Starting your Innovation Journey- PKC 2021- Session 1&2

STARTINGYOUR INNOVATION JOURNEY
Dr Aditya Gondhalekar
The views mentioned in the lecture series are author’s personal views and does not represent the views of the organisation/s that the author is af
fi
liated to.The content taken from web is referenced on the same slide with the source address and/or author wherever applicable.
These slides were presented as part of the lecture series organised by Pune Knowledge Cluster (PKC) in Nov/ Dec-2021

Starting your Innovation Journey: 2021 Dr.Aditya Gondhalekar
COURSE STRUCTURE
2
• Three (3) lectures of 2 hours each
• Interactions through out the session over chat window & audio interaction towards
the end of each session
• A WhatsApp group for further knowledge sharing and networking as part of the
cohort.The group will be active until 31st Dec 2021.
My attempt is to share with you how the world of innovators in small and large
organisations function..
I encourage you to share your views, your doubts and concerns to bene
fi
t the whole
group!!

PURPOSE OFTHIS COURSE
3
• Demystify the word ‘innovation’ as it is being loosely used today
• Give a glimpse of how the scope of innovation has changed over the years and
what is important for today and tomorrow!!
• Give audience an idea of the ‘process’ that goes behind successful innovations
• Expose you to the tools used in innovation- across the process
• Tell you about the roles which are open for you in the world of innovation and
the skillsets that you will need
• All sessions would be sprinkled with timely case studies to understand the
concepts better.

YOUR EXPECTATIONS
4
Go to www.menti.com

AFTERTHE 3 SESSIONS OF 2 HOURS….
5
You should de
fi
nitely be more ‘aware’ about the world of innovation which is
unfolding and opportunities that you would have
You should be able to con
fi
dently choose the ‘role’ that you want to play in the
innovation ecosystem based on your inherent skills and likings
You should have a fair idea about the tools that you must master and where to
fi
nd the right material to learn those in depth

WHICH ONE WORD COMESTOYOUR MIND
WHENYOUTHINK OF INNOVATION?
6
Go to www.menti.com

WHAT IS INNOVATION?
7
Turning an idea into a solution that
adds value from a customer’s
perspective
The application of ideas that are novel and useful.
Very simply put, innovation is about staying relevant
A great idea, executed brilliantly, and
communicated in a way that is both
intuitive and fully celebrates the magic of
the initial concept
An innovation is a feasible relevant o
ff
ering such as a product,
service, process or experience with a viable business model that
is perceived as new and is adopted by customers.
The introduction of new products and
services that add value to the
organisation.
As long as it includes “new” and it addresses
customer needs and wants, any variation goes.
The fundamental way the company brings constant value to
their customers business or life and consequently their
shareholders and stakeholders
work that delivers new goodness to new customers in new
markets, and does it in a way that radically improves the
pro
fi
tability equation
Innovation is the implementation of
something new.
The implementation of creative ideas in order
to generate value, usually through increased
revenues, reduced costs or both
I try not to de
fi
ne “innovation” as we should
tone down our use of the word and term.
Anything that is new, useful, and surprising
New, organic value creation by applying
creativity, in-depth relationships with
consumers and customers, and new thinking
Something new or di
ff
erent that delivers value to the world
https://www.ideatovalue.com/inno/nickskillicorn/2016/03/innovation-15-experts-share-innovation-definition/
15 Innovation Experts
15 De
fi
nitions!!

INNOVATION DEFINITION
8
Turning an idea into a solution that
adds value from a customer’s
perspective
The application of ideas that are novel and useful.
Very simply put, innovation is about staying relevant
A great idea, executed brilliantly, and
communicated in a way that is both
intuitive and fully celebrates the magic of
the initial concept
An innovation is a feasible relevant o
ff
ering such as a product,
service, process or experience with a viable business model that
is perceived as new and is adopted by customers.
The introduction of new products and
services that add value to the
organisation.
As long as it includes “new” and it addresses
customer needs and wants, any variation goes.
The fundamental way the company brings constant value to
their customers business or life and consequently their
shareholders and stakeholders
work that delivers new goodness to new customers in new
markets, and does it in a way that radically improves the
pro
fi
tability equation
Innovation is the implementation of
something new.
The implementation of creative ideas in order
to generate value, usually through increased
revenues, reduced costs or both
I try not to de
fi
ne “innovation” as we should
tone down our use of the word and term.
Anything that is new, useful, and surprising
New, organic value creation by applying
creativity, in-depth relationships with
consumers and customers, and new thinking
Something new or di
ff
erent that delivers value to the world
A Novel Idea in a given context
Applied/ Executed
Generating Stakeholder Value

