Innovation Best Practices Exchange / Session_0

Presentación del grupo de trabajo, metodología y selección de temáticas a cubrir

Open & Cross Innovation

Sant Cugat. 14 de marzo de 2012

Agenda

1. Introducción

• ¿Quién es ESADECREAPOLIS?

• Presentación personal de los asistentes

• Descripción y objetivos del grupo de Trabajo

2. Identificación temáticas a profundizar

• Explicación abierta y enriquecimiento listado de temáticas

• Decisión sobre qué temáticas abordar:

» Individual --> qué temas y retos tengo

» Discusión equipos (3-5 personas / equipo)

» Decisión Final Grupo

3. Acuerdo de agenda definitiva próximas sesiones3. Acuerdo de agenda definitiva próximas sesiones

• Fechas próximas sesiones

• Sugerencia y acuerdo posibles ponentes

4. Comida

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¿Qué es el ecosistema de innovación de ESADECREAPOLIS?

• ESADECREAPOLIS es el primer centro de innovación Open & Cross con enfoque de mercado y• ESADECREAPOLIS es el primer centro de innovación Open & Cross con enfoque de mercado y

con prácticas de innovación colaborativa

• Impulsado por la ESADE Business School, aspira a constituirse en el referente en

metodologías avanzadas de innovación

• Buscar fomentar y dinamizar de la innovación mediante actividades y eventos, servicios y

espacios de innovación que estimulan la interacción entre residentes-asociados, ESADE el

mundo empresarial y otras redes de conocimiento

• Impulsar y acelerar la detección de nuevas oportunidades, e impulsar el desarrollo y la

comercialización de los proyectos de innovación

• En un entorno natural privilegiado y con servicios que hacen la vida más cómoda:

restaurantes, parafarmacia, gimnasio, peluquería, librería, transporte público, etc…

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El ecosistema de ESADECREAPOLIS

• ESADECREAPOLIS es un centro joven y dinámico que continuamente amplía su ecosistema para colaborar con las entidades que pueden dar mejor servicio a las empresas.

ESADE

Alumnos

Otras instituciones

públicas y privadas

ResidentesAjuntament

de Sant Cugat

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Presentación Personal

¡Pongamos en común quiénes somos!(Nombre, Empresa)

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Descripción y objetivos del grupo de Trabajo

Compartir entre directivos de empresas directamente relacionados con la innovación buenas prácticas de gestión sobre innovación, así como conocimiento sobre proveedores y herramientas de forma como conocimiento sobre proveedores y herramientas de forma colaborativa y basado en las experiencias prácticas de los propios miembros, contando además, con destacados expertos del tema.

Además, como OUTPUTS buscamos:

• Know-how sobre la Gestión de la Innovación

• Casos prácticos sobre las prácticas de Gestión de la Innovación y sus

retos futuros

Networking cualificado entre los miembros del grupo de trabajo, así

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• Networking cualificado entre los miembros del grupo de trabajo, así

como con los ponentes

• Elaboración de un Innovation tool-box que permita mapear las

diferentes metodologías de innovación, proveedores y su aplicación

Esquema general del IBPE

Áreas de contenido

• 1 + 5 sesiones de trabajo

Esquema sesiones de trabajo

• Introducción• 1 + 5 sesiones de trabajo

monotemáticas:

– Know-how

– Casos prácticos

– Networking grupo

– Networking expertos

– Innovation Toolbox IBPE

• Introducción

• Ponencia central: caso

práctico participante,

experto o proveedor

• Puesta en común

• Conclusiones– Innovation Toolbox IBPE

• Conclusiones

• Comida

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Funcionamiento IBPE

• Equipo pequeño para favorecer el intercambio de opiniones y experiencias

•• No existen verdades absolutas sobre las “best-practices”, las construimos

entre todos

• Participación abierta y constructiva. ESCUCHAR Y CONSTRUIR: sobre las ideas

de otros

• Predisposición para aprender y aportar

• Las conclusiones son del grupo y se documentan

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Web IBPE

En breve tendremos disponible la Web de IBPE de ESADECREAPOLIS, cuyo acceso será exclusivo y que contará con información de las ponencias y material adicional de soporte.

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Agenda

1. Introducción













4. Comida

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Nuestra visión sobre Innovation Management

¿Qué entendemos por InnovationManagement?

