1. Octubre 26, 2012
Innovación en el Siglo XXI, creando el Futuro hoy
Ivan F Rodriguez

2. Fortalezas Profesionales
Grado Institución Año de País Premio
Pensamiento innovador graduación
Licenciatura en ITESO (Universidad 1998 México Lectio Brevis
Ciencias Ingeniería jesuita) cuatro años
Eficaz constructor de equipos de alto desempeño consecutivos |
Mejor desempeño
académico
Orientado aUniversidad de a través de procesos sustentables
Master en
resultados 2002 USA
generacional
Premio a la
administración de Thunderbird excelencia |
Experto en excelencia operacional
empresas Mejor desempeño
académico
generacional
Conferencista
Grado de ITESM 2003 México Premio a la
Experiencia
especialidad en
Finanzas
en desarrollo y expansión de negocios
excelencia |
Mejor desempeño
académico
internacionalesSix Sigma México, Asia & Europa del Este)
Certificación Green
Lean
(USA, 2004 USA
generacional
US$ 250 K en
Belt Institute ahorros anuales
Bi-cultural
Grado de
especialidad en las
IPADE 2007 México Premio de honor
| Mejor
operaciones desempeño
Bilingüe
globales académico
generacional
Grado de UP 2008 México Concesión de los
especialidad en honores
Experto en Filosofía Lean Six Sigma
matemáticas
avanzadas
Certificación de Lean Six Sigma 2008 USA US$ 750 K en
Conocimiento profundo industria automotriz, médica,de honor
Black Belt
Maestría en
Institute
UP 2009 México Premio
y de
ahorros anuales
Ingeniería | Mejor
telecomunicaciones. desempeño
académico
BA PhD UOPX En curso USA
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

3. Objetivo
Coadyuvar al desarrollo de lideres
transformacionales que con valores
y espíritu innovador transformen su
entorno creando mejores condiciones
de vida para ellos y sus semejantes
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4. Contenido
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5. Mexico
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6. Mexico
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7. Mexico
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8. Mexico
?
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9. Mexico
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10. Mexico
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11. El Inicio
Entendiendo los efectos
Source: CIA Factbook, 2012
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12. Visión Microeconómica
 Sitio de las civilizaciones amerindias avanzadas - incluyendo
la Olmeca, Tolteca, Teotihuacana, Zapoteca, Maya y Azteca
 México fue conquistado y colonizado por España en el siglo
XVI [1492]
 Administrado como el Virreinato de Nueva España durante
tres siglos
 Logró su independencia en el siglo XIX [1821].
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

13. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

14. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

15. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

16. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

17. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

18. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

19. Síntesis
Efectos, estas son las causas de la pobreza en México
Source: CIA Factbook, 2012
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20. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

21. Visión Microeconómica [cont.]
Source: CIA Factbook, 2012
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

22. Soluciones
Enfoque a los pocos vitales, Ley del 20/80
Source: CIA Factbook, 2012
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23. Source: CIA Factbook, 2012
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24. Innovación
Impulsor del Desarrollo Humano
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25. Business Case
Todo empieza con el querer (want!)
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

27. Spenser Silver
• Born 1941
• co-creator of the Post-it note
• In 1966, earned a doctorate in organic
chemistry from the University of Colorado
in 1966, before taking a position as a
Senior Chemist in 3M's Central Research
Labs.

28. Arthur Fry
• Born 1931
• co-creator of the Post-it note
• In 1953, while still enrolled in undergraduate
school, Fry took a job at 3M (then it was still
called Minnesota Mining and Manufacturing
Company) as a new product development
researcher. He worked in new product
development throughout his career at 3M
until his retirement in the early 1990s. [37Y]

29. Post-It Note
• In 1968, Spencer Silver (with the help of Jesse
Kops) accidentally developed a "low-tack",
reusable pressure sensitive adhesive.
• For five years, 1974, Silver promoted his
invention within 3M, both informally and
through seminars, but without much success.
• He was unable to find a marketable use for
his invention.

30. Post-It Note
• In 1974, Arthur Fry attended a seminar given by Silver
asking for ideas for his adhesive.
• Fry sang in his church choir on weekends, and he used
slips of paper to mark the pages of his hymnal. When the
book was opened, however, the makeshift bookmarks
often moved around or fell out altogether.
• It occurred to him that Silver's adhesive could be put to
use to create a better bookmark.

31. Post-It Note
• US$100M in revenue since its discovery.
• Until the 1990s, when the patent expired, Post-it
Brand notes were exclusively produced by 3M.

