The document discusses principles for innovation management. It argues that traditional management focuses on stability and efficiency through standardized processes, while innovation requires experimentation and flexibility to address uncertainty. Effective innovation management requires an entrepreneurial approach of building new advantages through cross-functional teams, frequent testing of ideas, and viewing failures as learning opportunities rather than risks to avoid. The role of leadership is to guide experimentation by setting challenges, providing resources, and acting as a "chief experimenter" who learns through testing new approaches.

1. The Innovator’s Method
Nathan Furr and Jeff dyer

2. The 1960s skyscrapers in the
world have little differentiation
because anything that was not a
straight beam or a 90 degree angle
was risky.

3. Historically, management is like
the 60 s skyscapers, all straight
lines and right angles.

4. The reason why executives stick to
procedures and processes they are
comfortable with is because
higher interdependency is time
consuming and risky.

5. Uncertainty requires a new set of
principles

6. Ironically, as companies focus on
capturing value from customers,
they often lose the ability to
create customers.

7. NPS or net promoter score is no of
promoters , those % who score 9
and 10 for your product minus %
detractors , i.e. those who score 0
to six.

8. Products that delight consumers
do the unexpected. They solve a
problem consumers didn’t think
existed. They evoke positive
emotion.

9. Managers tend to start by building
solutions, but we emphasize the
need to deeply understand the
basics.

10. ‘Pain storming’ involves a
customer’s journey time through
the task of a product/brand.

11. Until you figure out how to delight
a consumer, don’t even think of
the business model.

12. In today’s uncertain world, leaders
need to be coaches and guides,
they have to be chief
experimenters.

13. A high mature category with low
uncertainty needs traditional
management, a low mature, high
uncertainty area needs
entrepreneurial management.

14. Change in thinking
B School thinking Thinking in a VUCA world
Core focus Execute in certainty Experiment in uncertainty
Strategy Protect existing resources,
sustain advantage
Circumvent resources,
build new advantages ,
resources,
Orgntl behavior/HR Hire experts, hierarchical
orgn
Flat orgn, hire multiskilled
people
Leadership and teams Vertical, manager –
supervisory structure
Horizontal teams, peer
group structure, minimize
and suffice
Operations Routine, longer cycles Flexible, shorter cycles
Marketing Full featured,
segmentation
Consumer interaction
Finance Marginal cost, fixed costs
to lower average costs
Full cost logic, avoid fixed
costs, stay variable

15. Innovations are only valuable if
they solve problems

16. Successful innovators excel at
networking and hence build
strong eco systems.

17. If you can increase the number of
experiments from 100 to 100, you
increase the innovations you
produce-Jeff Bezos

18. Six components of a Biz model
1. Value proposition
2. Pricing strategy
3. Consumer acquisition
4. Customer acquisition
5. Cost structure by activity
6. Cost structure by resources

19. Pivot is a new word which asks
you to change direction with one
foot intact

20. As soon as you start to scale,
everything changes. Watch this
journey

21. The team you used for innovation
might not be the team for scale
up.

22. Management theory was
developed to solve the large
company management problem,
not for innovation.

23. In contrast , most entrepreneurs
started with a product or a service
with a view to disrupt.

24. A leader’s role today is to set a
challenge, build broad and deep
expertise that’s needed, remove
the barriers and provide tools to
win and to be the chief
experimenter.