“Los elementos de innovación: liderazgo, estrategia, procesos, recursos indicadores de

gestión, programas de incentivos, la estructura de la empresa y su cultura, tienen un

efecto enorme en la cantidad y calidad de la innovación que una empresa logra.”

“El «Sistema Integral de Innovación» se conforma de cuatro elementos: (1) Planificación

Estratégica, (2) Procesos de Innovación, (3) Métricas e Incentivos y (4) Cultura Creativa.”

Trías de Bes & Kotler

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Todos los elementos gestionables que ayudan a la organización a

innovar (entendido desde un sentido amplio).

Nuestra definición ☺☺☺☺

efecto enorme en la cantidad y calidad de la innovación que una empresa logra.”

Dávila, Epstein & Shelton

Algunos modelos inspiradores

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La innovación como “ecosistema”

Buenos cuidados

Sustrato propicio

Buenas semillas

Buenos cuidados

Buenos procesos y herramientas

Buenas semillas

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Estrategias inspiradoras

Cultura Propicia

Gestión de la innovación: 3 áreas clave

ESTRATEGIA CULTURA +

ORGANIZACION

PROCESOS + HERRAMIENTASPROCESOS + HERRAMIENTAS

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Gestión de la innovación: Listado posibles temáticas

ESTRATEGIA CULTURA + ORGANIZACIÓN

1. Innovation Strategy2. Project funding3. Business Model Generation

9. Opportunity Sizing Models10. Innovation Portfolio Management

6. Resource Allocation7. Open Innovation + Corporate

Innovation Ecosystem8. Metrics management

19. Organization management20. Culture Transformation &

Rewards

4. Innovation Mission + Vision5. Corporate Entrepreneurship

& Intrapreneurship

16. Bottom-Up Ideas Management17. Innovation Go-to-Market18. Knowledge Management / Exchange / Activism

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PROCESOS + HERRAMIENTAS

11. Ideation + Creative + Challenge Toolsets12. Trendspotting13. Design Thinking + Visual Thinking14. Market Intelligence & Insights Management15. Opportunity Screening Tools

Listado de Posibles Temáticas – Estrategia

# Temática Description Cuestiones clave

1 Innovation Strategy

Devising a roadmap of

exclusive and exhaustive

alternatives to accomplish

the company's innovation &

growth goals.

- Which are / should be my Innovation Capabilities?

- What are the time horizons of my innovation strategy and the optimal portfolio

- Where to focus innovation?

- How to deal with alliances / partnerships?

- What is the link to Corporate Strategy?growth goals. - What is the link to Corporate Strategy?

-How to allocate resources, investment and manage risk?

- Decisions on expenses & Income allocation (Cost/investment center vs revenue

center)

2 Project funding Financing the investments

and expenses of any

innovation project (internal

or external). From planning

and sourcing, to control and

reporting. The Financial Side

of Innovation!

- Which is the decision tree on innovation projects funding?

- How to build an investment portfolio on innovation projects (internal vs

external)?

- How to deal with risk and its key measures (WACC, IRR criteria, ROI, etc)?

- Which are the key areas to ensure control and accountability?

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3 Business Model Generation

Process of conceiving,

designing, testing and

optimizing a Business Model

'- What are the processes and ideal conditions to conceive a Business model?

- Which are the key areas to build a Business Model? (i.e. Business Model Canvas:

Key Partners, Key Activities, Value Propositions, Key Resources, Revenue Streams,

Cost Streams, Customer Relationship, Customer Segment & Channels)

- How to review and refine the model?

Listado de Posibles Temáticas – Estrategia + Cultura

# Temática Description Cuestiones Clave

4 Innovation Mission + Vision

Objectives and purposes to

inspire and drive the innovation

practice and capabilities of the

company.

- What are my Innovation Mission and Vision?

- Which are the key Values to support them?

- How does the Top-Management give Drive / Purpose / Empowerment /

Sponsorship?

-How does the company create Capabilities and Commitment?-How does the company create Capabilities and Commitment?

5 Corporate Entrepreneurship & Intrapreneurship

A process where an individual or

a group of individuals in

association with an existing

organization, create a new

organization or instigate

renewal or innovation within

that organization.

-How to structure & manage internal entrepreneurship initiatives (spin-off,

submarine projects, awards, corporate venture funding)?

- Is there a path to Corporate Entrepreneurship (Organizational Ownership,

Resource Authority)?

- How to manage key resources (human, infrastructure, funds, top-down

sponsorship)?