32. Por que innovan las empresas?
1. Apple 14. Research In Motion
2. Google 15. Volkswagen
3. Microsoft
16. Hewlett-Packard
4. IBM
5. Toyota Motor 17. Tata Group
6. Amazon.com 18. BMW
7. LG Electronics 19. Coca-Cola
8. BYD 20. Nintendo
9. General Electric
21. Wal-Mart Stores
10. Sony
11. Samsung Electronics 22. Hyundai Motor
12. Intel 23. Nokia
13. Ford Motor 24. Virgin Group
25. Procter & Gamble
2010 1st Time Over ½ of Companies non US
BusinessWeek, April 15, 2011
BCG survey of 2,700 executives in 70 countries
32

33. Relación entre R&D y generación de Utilidades
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

34. Octubre 26, 2012
How Innovation Really Works

35. What are the Key Approaches to
Innovation?
Collaborate Create
Social Approaches Generative Approaches
 Knowledge management  Futuring and scenario planning
 Collaborative communities of practice  New market speculation
 Search and reapply  Diversified radical experiments
 Culture and competency development  Early technology adaptation
 Collaborating with customers  Innovation societies and fellows
 Open source  Corporate venturing and spin-offs
 Greenhouse funds
Control Compete
Technological Approaches Business Approaches
 Continuous process improvement  Mergers and acquisitions
 Lean manufacturing  Portfolio management
 Total quality management  Rapid action problem solving teams
 Simulations  Revenue insight processes
 Platform innovation  Branding
 End to end IT systems  Market adjacencies
 Supply chain innovation  Business solutions
35

36. Value Proposition: Breakthrough Innovation & Organic Growth
 Be the first to tackle the treacherous areas to create blockbusters:
Autoimmune disease like multiple sclerosis, rheumatoid arthritis,
lupus and AIDS
 Challenge standards, convention and dogma (Rituxan) – “The crowd is
usually wrong”
 Spend big on discovery - 50% of sales on R&D (2x industry standard)
 Cozy up with top research universities and cherry pick when necessary
(Richard Scheller of Stanford and entire autoimmune lab from Univ. of
Minnesota)
 Innovation is not instant perfection, big failure happens
 Chase the impossible to develop unimaginable competencies
 Look for the unusual resume to increase diversity of thought
 From lab to boardroom, challenge authority
36

37. Value Proposition: Efficiency & Quality
 Refocused Digital Media, Semiconductor, Telecommunication Network, and LCD
Digital Appliance
 Integrated architecture platforms to minimize cost and maximize minor variation
(Dominate components in a few key industries)
 Clearly defined and consistent process for most routine functions (mass-
customization)
 Derive simple rules from all failures and build replicable processes
 “Scientific” processes: Total quality management, continuous improvement, just in
time inventory, lean manufacturing and flexible platform design
 Chief Design Engineer intensive mentorship of high potentials in the esprit de corps
of the “Samsung Way”
37

38. Value Proposition: Speed & Profits
 100 year old business went from 12 to 62B in 4 years
 Lean conglomerate with large scale businesses in software, cars, steel, phone
services, solar panels, biotech, hotels, wrist watches and tea
 Capitalize on undervalued cast-offs (Jaguar and Land Rover, 2008)
 Move quickly on acquisition opportunities (Corus)
 Focus the portfolio but allow most businesses to operate as self-directed units
with own P&L
 Many businesses and products but only one global brand, brand, brand
 Mid-term revenue focus on opportunity with an eye on sustainability
 Hire the clear thinking, intelligent, and vital; not critics
38

39. Value Propositions: Community & Knowledge
 Freedom to encourage, help, and allow other associates to grow in
knowledge, skill, and scope of responsibility
 No central innovation function - everyone in the firm is responsible for making
innovation happen
 Culture is king, create an atmosphere where patient learning is encouraged
 Competencies are developed through coaching and new opportunities
 Spend 15% of your time and budget on new ideas, projects and ventures
 Make a little, sell a little, review what works and doesn’t, and revise
 Consultation with other associates before undertaking actions that could impact
the reputation of the company
39

40. Leadership
 Visionary dreamers
 Big-picture thinkers
 Optimistic
 Quick on their feet
 Problem solver
 Persistent
 Goal and action oriented
 Decisive
 Challenging
 Competitive
 Patient listeners
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

41. Workplace
 Stimulating projects
 Flexible hours
 Independent work streams
 Diverse workforce
 Competitive
 High pressure and impact
 Fast moving and high energy
 Shared values and vision
 Integrates personal goals
 Teaching and coaching
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

42. Innovation Practices
 Futuring and scenario planning
 New market speculation
 Diversified radical experiments
 Early technology adaptation
 Simulations
 Rapid action problem solving teams
 Knowledge management
 Team building
 Collaborative communities of practice
 Culture and competency development
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

43. Basic Steps to Making Innovation
Happen at Tec Matamoros?
1. High quality targets
2. Deep and diverse
domain expertise
3. Multiple shots on
goal
4. Learn from
experience &
experiments
43

44. What’s Moving in Your World?
West to East Big to Small
Money to Time
Alignment to Collaboration

45. Tu reto [Aqui]
• ¿Qué es exactamente lo que estamos
haciendo y por qué?
• ¿Quién dirige?
• ¿Quién está en el equipo?
• ¿Cuánto tiempo me queda?
• ¿Cuánto dinero tengo?
• ¿ Que está fuera de mis límites?
• ¿Qué pasa si tengo éxito? Si fallo?
45 www.competingvalues.com

46. La mejor manera de predecir el
futuro es inventándolo
Alan C. Kay, Científico IT
La mejor manera de inventar es
sonar, pensar, fallar y aprender.
Ivan F Rodriguez, MBA & MEng
Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012

47. Prepared by Ivan F. Rodriguez – Accumbens Corporation ® Copyright 2012