There are countless books, blogs, articles, cases, and conferences dedicated to identifying techniques that drive innovation. Most offer the same tired ideas – hire good people, empower employees, reward risk, embrace innovative culture, create a progressive work environment, etc. While these suggestions are all reasonable, they are anything but radical. If companies want radical innovation, they should look at exploring more radical solutions. What would happen if your eradicate HR from your company? Will you innovate better if you require all employees to take an IQ test?
Human Capital: Building high performance teams for your start-up's successMaRS Discovery District
Every start-up encounters speed bumps on the highway of growth. It's the people on your team who will enable your company to power through them. Skills and capabilities must evolve as you grow. You'll need to navigate advisory and other boards, recruit well and have effective team communication and a CEO who sets the stage for the company culture – all just to set you up for that early-stage VC funding.
Lance Laking, an experienced successful entrepreneur, talks about how to successfully drive this off-road path.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=fb57c3a5-7e11-4bb6-b8b6-6276e0ec27c3
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This lecture will present foundational considerations for building your board of directors, as well as compare and contrast it to an advisory board. The session will emphasize how to build and adapt the board of directors for high productivity and impact, and describe how to do so at the pace of high-performing startup and growth-stage technology businesses.
Lecture takeaways:
-Understand the difference between a board of advisors and a board of directors and how the structures relate to each other
-Understand the basics of building, managing and evaluating your board of directors
-Be equipped to make both incremental and larger changes in how governance is addressed in your business
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New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
2021 Sundsvall NTI Gymnasiet: making magic possible - Things I learned runn...Kay Gruenwoldt
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Introduction to Entrepreneurship 101/Finding and Validating Your Idea - Entre...MaRS Discovery District
Learn the scope of the Entrepreneurship 101 course and how it can help you build a business. Hear why entrepreneurship matters so much in today’s world, what makes entrepreneurs different (and successful) and how you can come up with your next big idea (or test the one you have).
Human Capital: Building high performance teams for your start-up's successMaRS Discovery District
Every start-up encounters speed bumps on the highway of growth. It's the people on your team who will enable your company to power through them. Skills and capabilities must evolve as you grow. You'll need to navigate advisory and other boards, recruit well and have effective team communication and a CEO who sets the stage for the company culture – all just to set you up for that early-stage VC funding.
Lance Laking, an experienced successful entrepreneur, talks about how to successfully drive this off-road path.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=fb57c3a5-7e11-4bb6-b8b6-6276e0ec27c3
Governance 101: Early- and Growth-Stage Tech Companies - Entrepreneurship 101...MaRS Discovery District
This lecture will present foundational considerations for building your board of directors, as well as compare and contrast it to an advisory board. The session will emphasize how to build and adapt the board of directors for high productivity and impact, and describe how to do so at the pace of high-performing startup and growth-stage technology businesses.
Lecture takeaways:
-Understand the difference between a board of advisors and a board of directors and how the structures relate to each other
-Understand the basics of building, managing and evaluating your board of directors
-Be equipped to make both incremental and larger changes in how governance is addressed in your business
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
2021 Sundsvall NTI Gymnasiet: making magic possible - Things I learned runn...Kay Gruenwoldt
This is a talk I gave on invitation by NTI Gymnasiet, which allowed me to share some of the learnings over the last decade of managing games studios and teams.
Introduction to Entrepreneurship 101/Finding and Validating Your Idea - Entre...MaRS Discovery District
Learn the scope of the Entrepreneurship 101 course and how it can help you build a business. Hear why entrepreneurship matters so much in today’s world, what makes entrepreneurs different (and successful) and how you can come up with your next big idea (or test the one you have).
Research from Harvard Business School’s Shikhar Ghosh shows that 75% of all startup enterprises fail. What causes these failures and what can entrepreneurs do to mitigate the risk? Enter “Entrepreneurial Management.”
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www.intrapreneurshipconference.com
#Intracnf14
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Stephan Klaschka - Changing employee mindset to boost collaboration and engag...Anis Bedda
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www.intrapreneurshipconference.com
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View from the Trenches: What Went Wrong with Our Lean Startup Program?Lean Startup Co.
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With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.
What are the key reminders for start-ups and entrepreneurs as they begin to scale? Dr. G gathered a list of interesting reminders from fellow angels and venture capitalists. This presentation was aimed for an audience of start-ups.
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Chief Strategy Officer Summit - NYC - 12 Dec 2012
We have all heard how this year will be the year of mobile/ecommerce/digital/social/etc. We constantly hear about how some technology will dramatically disrupt our business.
