The document outlines five patterns that can drive innovation: 1) augmenting products to generate data, 2) digitizing assets, 3) combining data within and across industries, 4) trading data, and 5) codifying a distinctive service capability. It also provides five questions that can help derive new business value by exploring what data a company has access to and how it can be used. The patterns and questions provide managers frameworks to identify disruptive opportunities, capabilities versus shortcomings, and overlapping patterns to broaden offerings across industries. Managers can then select ideas to determine scalability and revenue potential.

1. INNOVATION
THE NEW PATTERNS OF
INSIGHTS BY - KUNAL
BHATTACHARYA

2. THEKEY
ELEMENTS
INSIGHT - 1
INSIGHT - 2
MANAGERIAL
RELEVANCE
01
02
03

3. HOWTOINNOVATE
EFFICIENTLY?
The search for new business ideas and new business models
is hit-or-miss in most corporations, despite the extraordinary
pressure on executives to grow their businesses.
So how exactly should a company innovate? Are there no
definite frameworks to refer?

4. FIVEPATTERNSTHATCAN
DRIVEINNOVATION
INSIGHT - 1

5. 01Gather and crunch as much data as possible from company's
products.
Use that data to enhance an activity or a set of activities.
Extend the new found capability into a new service offering
or a new business model.
AUGMENTING
PRODUCTSTO
GENERATE
DATA

6. 02Look for digitization opportunities of existing physical assets.
Or, look for value addition opportunities of existing digital
assets.
DIGITIZING
ASSETS

7. 03Ascertain if your company is generating data useful to other
industries.
Also, if other companies are generating data that can be
useful to your company (new business model, new service
offering etc.)
COMBINING
DATAWITHIN
&ACROSS
INDUSTRIES

8. 04An interesting overlap with the previous point.
Not just products and services created with data, the data
itself can be traded, if found useful for other industries.
TRADING
DATA

9. 05Have a best-in-class process or system that is not central to
your company's unique competitive advantage?
Can it be developed or standardized for multiple businesses?
If yes to both - CONGRATS! You can sell your product(s) as
service offerings.
CODIFYINGA
DISTINCTIVE
SERVICE
CAPABILITY

10. FIVEQUESTIONSTHATCAN
HELPDERIVENEWBUSINESS
VALUE
INSIGHT - 2

11. WHAT DATA DO WE HAVE?
WHAT DATA CAN WE ACCESS THAT WE ARE
NOT YET CAPTURING?
WHAT DATA COULD WE CREATE FROM OUR
PRODUCTS AND OPERATIONS?
WHAT DATA COULD GET FROM OTHERS?
WHAT DATA DO OTHERS HAVE THAT WE COULD
USE IN A JOINT INITIATIVE?
01
02
03
04
05

12. That's a lot of questions and
patterns that my data analyst
team can work on!
I am the Manager here.
What's in it for me?

13. MANAGERIALRELEVANCEOF
ABOVEINSIGHTS

14. Managers can:
Use the patterns to identify disruptive
opportunities;
Ask insightful questions within each pattern to
identify capabilities v/s shortcomings;
Look for overlapping patterns to broaden the
extent of service offerings across multiple
industries;
Finally select few ideas for further investigation
and blue-print generation to determine
scalability and revenue generation possibilities.

15. CREDITS:
WWW.CANVA.COM (FOR PRESENTATION LAYOUTS)
WWW.INNOVATIVECONSULTING.CO.IN (FOR IMAGES)
WWW.DIGITALMARKET.ASIA (FOR IMAGES)
WWW.DREAMSTIME.COM (FOR IMAGES)
WWW.CLIXMARKETING.COM (FOR IMAGES)

16. THANKS
ALOT
THE ROLE OF
BY THOMAS WILSON