- How to recruit, retain & foster of entrepreneur profiles?

- Which should be the personnel’s Core Competencies?

- Which Rewards, Risks, Opportunities, Roles and Rules to use?

- Which are the key moments? (Lifecycle management, Back-to-home ticket)

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# Temática Description Key Elements

6 Resource Allocation

Distributing particular persons,

infrastructure and capital for innovation

matters (general & specific projects).

-How to organize, coordinate, source and distribute resources?

- What is the optimal dedication to innovation?

- What level of empowerment / accountability to give?

- How to deal with project Management / Milestones set-up + Follow-up?

Listado de Posibles Temáticas – Estrategia + Procesos + Cultura

7 Open Innovation + Corporate Innovation Ecosystem

Setting the right environment and

Infrastructure and network (internal +

external) for Innovation. The way how

organizations effectively identify,

cooperate, and coordinate with external

partners in the efforts to innovate.

- Which are the right moments and reasons to engage in Open Innovation?

- How to establish and manage Partnerships and Strategic Alliances?

- Which key elements should comprise the Ecosystem? (Ideal Environment &

Infrastructure, Organization Systems, Suppliers, Institutions, Government,

Social Actors, Consultants, Advisors, Company Branches)

- How to deal with Knowledge Transfer & Information Breaches?

- How to manage Coopetition?

- How to align goals, training, accountability, measurement, roles and rules?

8 Metrics management

Defining and managing through a set of

indicators, which help the organization

- How to define and agree on key Indicators?

- What kind of scorecards, reporting

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management indicators, which help the organization

to assess its ability to generate and

foster innovation. The organization

monitors its performance on each key

activity / control point such as: ideating,

developing, and launching new products

/ services to the market.

- What kind of scorecards, reporting

are optimal for each stage?

- What kind of sources can be used?

- What are the most common KPIs? (i.e. ROI)

- How to align the organization performance / accountability?


9 Opportunity Sizing Models

Setting up a qualitative and

quantitative model / scheme to

assess the potential of a given

innovation opportunity (revenues vs

costs, pros vs cons) in a given

- How can it be assessed the market opportunity for each innovation

initiative?

- Which sizing models are the most common? (i.e. Scenario Planning,

Business Case = Sizing + Cost assessment)

- What is the optimal level of model sophistication plus the quality and

Listado de Posibles Temáticas – Estrategia + Procesos

costs, pros vs cons) in a given

timeframe.

- What is the optimal level of model sophistication plus the quality and

number of Inputs?

- Which are the best input sources? (i.e. Internal + external benchmarking,

Quanti + Quali cosumer research)

10 Innovation Portfolio Management

Analyzing and collectively managing

a group of currently on-going or

proposed innovation initiatives /

projects based on the Corporate

Innovation Strategy. Managing this

portfolio per country, per time-

frame, per brand / product

platform, per channel.

- Which are the key blocks to take into account for building a multicountry,

multibrand, multichannel or multitechnological platform innovation

portfolio?

- How to ensure consistency and fit between brands and innovation

platforms?

- How to cross Scenarios / Horizons Planning + Business Case (Sizing + Cost

assessment)?

- How to translate it into an Innovation Pipeline?

- How to take account regional differential points while build International

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- How to take account regional differential points while build International

alignment?


11 Ideation + Creative + Challenge Toolsets

A kit of methods, resources and

instruments to help the company

to generate and optimize

innovation initiatives and concepts.

- Which are the best tools to boost creative thinking? (Lateral Thinking,

Creativity toolbox, Provocation + Stimuli Methods)

- How to structure and exploit divergent thinking? (i.e. Advanced

Brainstorming, Mind Maps)

- Who are the gurus if we want to ellaborate into these techniques? (i.e.

Listado de Posibles Temáticas – Procesos + Herramientas (1/2)

- Who are the gurus if we want to ellaborate into these techniques? (i.e.

Michalko, De Bono, Von Oech, Sloan)

12 Trendspotting Identifying novelties, new

developments, trends and

analyzing their significance to be

able to exploit into potential

opportunities (or prevent potential

threats) that are likely to be faced

by a firm in a given

market/industry

- What are the main areas to source trends? (i.e. Sociology, Technology,

Macro + Microeconomy)

- Which are the main trendspotting products? (Coolhunting, NPD Panels,

Adhoc research, Benchmarks)

- How to boost internal corporate knowledge transfer around trends?