The reality is that many innovations are surrounded by hype. As strategists, our role is to sort through the noise to uncover nuggets of insight that lead to cogent strategies and measurable results. How do we identify hype? How do we evaluate tech maturity? How do we rationalize investments into unknown technologies? This presentation
will share some informative cases and present a pithy approach for assessing, selecting, and exploiting innovation.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
Research from Harvard Business School’s Shikhar Ghosh shows that 75% of all startup enterprises fail. What causes these failures and what can entrepreneurs do to mitigate the risk? Enter “Entrepreneurial Management.”
In Session 4 of Entrepreneurship 101, we discuss the research from Startup Genome’s report, define the 5-Dimensions of success and introduce entrepreneurial management practices that startups can use to reduce the risk of failure. Startups are not just small versions of big companies – they need special tools and methodology to manage uncertainty and find their place in the market. We aim to equip attendees with the tools to mitigate risk and enjoy the journey of building a great company.
Jan Kennedy & Oliver Thum - Closing the gap between innovation and marketAnis Bedda
Jan Kennedy (Academy for Corporate Entrepreneurs) & Oliver Thum (MAntro.net)
Title: Closing the gap between innovation and market
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Slide deck introducing strategies to kickstart innovation programs in organizations. Speakers: Oscar Malpica, Envisioning Labs CEO and Cliff Edwards, Innocentive Top Solver.
Startups are thriving, but most corporations do not know how to work with them. This is an overview of startup culture. By understanding startups, corporations can be better partners with them driving more value through collaboration.
42angelitos - startup catapult from Europe to Silicon Valley42angelitos
42angelitos connects entrepreneurs with professionals and catapults awesome disruptve business ideas from Europe to Silicon Valley to incorporate and go to market as quickly as possible
CEO of the startup & innovation studio Launcher, Viktor Mikulasek, presented at the Mobcon conference in Bratislava, Slovakia. The aim was to clarify what should a startup consider before approaching an investor.
Stephan Klaschka - Changing employee mindset to boost collaboration and engag...Anis Bedda
Stephan Klaschka (former Director, Global Innovation Management and Strategy, Boehringer Ingelheim)
Title: Changing employee mindset to boost collaboration and engagement for extreme business results
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
View from the Trenches: What Went Wrong with Our Lean Startup Program?Lean Startup Co.
Ken Durand, Ericsson, @atlideafactory
With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.
What are the key reminders for start-ups and entrepreneurs as they begin to scale? Dr. G gathered a list of interesting reminders from fellow angels and venture capitalists. This presentation was aimed for an audience of start-ups.
عقدت #نواصة أولى فعالياتها بحضور فاق ال 120 شخص تحت رعاية مركز الملكة رانيا للريادة وشركة ElektroJo . تضمنت الفعالية ورشة تدريبية عملية تحت عنوان "مقدمة في ريادة الأعمال" بتنظيم وإعداد المدربة أسماء الكيالي وعرض تجربة الحائز على جائزة "ريادي العام" لعام 2014 الريادي كمال الحمود و الحديث عن التحديات التي واجهته عند تأسيس شركته الخاصة وتم توزيع شهادات للحضور باسم أكاديمية "قادة على طريق الريادة" وباعتماد دولي.
Hype or Hope - How To Separate Hype From Real InnovationIliya Rybchin
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We have all heard how this year will be the year of mobile/ecommerce/digital/social/etc. We constantly hear about how some technology will dramatically disrupt our business.
The reality is that many innovations are surrounded by hype. As strategists, our role is to sort through the noise to uncover nuggets of insight that lead to cogent strategies and measurable results. How do we identify hype? How do we evaluate tech maturity? How do we rationalize investments into unknown technologies? This presentation
will share some informative cases and present a pithy approach for assessing, selecting, and exploiting innovation.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
Presented at the "IT Leadership Summit, Brisbane, QLD Australia" May 2014. This presentation shares the approaches taken by Wotif (leading Australian on-line travel company) to innovate and implement the Lean Start-up approach.
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New zealand disability support network 2012 social enterprise workshop
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In this presentation you will learn:
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- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
Want to turn an amazingly innovative idea into reality? We’ll help share techniques with you to make your dream a reality.
