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Velocidade, Escala e Flexibilidade
The document discusses the evolution and complexity of innovation driven by technological advancements like IoT, Big Data, and Cloud. It highlights how companies must adapt to remain competitive as established market leaders face disruptions from emerging innovators. It emphasizes the need for organizations to focus on flexibility, agile change, and redefining their strategies to leverage creativity and achieve successful innovation.
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Velocidade, Escala e Flexibilidade
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- 2. IOT BIG DATA CLOUD A GRANDECAIXA DE FERRAMENTAS
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- 4. A inovação setorna uma competência central From an isolated / occasional need … … to repeated cycles of unique value creation
- 5. DIFERENCIAIS EXISTENTES SE TORNAMIRRELEVANTES Disrupters enter the market better, cheaper and more customized
- 6. 6 Uber Launches (2011) Uber cars outnumber NYC taxis (2015) FirstHackney Coach for Hire Hackney Carriage Act in London 1600 1700 1800 1900 2000 Hansom Cab Innovation Gas Powered Taxicab Two Way Radios Computer Assisted Dispatch Dan McClure / Mike Kearns
- 7. 7 Dollar Shave Club SurpassesSchick for #2 in USMarket (2015) Harry’s and Dollar Shave Club Enter Market (2012) King Gillette’s Safety Razor 1900 1920 1960 1980 Colonel Jacob Schick’s Razor Gillette and Schick Control 95% of U.S. Blade Market (2011) 1940 2000 Dan McClure / Mike Kearns
- 8. A inovação setorna muito mais complexa Old style IT Projects Business Optimization (1990’s) Lean Product Innovation User Centered Design (2005-2015) Complex System Change Disruptive New Ecosystems (Our Future)
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- 11. CULTO DA IDEAÇÃO ThoughtWorks- Dan McClure 2015
- 12. LEAN STARTUP ThoughtWorks -Dan McClure 2015
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- 21. INVENTAR ECOSSISTEMAS REFRIGERADORES x PRODUTORESDE OVOS x CIENTISTAS
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- 28. MUDANÇA ÁGIL ThoughtWorks -Dan McClure 2015
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- 35. ThoughtWorks - DanMcClure UMA JORNADA PARA EVOLUIR A COMPLEXIDADE
- 36. ThoughtWorks - DanMcClure 2015 UMA JORNADA PARA EVOLUIR A COMPLEXIDADE UMA JORNADA PARA EVOLUIR A COMPLEXIDADE
- 37. FOCO NOS PROJETOS ThoughtWorks - DanMcClure 2015
- 38. FOCO EM RESULTADOS ThoughtWorks - DanMcClure 2015
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- 40. M A NA G E R E N G I N E E R Organization and Priority Develop queues of work Organize and prioritize work Track progress / cost / change Engineering and Expertise Deep insight into status quo Engineer modification Dependencies / constraints ThoughtWorks - Dan McClure 2015
- 41. Organization and Priority Developqueues of work Organize and prioritize work Track progress / cost / change Engineering and Expertise Deep insight into status quo Engineer modification Dependencies / constraints Vision and Learning Big picture vision Architect the future Learn and pivot M A N A G E R E N G I N E E R C H O R E O G R A P H E R ThoughtWorks - Dan McClure 2015
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- 45. TAXA DA TECNOLOGIA SOBREA VELOCIDADE DE INOVAÇÃO
- 46. 46 Stop Stop Stop CostTime Conformance Iron Triangle Heavy Analytical Budgeting Waterfall Delivery Stage Gates Compliance to PlanMeasures Annual Strategy Command and Control Doing the Predictable Well Stop RÍGIDO LENTO TAXA DA ORGANIZAÇÃO SOBRE A VELOCIDADE DE INOVAÇÃO
- 47. O NOVO CONTROLE ThoughtWorks- Dan McClure 2015
- 48. EMPRESAS LEAN DIRIGIDAS PARA O APRENDIZADO ThoughtWorks- Dan McClure 2015
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- 52. Como tirar a inovaçãodo laboratório?
- 53. Como disruptar a simesma?
- 54. Como transformar a arquiteturatécnica?
- 55. Como alavancar o pontencialcriativo de todo mundo?