INNOVATION & INVENTION
A CLASSICAL CONFUSION
9
“something that has never been made before,
or the process of creating something that has
never been made before”
- Cambridge Dictionary
“(The use of) new idea or method”
- Cambridge Dictionary
Invention Innovation
A Novel Idea in a context
Applied/ Executed
Generating Stakeholder Value
A truly Novel Design
If Applied/ Executed
Has a potential to generate stakeholder value

EXAMPLES:
10
Invention Innovation
Myron Krueger-Video Place
Steve Jobs with a Touch Screen Phone

TYPES OF INNOVATION
11
https://www.visualcapitalist.com/10-types-of-innovation-the-art-of-discovering-a-breakthrough-product/

EXAMPLES OFTYPES OF INNOVATION
12
Con
fi
guration Experience Offering
Pro
fi
t Model
Ad-based to User
subscription
Process
Mass production of
Model ’T’
Structure
1-day a week Pet
projects- Gmail/ G
News
Network
SE Exchange
Platform
Product System
Apple Ecosystem and
Products
Boeing 747- Long
range aircraft
Product Performance
Service
Add-on insurance
with your rides
Brand
Building strong
community
#nikewomen
Channel
Amazon Dash
Buttons (while its a failed
innovation)
Customer Engagement
Virtual Car
Showrooms
https://www.visualcapitalist.com/10-types-of-innovation-the-art-of-discovering-a-breakthrough-product/

INNOVATION & COMMERCIAL SUCCESS
13
Innovation needs to be at right time and place to be commercially successful!
Technologically advanced, but management
could not see the changing market
The engineering team developed
the first digital camera, but the
management did not approve the
product launch in fear of
cannibalisation of film camera
Xerox was the first to invent the PC, but
their management believed that digital
calculator is too expensive and the real
market is for copying machines
Good technology, but poor value for money, not addressing
the customer needs, or too early into the market

Failing to identify the product associations
and secondary and tertiary product streams
Did not understand the mens’ shopping
pattern. This was a standalone Tie shop.
They failed to figure out that a tie is seldom
shopped as a separate item.
Great technology for the age- triggered safety concerns
after an incident also seen as environmentally unfriendly
(Higher Purpose Failure)
Superior technology, but flawed with extremely
high noise, and fuel consumption. One accident
found fatal for it to shut down its operations
Technologically complex two-
wheeled self balancing scooter, but
the price was too high for the value
that it was delivering
First paper-like tablet for
sketching and note taking.
Launched in 2016 for $600

INNOVATION SPECTRUM
ITS NOT ALWAYS ABOUT BIG IDEAS
14
Air BnB,

Uber Model
New engine design for
fuel efficient car
Use of AI/ML for better
demand forecasting for a
grocery store
EVOLUTIONARY TRANSFORMATIONAL
Core Adjacent Radical

INNOVATION HORIZONS
MAPPING THE TECHNOLOGY AND THE MARKETS
15
H1
H2
H3
Existing Markets/
Business Model
Markets/ Business
Model New to
Company
New Markets/
Business Model
Existing Technology
Technology new to
company
New Technology

BALANCED INNOVATION PORTFOLIO
16
Cost Down
Innovations
(focusing on bottom
line)
- Operational efficiency
improvements

- Waste reduction

- Vendor consolidations
Inward Facing
Innovation
Outward Facing
Innovation
New Revenue/markets/
products
(focusing on top line)
- Creating new products