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- Brain power “Deep Innovation”, working in a team
- The difference between an original idea and a copy
- Prepare for the extreme innovative solution
- Back in reality and the first compromise
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1. Radical Rules For Radical Innovation
ILIYA RYBCHIN
Bloomberg LP
@rybchin
Digital Strategy
Innovation Summit
New York | 20 Mar 2014
2. Radical Rules For Radical Innovation
ILIYA RYBCHIN
Bloomberg LP
@rybchin
Digital Strategy
Innovation Summit
New York | 20 Mar 2014
3. 3| ILIYA RYBCHIN
INTRODUCTION
It seems like innovation is the most important topic in business
51% of companies
have increased
funding for
innovation in 2013
93% of companies
say their long-term
success depends
on their ability to
innovate
But only 18% of CEOs
say their innovation
investments are
paying off
5. 5| ILIYA RYBCHIN
INTRODUCTION
Most “experts” offer reasonable and pithy advice
Hire
diverse
staff
Empower
employees
Promote
experimentation
Embrace
chaos
Cultivate
entrepreneurship
Invest in
startups
Reduce
bureaucracy
6. 6| ILIYA RYBCHIN
INTRODUCTION
However if you want to DISRUPT, you need to be bold
Innovation
§ The introduction of
something new
§ A new idea, method, or
device
Disruption
§ Change that has meaningful
business consequences; new
business, service, or product
concepts that have positive
financial impact
§ New ideas that fundamentally
change the basis of
competition within the industry
Disruptive innovation requires much more than…
§ …making incremental improvements to your products/services
§ …acquiring an early stage startup
§ …hiring a Chief Innovation Officer
Faster
Horse
Car
7. 7| ILIYA RYBCHIN
INTRODUCTION
Being bold is dangerous
§ These innovation rules are not meant to be
followed literally
§ Without appropriate safeguard, these rules
can be dangerous
§ These rules do not reflect the opinions of
any past, current, or future employers
9. 9| ILIYA RYBCHIN
ERADICATEHR
• A company with an HR department
larger than 5 people will struggle to be
disruptive
• HR’s very reason for existence is to
maintain order, enforce bureaucracy,
foster inefficiency, tolerate mediocrity,
protect antiquated culture, etc.
• The key to radical innovation is to not
treat HUMANS as RESOURCES
• Resources are raw materials that are
used up until all value is sucked out of
them
• Humans are the living beings that offer
creativity, inspiration, passion, energy,
loyalty, etc.
RULE 1: Eradicate HR… IMMEDIATELY
10. 10| ILIYA RYBCHIN
ERADICATEHR
• Is it easier to book a $10,000 trip to Asia than to hire a temp contractor to build
prototype?
• So you re telling me I can trust you to give you a company car and to have
you responsible for tens of millions of dollars, but I can t trust you to dress
appropriately? – Mary Barra, CEO General Motors
• Think about why firms need to establish innovation groups OUTSIDE of the
corporate offices – what are they really escaping from?
DIAGNOSIS: HR drains innovation potential from an organization
11. 11| ILIYA RYBCHIN
ERADICATEHR
SOLUTION: Treat your employees… like humans
• Assume your employees are rational,
motivated, and talented human beings
who know the difference between right
and wrong, are capable of thinking,
and making decisions,
• Outsource everything administrative
(payroll, benefits, recruiting, etc.) and
condense your employee manual to
one sentence:
DON’T BE STUPID
12. 12| ILIYA RYBCHIN
ERADICATEHR
• When employees are unshackled by the burdens of pointless
process, baseless bureaucracy, and constricting structures, they
can innovate
• They take risks
• Their thinking is not constrained
• They will act in the best interests of the company
• Essentially, you need to strip away “corporate stupidity”
RESULT: Empowered employees who care
13. 13| ILIYA RYBCHIN
TESTIQ
• A good manager can foster/nurture
risk-taking, creativity, problem
solving, and technical skills. S/he
can't make someone smart
• Radical innovation requires rapid
action and exceptional intelligence -
decelerating your progress hurts your
ability to innovate
• Organizations often optimize for the
lowest common denominator
RULE 2: Hire based on IQ
14. 14| ILIYA RYBCHIN
TESTIQ
When Mihaly Csikszentmihalyi studied geniuses for his book “Creativity - The
Psychology of Discovery and Invention”, he realized something fascinating
about IQ:
No one who changed the world had an IQ under 130 —
but the difference between 130 and 170 was negligible.
DIAGNOSIS: Brilliant ideas do not come from mediocre minds
Worst
Drivers
Poor
Drivers
Be-er
Drivers
Best
Drivers
If something as
simple as driving
ability correlates
to intelligence,
what does that
say for highly
complex tasks
your employees
perform daily?
15. 15| ILIYA RYBCHIN
TESTIQ
SOLUTION: Don t level the playing field… hire better athletes
The mere act of assessing
intelligence gives you
valuable insights about your
potential employees:
• Creativity
• Problem solving
• Ability to deal with
ambiguity
• Ability to deal with stress
• Even personality
16. 16| ILIYA RYBCHIN
TESTIQ
or
RESULT: Brilliant employees beget brilliant innovation
Who is most likely to come up with the next genius idea
that will transform your company, reshape your industry,
and change the world?
17. 17| ILIYA RYBCHIN
UNDERCOVERBOSS
You can’t innovate if your key employees
have never (or rarely)
• Taken calls in a call center
• Stood on a sales floor and tried to sell
your product
• Worked a factory line and assembled
your product
If you want to disrupt a market, you need
everyone to spend more time in the market
RULE 3: Mandatory “Undercover Boss” for ALL managers
18. 18| ILIYA RYBCHIN
UNDERCOVERBOSS
• Innovation can be
correlated with how
frequently management
is “among the people”
• Why pay expensive
firms to do ethnographic
research?