- 56. 56 Dan McClure Innovation DesignLead ThoughtWorks dmcclure@thoughtworks.com Twitter: mccluredc OBRIGADO Alexey V. Boas Head of Technology ThoughtWorks Brazil aboas@thoughtworks.com Twitter: avboas79
Editor's Notes
- #2 IDEA 1 – INNOVATION MUST GROW UP: Time (0:30) I’m here today because I am both excited about the opportunities of a world increasingly driven by creative ideas and fearful that we lack the mental and practical models of innovation to rise to that challenge. All too often we are like a child who learns to play a simple song and then innocently assumes they are ready to perform in an orchestra onstage. With few exceptions we are not ready. Our techniques for innovation were developed for challenges that were relevant in the past. Innovation needs to grow up. To understand the urgency behind that statement let me begin with a quick review of the playing field onto which which every business, government and organization has been thrust.
- #3 IDEA 2: UPRECEDENTED CREATIVE TOOLS AND MINDS (time 0:40) We have access to an incredibly powerful toolbox fueled by technologies that have creative synergies. https://pixabay.com/p-261208/?no_redirect
- #6 It isn’t just the pace of innovation that is accelerating. The nature of a competitors offerings is changing radically too. For years we’ve been told by Harvard trained business strategist that success lay in finding our core competency. Price, Performance, or Service. We were to become hedgehogs who focused on one end of the market or the other. If you are a premium brand be the very best at being the best. If we have chosen to compete in the commoditized mass market. Then master the art of efficiency and operational discipline. Focus was the word and innovations were designed to move us up one notch on our chosen dimension of competition. This new marketplace will make road kill of the hedgehogs. New innovations don’t just incrementally raise the bar in one direction. The new innovators are capable of driving improvement in every key performance metric. The new guy can be better, cheaper and more customized. https://farm1.staticflickr.com/62/182814612_ed83adf218.jpg
- #8 http://www.portalplanetasedna.com.ar/invento01.gif
- #10 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #11 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #12 This model really took off with the advent of mobile applications, where small ideas could be quickly built and deployed to a waiting audience. It began to seem that only thing we needed was a good idea. This spawned a cult of ideation, techniques and firms were created to help you imagine something new. The sales of post it notes exploded.
- #13 Steven Blank and Eric Reis correctly pointed out that investing in unproven ideas was a fools strategy, and so the ideation model was augmented with a mandate to test ideas with real users. User Centered Design combined with a mandate to Fail Fast to provide what seemed like rigor to the process. Now we had a model that a responsible business leader might invest in.
- #14 IDEA 8: SIMPLE PILOTS DON’T GROW UP (Time 9:20) And invest we did. It’s not just startups that wanted in on the action. Enterprises of every size, but particularly large organizations with leaders who saw the threats on the horizon, created small teams and innovation labs that ran alongside their established businesses. They were rewarded for the originality and speed of their ideas. Prototypes and pilot programs became part of both the CEO’s and the CIO’s world. One of the areas that I have been working has been the space of Humanitarian Innovation. This is a field that has fully embraced the crowd sourcing of ideas and small lightweight challenge grants to prove out new innovations. It’s worked really well, however, over the last two years a disturbing trend has been noted all these little pilots. These baby bunnies of ideas, were failing to grow up. http://s0.geograph.org.uk/geophotos/03/00/79/3007908_1f9070ec.jpg
- #15 The organizations were investing in lots of pilots, but all they were managing to do was breed baby bunnies. Even great ideas stayed stuck as a small effort with limited impact.
- #16 The tame corners of innovation have forced an arbitrary simplicity onto business opportunities. That worked when the problems actually were that simple … Pixabay - complexity
- #17 But it in no way erases the complexity of the most important opportunities we face today. Pixabay - complexity
- #18 This work to build the ecosystem that sustainably creates value, is the part that was missing from our earlier model. It’s hard complex work that often requires more commitment than the initial presumably high risk parts of the innovation lifecycle. Unlike the tame innovation models of the past, this form of innovation has the potential to capture big new messy opportunity … but it also requires us to make some real changes in strategy, methodology, tools and organization.
- #19 Let’s take as an example the Retail Store. The retail business model lives inside a box where the retailer puts products in, entices customer to visit, and then sells thing to the to take away. Strategies are continually refined inside this space, even as cut throat competition makes profitability and survival ever more difficult.