- Improving sales of existing products

- New revenue models

- New markets
Usually H1, sometimes H2
Usually H2 & H3

DILEMMA OFTHE INNOVATION CURRENCY
17
Going by the de
fi
nition of Innovation, in most cases it should be the problem to solve..
For very few transformational innovations, it could be an idea which solves an un-
expressed customer need or creates new customer need
IDEAS PROBLEM TO SOLVE
(Business/Customer/Society Problem)
Go to www.menti.com

Quick refresh of our last class
• Innovation- New, Executed, with StakeholderValue
• InnovationVs Invention
• Innovation & Commercial Success
• Types of Innovation: Con
fi
guration, Experience, Offering
• Spectrum of Innovation- Core-Adjacent-Transformational
• IdeaVs Problem Statement

EVOLUTION OF INNOVATION
19
1970s 2020
Ecosystem
Driven
Organization
Driven
Knowledge  
Flow
Networking
Anyone within
organization can
get a good idea
Partners and Crowd-
sourcing can contribute
in good ideas
Era of Innovation Diffusion
with focus on Digital
Technology  
Push
Market  
Pull
Coupled
Product R&D
Marketing
R&D +
Marketing
+ VoC
Era of push-pull innovations
with focus on ‘core’ expertise
Today’s and future innovation will be
driven by an ecosystem of
stakeholders who have unique skills
to ensure innovation delivery.
The organisations which understand
the importance of Open Innovation
and master the art of ‘innovation
inclusivity’ will win
Mainly Product / Process

Starting your Innovation Journey: 2021 Dr.Aditya Gondhalekar https://www.visualcapitalist.com/ranked-the-most-valuable-brands-in-the-world/
Top 10 Most Valuable
Brands 2020
Dominated by Most
Innovative Companies who
have mastered their Digital
Innovation!!

INNOVATION PROCESS
21
Problem
• Identify
• De
fi
ne
Inspiration
• Within Industry
• Cross Fertilisation
Ideas
• Ideate with plenty
• Filter to the
chosen few
Solution/
Architecture
• How does it work
• How does it interact
with the super system
Proof of
Concept
Check if the solution
is able to do the
‘intended’ task
Proof ofValue
Check if the solution
would add to the business
value (ROI calculation)
Pilot
Trialing the
solution on a sub-
set of the system
Scale
Implement it for
the full scale

DESIGNTHINKING
22
Design thinking is a human-centered approach to innovation that draws
from the designer’s toolkit to integrate the needs of people, the possibilities
of technology, and the requirements for business success.
—TIM BROWN, EXECUTIVE CHAIR OF IDEO
https://dribbble.com/shots/14051220-Design-Thinking-Double-Diamond-Model

IDENTIFYING AND DEFININGTHE PROBLEM
23
5
Why’s
Start with the observable problem and keep asking the question ‘Why?’, to reach to one level below-
fi
nally
reaching to one of more root causes of the problem
Example
A company who is a leader in oil
fi
ltration system is facing a decline in pro
fi
ts despite of their technologically advanced products
Observable Problem: 1.The company pro
fi
ts are declining in the growing market WHY?
2.The sales are stagnant while the the costs are increasing with in
fl
ation WHY?
4. Quality checking queues up..takes too much time 4. Our suppliers do not meet their time commitments
3.We are unable to to ful
fi
l the order book WHY?

IDENTIFYING AND DEFININGTHE PROBLEM
24
HMW
De
fi
ne and formulate your problem or challenge using ‘How Might We’ question by identifying the stakeholders, the
need and any immovable constraints
Example
For the earlier problem of ‘Quality checks are queued up, takes too long’
How might we reduce the time taken for quality checks without compromising the process so
that the quality engineers can
fi
nish more products per day and the customers get their orders
on time?
Core Need/ problem Constraint
Stakeholder Stakeholder

IDEA GENERATION
25
Brainstorming
This is the most widely used technique for idea generation where a group of people, ideally from diverse
background think alone and together to generate various ideas to solve the underlying problem
Let wild ideas
fl
ow
No idea is a bad idea
No Boss - No Subordinate
Time bound- 5-10 min sprints
No biases
Individual
Expression Group
Expression
Group
Consolidation