DIAGNOSIS: Contact with customers is a religious experience
19. 19| ILIYA RYBCHIN
UNDERCOVERBOSS
All employees should spend:
• 1 day per quarter at a call center
• 1 day per quarter selling (at retail
on in field)
• 1 day per quarter building/
packing/shipping
• 1 hour per month meeting
customers
…or they don t get their annual
bonus/raise
SOLUTION: Connect compensation to “field work”
20. 20| ILIYA RYBCHIN
UNDERCOVERBOSS
How many kickstarter campaigns came from a customer frustration
with existing products/services?
RESULT: Profound market awareness yields profound innovation
21. 21| ILIYA RYBCHIN
EMBRACEMIGRANTWORKERS
• Finding an employee who worked at
one company for 10+ years is not
always a good thing
• The longer an employee s tenure the
less likely they will be the source of fresh
ideas
• Think back to your first week at your last
job… how many fresh ideas did you
have that week?
• Would you rather hire a CTO who
worked at IBM for 15 years or who
worked at 5 interesting technology
companies in a variety of industries?
RULE 4: Embrace migrant workers
22. 22| ILIYA RYBCHIN
EMBRACEMIGRANTWORKERS
• Employees desirable to multiple
companies should be desirable to
you
• Employees who actively manage
their careers are ambitious
• New roles = new experiences, skills,
and knowledge
• Job switchers are not risk averse
DIAGNOSIS: Resume gaps are good
23. 23| ILIYA RYBCHIN
EMBRACEMIGRANTWORKERS
• It’s not about someone who switched companies… strategic jumps within the
same company are just as compelling
• Higher compensation and bigger title (by themselves) are not sufficient
reasons for switching jobs
• Look for the employees who seek out new challenges, new experiences, and
growth opportunities
SOLUTION: Find employees who hopped for the right reasons
24. 24| ILIYA RYBCHIN
EMBRACEMIGRANTWORKERS
Inherent diversity involves traits
you are born with, such as gender,
ethnicity, and sexual orientation.
RESULT: A truly diverse workforce with original ideas
Acquired diversity involves traits
you gain from experience
Companies that have BOTH types of diversity are 45% likelier to
have grown market share over the previous year and 70% likelier to
have captured a new market than peers
SOURCE: Harvard Business Review, 2013 - How Diversity Can Drive Innovation
25. 25| ILIYA RYBCHIN
GETHELP
• Not all the smart people work for us
- Bill Joy
• Come to terms with the fact that
there will always be more
intelligence, innovation, creativity,
and general bad-assness outside
your company than inside your
company
• Innovation is an ego-less endeavor
• Drop your hubris / arrogance and
seek help
RULE 5: Get help
26. 26| ILIYA RYBCHIN
GETHELP
Even if you do have a dramatically
disproportionate amount of
exceptional talent, they will always
benefit from external perspective,
fresh ideas, and industry expertise
DIAGNOSIS: External expertise may be just the fuel you need
27. 27| ILIYA RYBCHIN
GETHELP
SOLUTION: Hire the RIGHT external advisers
What is the stock price,
gross margin, and
hurdle rate of your
biggest client?
Have you ever
managed a business,
product, and/or service
P&L?
If we develop a plan for
a disruptive business,
are you prepared to
invest?
If they can t demonstrate
unquestionable mastery of
critical business issues
facing a client – then they
are not capable of
understanding the business
consequences of
innovation.
If fewer than half their team
has proven operating
experience – then they are
not capable of executing in
the real world.
If they do not immediately
say yes – then they are not
a real long-term strategic
partner.
These are idea people
Ideas are the easiest part of
innovation, you need advisors
who understand your business
These are the theory people
HBS case studies and new
frameworks/paradigms don t
always translate to reality
These are the project people
They simply want to sell you
consulting engagements and bill
you for time
Three questions to weed out noise and mediocrity:
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GETHELP
• Cross-function, cross-industry,
cross-level, and cross-market
insights
• Deep focus on one problem
• Subject matter expertise
• Limited political constraints
RESULT: Combining what’s inside with fresh outside perspective
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CONCLUSION
Every practice has a set of rules
which governs it.
Innovation occurs at the point
of intelligent and creative
rebellion against them.
-Fiel Valdez
Ultimately, these rules are not meant to be followed
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CONCLUSION
Everyday, deep in your organization you will have
people who…
• … work on projects
• … make choices
• … allocate time
• … manage budgets
• … hire other people
These are the ingredients for innovation – how you
assemble them will determine your propensity for
innovation
It s all about the people
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Thank you
ILIYA RYBCHIN
Bloomberg LP
@rybchin
Digital Strategy
Innovation Summit
New York | 19 Mar 2014