- #20 Retailers see their box as the whole world, but in reality, there is a world of unmet needs.
- #21 That create new opportunities, the kind of opportunities where doing some big innovation could change the game.
- #22 IDEA 13: INVENT NEW ECOSYSTEMS (time 14:00) Simply following your customer home, escaping the box will expose new opportunities to extend your value proposition … http://img07.deviantart.net/4364/i/2015/160/7/f/chicken___12_by_aivisv-d8wnl5d.jpg
- #23 Let’s begin with a piece of IOT Technology, a smart fridge. If that fridge knows when you’re running low on eggs that’s kind of cool, but not terribly useful in life.
- #24 Now, lets say the fridge could leverage its connectivity to talk to your phone and let you know that you need eggs. That’s more useful, we have an ecosystem now instead of just a cool thing.
- #25 Let’s extend our ecosystem and have the fridge actually order the eggs from the grocery store. What we’ve created here is basically an automated Dash button.
- #26 So let’s take this a step further and add some new value into your life. Let’s say you’d like really fresh organic eggs. Well a smart connected fridge, instead of ordering from the grocery store you go to, could go and search the local egg farmers looking for who has fresh eggs that morning. Now we’ve got a new level of value … a new personal supply chain that never existed before.
- #27 Of course we don’t have to stop there. We could have the fridge access all sorts of other information as it shops for you. What’s your wearable technology saying about you health? What’s the budget look like this week? What’s the latest published information about diet and health? New we have created a partner in creating the life you want, not simply a labor saving device. That’s what imagining a complex ecosystem can do for your.
- #28 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #29 Of course, if we’re going to adopt this model, we must embrace a world where change happens as an ongoing matter of course. Not only do we need to Pivot as our vision evolves, we’ll also want to repurpose or extend these assets to use in other new capabilities.
- #30 The way we view our tools can also change. Complex systems can be made more manageable by creating them out of standardized elements. Legos it turns out are a brilliant manifestation of a design strategy for complexity. The Lego motorcycle can be created more quickly, more easily adjusted, and more accurately replicated than a custom analog creation like the sculpture on the left. https://c2.staticflickr.com/4/3174/3070235130_a3dab87b93.jpg https://farm4.staticflickr.com/3127/2552576039_e52d0f2985_o.jpg
- #31 http://36.media.tumblr.com/tumblr_m9204vgYOl1r6wmavo1_1280.jpg
- #36 So no up front planning. No breaking the work into independent pieces. That drives a fundamental shift in the way we deliver our innovations. We need to simultaneously have a holistic view of where we want to go and at the same time allow for the fact that we’ll need to shift course along the way. We must embark on a journey, which is anchore in a guiding end state vision. This vision allows us to shape a complete … but very course grained … view of our ecosystem. We then build, test and learn, adjusting and adding finer grained elements as we go. It’s like a whole picture that gradually comes into focus. We don’t so much fail fast as we learn quickly,
- #37 So no up front planning. No breaking the work into independent pieces. That drives a fundamental shift in the way we deliver our innovations. We need to simultaneously have a holistic view of where we want to go and at the same time allow for the fact that we’ll need to shift course along the way. We must embark on a journey, which is anchore in a guiding end state vision. This vision allows us to shape a complete … but very course grained … view of our ecosystem. We then build, test and learn, adjusting and adding finer grained elements as we go. It’s like a whole picture that gradually comes into focus. We don’t so much fail fast as we learn quickly,
- #40 Journeys where multiple complex elements evolve in partnership with each other, require people who can see bigger patterns of design and vision. Interestingly the arts have lots of names for this kind of role. Choreographers, Arrangers, Directors all represent roles created to generate complex solutions. http://upload.wikimedia.org/wikipedia/commons/a/a0/Grandjete.jpg
- #42 Navigating the path to the futhre
- #45 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #46 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #52 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #53 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #54 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #55 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.
- #56 At its heart, big innovation, is about creating complex new systems of value. You can use this as a test for investments that come across your desk. Do they ultimately lead to some new distinct system of value creation? Simple feature additions and performance improvements won’t make the cut. Neither will cool new bright and shiney objects sit in isolation.