEAN LAUNCH PAD!
Objective:
Raise 100 clients in
10 weeks
PROTOTYPE TESTING PROVIDES
1. MARKET INSIGHTS
2. CUSTOMER ENGAGEMENT
GET OUT OF THE BUILDING
TEST YOUR ASSUMPTIONS
Business
startup
state your hypothesis

28. ‘GET OUT OF THE BUILDING’
Steve Blank

29. test your
assumptions
rigorously,
gain real life data,
learn at
high speed and
improve!

30. Playing the games of
INNOVATION:
Entrepeneurship in the boardroam,
resolving both
the paradox of innovation and uncertainty!
WHY?:
...discover better options...
Frits Oukes
frits.oukes@redmerito.nl
nl.linkedin.com/in/fritsoukes
@FritsOukes #innogame #leanproto
+31 6 29 576 884