IDEA GENERATION
26
4 P
Think on 4 axes of Product, Process, Position and Paradigm to expand the design space and look out for
potential ideas and solutions
Product: Can we use a newer digital tools for quality checking?
Process: Do we need all these 40 checklist points to cover? Can we eliminate some?
Position: Can we move the quality checks at earlier stages of manufacturing and also to the suppliers?
Paradigm: Why can’t we embed quality in design itself and eliminate the whole quality control
process?
Example For the earlier problem of ‘Quality checks are queued up, takes too long’

IDEA GENERATION
27
Constraint
Relaxation
This is an exploration method where you start relaxing or removing expressed or unexpressed constraints
related to Resources and Technology
Problem
Money
Time People
Regulation Space
Example Ideas for generating an increased number of quality
researchers and innovators in India
Money-
• Can we fund more research topics?
• Can we increase research bursary?
• Can we have best researcher awards?
People
• Can we create interest in S&T
from early age?
• Can we have top scientists to
mentor young professionals?
Space
• Can we collaborate with outside
India researchers?
• Can we attract cientist from reputed
global universities?
Regulation
• Can we allow non PhDs with
industry experience to guide PhD
research?
• Can we promote private industries
to invest more in research?

IDEA FILTRATION
28
DVF
This is an idea scoring and
fi
ltration technique which uses 3 axes of ‘Desirable’,‘Viable’, and ‘Feasible’
attributes for each idea
Is the solution needed?
• Are we solving the right problem?
• Why can’t they solve it themselves today? (Obstacles)
Desirability
Is it technically and organisationally
possible to execute?
• Technical assumptions we have made
• Legal and compliance issues
• Government policies
Feasibility Does it make
fi
nancial sense?
• Why would consumer use this?
• How will we make money or save money/
time/resources?
Viability

BUSINESSVALUE CANVAS
29
Value
Proposition
Key
Partners
Key
Activities
Key
Resources
Customer
Relationships
Channels
Cost Structure Revenue Stream
Customer
Segments
Desirability
Feasibility
Viability

NETFLIX EXAMPLE
30
https://www.garyfox.co/business-model-canvas-examples/

IDEA FILTRATION
31
ValueVs
Complexity Map
This is a simple 2-by-2 matrix to map your ideas on the scales of value those would
generateVs complexity in the implementation
Technical/Business Complexity
Value
STRATEGIC
QUICK WINS
IN QUEUE ON HOLD

KANO MODEL FOR PRIORITISING FEATURES
32
Attractive:
These are unexpressed needs/ requirements.
Any small addition to the ful
fi
lment will increase
customer happiness drastically
Requirements
unful
fi
lled
Requirements
ful
fi
lled
Customers Unhappy
Customers Happy
Performance Requirements
These are measurable and expressed requirements,
usually follow ‘more the better’ trend for customer
happiness
Must-have Requirements
These are usually implied requirements which are taken
for granted and must-have.Any unful
fi
lled requirements
would
Car top speed
above 120 km/hr
Air conditioning
unit in car
Connected Car
Features
Time Place Industry

FAIL FAST: RAPID PROTOTYPES
33
Bernhard Doll’s map of Prototypes
The objectives of prototypes are:
• A peek into future
• Anticipate the obstacles
• Test your hypothesis
• Test technical feasibility

PROOF OF CONCEPTVS PROOF OFVALUE
34
Proof of Concept Proof of Value
• Focuses on on feasibility and tries to test the
hypothesis by answering the question “Can this
be made?”
• Focuses on on viability and tries to test the
hypothesis by answering the question “Can we
make/save money?/ How much would be the
bene
fi
t to the stakeholder?”
Proof of Market
• Focuses on Desirability attribute and tests the
hypothesis on “Is there a need for this product in
the market?”

END OF LECTURE 1 & 2
35

Starting your Innovation Journey- PKC 2021- Session 1&2

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