13 Design Thinking + Visual Thinking

Discipline that uses the designer’s

empathy / sensibility and methods

to match people’s needs with what

- How does design thinking works? (i.e. Observation + Empathizing +

Inspiration, Prototyping, Testing, Refining)

- How does design thinking fits with other methodologies?

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to match people’s needs with what

is technologically feasible and what

is viable at a strategic level to

convert it into a tangible solution

to target a customer segment /

market opportunity.

- How does design thinking fits with other methodologies?

- For which situations it is more suitable? Which are its pros & cons?

- How to involve key users in Co-creation?


14 Market Intelligence & Insights Management

Setting up a dynamic to collect and

analyze market information which

may become relevant to discover

innovation and improvement

opportunities. This dynamic

- How to decide the right toolset and build it? (CRM, Scantracks, Pannels,

Advanced qualititative research, Ethnography + Psychosociology, Other

quali & quanti methods)

- What kind of budget to allocate?

- How to boost Knowledge Transfer / Flow?

Listado de Posibles Temáticas – Procesos + Herramientas (2/2)

opportunities. This dynamic

includes: (a) Researching on the

needstates and enthusiasm /

acceptance triggers of current and

potential targets; and, (b)

Managing methodologies to dig

into consumers (current &

potential) motivations, attitudes

and needstates.

- How to boost Knowledge Transfer / Flow?

15 Opportunity Screening Tools

Use of market research to

determine the potential

acceptance of the concept and

fine-tune it through the several

- Which are the most accurate quali and quanti techniques to advise an

innovation opportunity?

- Which research techniques are interesting to consider?

- How to deal with a non-representative number of lead users?

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fine-tune it through the several

screening (quali + quanti) and co-

creation dynamics.

- How to deal with a non-representative number of lead users?

- Which other tools can be used when quantitative innoscreening is not

reliable?


16 Bottom-Up Ideas Management

Bottom-up innovation is fuelled by the ideas

and initiatives of individuals within any area

at company (i.e. R&D, sales, operations,

management…). Someone has an idea, which

flows then, it’s valued, developed and

- How to build an Ideas Mailbox? Which key elements should be

taken into account? (i.e. Workflow, Procedures and Evaluation

Committee)

- How does Bottom-Up ideas link with culture? (i.e. Corporate

Entrepreneurship, Focus, Rewards, Buy-In and Ownership /

Listado de Posibles Temáticas – Procesos + Cultura

flows then, it’s valued, developed and

implemented by the staff, with the strong

support of management and internal buy-in .

Entrepreneurship, Focus, Rewards, Buy-In and Ownership /

Accountability)

17 Innovation Go-to-Market

The key activities and conditions to help the

innovation to reach the market and succeed.

- Which key elements and what should be the focus the Marketing

& Sales plan?

- How to decide the communication investment split?

- Which are the key tasks to accomplish? (i.e. Salesforce training,

Operations + Logistics + Systems Set-up, Product availability, Goals

+ rewards + rules setup & Communication, Channel / partners set-

up, ...)

- When does it makes sense to run Pilot Tests?

- What should be the roll-out criteria?

- How to ensure post-roll out tracking & Finetuning mechanisms?

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- How to ensure post-roll out tracking & Finetuning mechanisms?

18 Knowledge Management / Exchange / Activism

How organizations manage knowledge flows

among departments, SBUs, and functions to

generate and foster innovation

- How to ensure Knowledge Transfer Workflows & Procedures

- How to build a Knowledge Transfer culture?

- Which key profiles exist? (i.e. Knowledge Champions, Enablers, ...)

- Which is the right setup for Knowledge Exchange? (i.e.

Technology, Context, Structures, Rewards, Training & Skills,

Reporting)


19 Organization management

The process of planning,

organizing, and controlling the

efforts of organization members

and resources to achieve

innovation and strategic goals.

- How to decide on Resource Allocation?

- Which is the right Organizational Structure?

- How to align the Organization towards innovation? (i.e. Career plan,

Rewards & Incentives, Empowerment + Accountability,

Stakeholder Management, …)

Listado de Posibles Temáticas – Cultura + Organización

innovation and strategic goals. Stakeholder Management, …)

20 Culture Transformation & Rewards

How organizations allocate

resources to foster new values,

beliefs and behaviors focused on

innovating and collaborating.

