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Strategy, Innovation and LeadershipStrategy, Innovation and Leadership
Lessons from industry
Mike CobbInnovaNet LLC
2017 Annual Membership MeetingNashville, TN
October 18, 2017
How do you?How do you?
Innovate across all aspects of your business?
Break away from the pack in a highly competitive environment to drive growth?
Achieve world-class operational excellence in a tradition-bound industry to drive profitability?
Maximize utilization and retention of critical talent in a very tight labor market to achieve continuous improvement?
Three Critical, Interrelated ComponentsThree Critical, Interrelated Components
Implement winning
strategies
Bring out the best in
your people
Achieve operational excellence
Innovation applies to all aspects
of your business, not just
products.
Traditional Approach to StrategyTraditional Approach to Strategy
ValuesVision
Mission
ValuesVision
Mission
ExternalMarketIndustry
Competition
ExternalMarketIndustry
Competition
InternalCompetencyCapabilitiesOfferings
InternalCompetencyCapabilitiesOfferings
StrategyStrategy
SWOT AnalysisFive Forces Analysis
PESTLE AnalysisEtc.
SWOT AnalysisFive Forces Analysis
PESTLE AnalysisEtc.
Product or Service
Product or Service
ProcessInfrastructureOrganization
ProcessInfrastructureOrganization
Business ExecutionBusiness Execution
DE
VE
LOP
ME
NT
AN
ALY
SIS
AN
D
PLA
NN
ING
TO
OLS
OutcomesOutcomes
What’s Wrong with this Approach?What’s Wrong with this Approach?
It’s linear
It’s complex, laborious and time-consuming
It’s static and lacks agility
It’s too assumptive
It’s too far removed from the buying customer
It’s doesn’t leverage failure
More often than not, it’s implemented top down
A different approach …A different approach …The Business Model CanvasThe Business Model Canvas
Alexander Osterwalder and Yves Pigneur, Business Model Generation, Wiley 2010
Business Model CanvasBusiness Model Canvas
Strategy is dynamic and ever-changingStrategy is dynamic and ever-changing
Strategy is continuously validated with buying customers and improved
Strategy is continuously validated with buying customers and improved
“Why the Lean Start-up Changes Everything”,Steve Blank, Harvard Business Review, May 2013
Enterprise-wide strategic fit is importantEnterprise-wide strategic fit is important(and rarely implemented well)(and rarely implemented well)
Example: IKEA Activity System MappingExample: IKEA Activity System Mapping
High-order strategic themes
High-order strategic themes
Tightly-linkedactivities
Tightly-linkedactivities
“What is Strategy”,M.E. Porter, Harvard Business Review, 2000
Red Oceans vs Blue OceansRed Oceans vs Blue Oceans
Kim and Mauborgne, Blue Ocean Strategy, HBR 2004
Past Examples:
Yellow Tail WineThe Home DepotSouthwest AirlinesDysonStarbucks
Blue Ocean Strategy CanvasBlue Ocean Strategy Canvas
Kim and Mauborgne, Blue Ocean Strategy, HBR 2004
www.blueoceanstrategy.com
Blue Ocean Strategy PrinciplesBlue Ocean Strategy Principles
Kim and Mauborgne, Blue Ocean Strategy, HBR 2004
Blue Oceans don’t remain blue!!
Achieving Operational ExcellenceAchieving Operational Excellence
Key Concepts of LeanKey Concepts of Lean
Forms of WasteForms of Waste
Lean works!Lean works!
Bringing out the best in your peopleBringing out the best in your people
Train and empower your peopleTrain and empower your people
They’ll be more productive
You’ll attract better talent
They’ll be more fulfilled
They’ll stay with you
Empower risk-takingRisk >>> Creativity
Train and empower your peopleTrain and empower your people
Create a continuous learning environment
Implement experiential learning
(EPPGA)
Leverage verbal, visual and tactile
learning
Three Critical, Interrelated ComponentsThree Critical, Interrelated Components
Implement winning
strategies
Bring out the best in
your people
Achieve operational excellence Growth
Profitability
ContinuousImprovement
Thank You
www.syntheticturfcouncil.org
Mike Cobb770-823-5031
