Ride the Storm: Navigating Through Unstable Periods / Katerina Rudko (Belka G...
You_Exec_-_Innovation_Management_Free.pptx
1. The Innovation Matrix
The Innovation Matrix simplifies and structures innovation
management and strategy; It urges organizations of any size –
whether a start-up, a corporate, an institute, or social
establishment, professionals or novices.
Sales arguments are
fundamentally changed through
new innovations
RADICALLY
DISRUPTIVE
MARKET
Disruptive vs. Sustaining
PRODUCT
Incremental
vs.
Radical
A significant improvement on a
product in an old market with
roadmapping, & R & D
RADICALLY
SUSTAINING
Many incremental improvements
that eventually lead to a market
disruption
RADICALLY
DISRUPTIVE
Constant & steady process that
happens in every business which
is continuous process.
RADICALLY
SUSTAINING
2. Innovation Ambition Matrix
Existing
markets
New
markets
Use existing product and assets Develop new products & assets
CORE
Optimizing existing products that
are for existing customers
ADJACENT
Expanding from existing business
into “new to company” business
TRANSFORMATIONAL
Developing breakthroughs or
inventions for market yet to exist.
WHERE
TO
PLAY
70% Allocation of resource
10% Return on investment
20% Allocation of resource
20% Return on investment
10% Allocation of resource
70% Return on investment
HOW TO WIN
3. Innovation strategy
• Vision & strategic focus on innovation
• And implementation of strategy
Organization & culture
• Roles & responsibilities for innovation
• Interface & culture for open innovation
Innovation life cycle process
• Idea management
• Product process development
• Launch & continuous development
Enabling factors
• Project management
• human resource & incentives
• IT and knowledge management
Innovation results
• Growth in revenue and profit
• Number of employees
01
02
03
04
05
STRATEGY
ORGANIZATION & CULTURE
Innovation
development
Idea
Management
ENABLING FACTORS
INNOVATION RESULTS
House of Innovation
INNOVATION PROCESS
LIFECYCLE MANAGEMENT
Continuous
improvement
4. DEVELOPMENT GROWTH MATURITY DECREASE
Pioneer:
First to market
Early Follower
Later Follower
REVENUE
Market Entry Times
5. Ideas provide continuous innovation to a
company’s existing business model and
core capabilities in the short-term.
Ideas extend a company’s existing
business model and core capabilities to
new customers, markets, or targets.
Is the creation of new capabilities and new
business to take advantage of or respond
to disruptive opportunities?
Horizon
2
Horizon
2
Three Horizons Model
HORIZON 1
HORIZON 2
HORIZON 3
Known
Partially Known
Unknown
Existing business model:
process innovation
EXECUTE
New opportunities via
business model innovation
EXECUTE/SEARCH
New/disruptive
business model
SEARCH
Time
Sales
Horizon
1
6. FUGLE Innovation Process Model
Idea Generation Concept Refine Exploitation
Refine
Develop
Deployment
GATE GATE GATE GATE GATE GATE
Collect
information
Generate
ideas
Capture
ideas
Develop
Concept
Determine
feasibility
Develop
prototype
Innovation
prospect
portfolio
Test
deploy
bugle
Optimize
Exploit
business
model
Identifying opportunities & creating a prospects portfolio Commercialize by developing, deploying & exploiting
8. Risk-Attractiveness of Innovation
Technology Maturity
Quality Management
Complexity
Market Uncertainties
Competition
Internal Expertise
Know-How
Risk Investment
Resource Availability
VERY SMALL SMALL MEDIUM LARGE VERY LARGE
9. CONCEPT A CONCEPT B CONCEPT C CONCEPT D
Strategic alignment
Market size
Market growth forecast
Wow factor/ concept value
Technical feasibility
Manufacturing feasibility
Delivery feasibility
Competitive advantage
Column Total
5
3
4
2
3
1
2
1
21
2
1
3
4
2
5
1
2
20
5
3
3
2
1
5
1
2
22
4
3
1
3
4
1
1
2
19
STEP ONE
Create the criteria against which the
potential ideas for a new
product/service will be compared.
STEP TWO
Identify alternative concepts or existing
products on the market for the new
idea to be compared.
STEP THREE
Rate concepts against each other
and tally the results. Have a meeting
around the top ones.
STEP FOUR
Select one or more of the best
concepts to be further developed.
Concept Screening
10. DESCRIPTION
OBJECTIVES
BENEFITS / ADVANTAGES
RISKS
Idea Evaluation
Feasibility of the idea
Very High High Medium Low Very Low
Necessary investments
Very High High Medium Low Very Low
Market potential
Very High High Medium Low Very Low
Complements strategy
Very High High Medium Low Very Low
Overall evaluation
Very High High Medium Low Very Low
Conclusion
Potential business idea which is timely for the market
Consulting service of supply chain
related problems in the market
Optimal outcome for both parties and
their mutual growth in the future
Quality service within a specific time
limit , ensuring low cost
Unstable business environment and low
cost outsourcing opportunity
Radical innovation Improving innovation Routine innovation
Consulting process improvement
NAME / TITLE OF IDEA
TYPE OF INNOVATION
11. Innovation Strategy - Lifecycle
Definition Phase Development Phase Market Preparation Introduction Growth Maturity Decay
IDEA
REVENUE
TIME
MARKET LAUNCH
MARKET CYCLE
INNOVATION CYCLE
12. JAN MAR MAY JULY SEPT NOV
FEB APR JUN AUG OCT DEC
SSO/SAML 30%
Improve Ticket System 30%
Validation 30%
Finance reform 30%
30%
Usage metrics
30%
Organize focus group
30%
HR planning
99%
ISO Certifications
30%
Managed Information
30%
Salesforce Procurement
30%
Value critical success factors
SSL Certifies 30%
V1.3.2 Release
30
%
Redundancy and Failover 30%
Performance procurement 30%
Executive Dashboard 30%
3rd Integration 30%
Business cycle sensitive analysis
30
%
Automatic HR Planning process 30%
Help Platform 30%
Project Planning Gantt Chart
Affiliate Marketing
Empower Teams
Email Campaign
Sponsorship
Market Research
Exhibitions
Website Rebuild
Website Launch
Discovery
Infrastructure
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