Innovation is promoted within an

organization through the

introduction of consistent rewards,

values, and performance

measures.

-How to decide on expected Values, Beliefs, Behaviours?

- Which are the key elements to build and action an internal culture

transformation plan based (Rewards, Talent Management, Measurement,

Accountability, Top-down Support, Organizational Structure, Training &

Skills)

- How to institutionalize creativity? (Resource Allocation, Internal

communication, Personnel core competencies, Innovation Roles

/ Cognitive Profiles, Training & Skills)

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Listado de Posibles Temáticas

¿Creemos que hace falta alguna otra temática por valorar?

ESTRATEGIA CULTURA + ORGANIZACIÓN

1. Innovation Strategy2. Project funding3. Business Model Generation

9. Opportunity Sizing Models10. Innovation Portfolio Management

6. Resource Allocation7. Open Innovation + Corporate

Innovation Ecosystem8. Metrics management

19. Organization management20. Culture Transformation &

Rewards

4. Innovation Mission + Vision5. Corporate Entrepreneurship

& Intrapreneurship

16. Bottom-Up Ideas Management17. Innovation Go-to-Market

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PROCESOS + HERRAMIENTAS

10. Innovation Portfolio Management

11. Ideation + Creative + Challenge Toolsets12. Trendspotting13. Design Thinking + Visual Thinking14. Market Intelligence & Insights Management15. Opportunity Screening Tools

17. Innovation Go-to-Market18. Knowledge Management / Exchange / Activism

Listado de Posibles Temáticas

Dediquemos 5 minutos para pensar si hay algún tema relevante que creamos que hace falta.

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Decisión sobre qué temáticas abordar:

Ahora exploraremos y decidiremos en conjunto las 3 temáticas idóneas para trabajar en el Grupo de Trabajo

1• Paso #1: Reflexión Individual --> Qué temas y retos tengo

• Paso #2: Discusión grupo pequeño (3-5 personas)

• Paso #3: Consenso Grupo

1

2

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3


PASO #1: REFLEXIÓN INDIVIDUAL

• Elijamos los tres temas que nos parezcan los 1

10 mins.

• Elijamos los tres temas que nos parezcan los

más atractivos

• Preguntas clave:

– ¿Es un área de mejora o es un tema

relevante a abordar pronto dentro de mi

organización?

– ¿Me interesa?

1

2

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– ¿Me interesa?

3


PASO #2: DISCUSIÓN EQUIPOS

• Compartamos con nuestro equipo 1

15 mins.

• Compartamos con nuestro equipo

cuáles son nuestros tres temas clave

• La intención es nutrirnos de las

reflexiones de los otros integrantes del

equipo

• Es positivo si se llega a un consenso

1

2

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• Es positivo si se llega a un consenso

sobre qué temas son los más

relevantes para el equipo (pero NO es

obligatorio)3


PASO #3: ACUERDO GRUPO

• Votemos individualmente por número 1

20 mins.

• Votemos individualmente por número

de concepto

• Cada uno de nosotros tiene 3 post-its:

– Por favor, utilicemos estos post-its

para poner en ellos el número de

vuestros tres temas favoritos

– OJO: Sólo un número por post-it

#

1

2

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– OJO: Sólo un número por post-it

3

Agenda

1. Introducción













4. Comida

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Identificación de Best Practices dentro del equipo

Nos gustaría identificar dentro del grupo de trabajo las mejores prácticas y speakers potenciales.

Nombre

Número de Temática

eMail

¿Tengo una Best-

Practicedentro de mi

empresa?

Nombre speaker

reconocido

Nombre proveedor relevante

Comentarios

Rellenemos la ficha Un post-it con número de Temática donde puedes compartir contenido

1 2

#

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#

Fechas próximas sesiones

• Jueves, 26/04

• Jueves, 24/05

PRÓXIMAS SESIONES DE TRABAJO

• Jueves, 24/05

• Jueves, 21/06

• Jueves, 20/09

• Jueves, 15/11

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SESIÓN 26/04

Tema: Innovation Ecosystem Management

Speaker: Mònica Mateu

Gracias

¡Muchas gracias!¡Muchas gracias!

Os dejamos una encuesta final

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Agenda

1. Introducción













4. Comida

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Inspirar, Facilitar y Acelerar la Innovación

ESADECREAPOLISAvinguda Torreblanca, 57

E08173 Sant Cugat del Vallès (Barcelona)

+34 93 554 3000

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