Innovation

Nothingto it?

http://www.youtube.com/watch?v=Pk7yqlTMvp8

3Former Global Director of Innovation Excellence

MAKING INNOVATION SYSTEMIC

Converting Innovation from a priority to a competency

Structure Process Culture

Time, space, people,budgets, priorities,MBO’s

Tools, templates,innovationmanagement process

Climate for creativity;how new ideas aredeveloped andreceived

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THE NEWINNOVATIONARCHITECTURE

7

ARCHITECTURE

Loewe & Chen, 2007

Organisation

The efficientday-to-dayoperationswithin anorganisationrequire stableroutines. Thisis usuallyachieved instable andcontrolledenvironments.

The developmentof new productsand servicesrequires creativityand room to tryout new ideas.This is usuallyachieved in aloose and flexibleenvironment.

Effi

cien

cyga

ins C

reativitygains

The innovation dilemma: Managing thetension between the need for creativity

and efficiency

A WIDE LENS FRAMEWORK: DOBLIN10 TYPES

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Coreprocess

Process.

Innovationprocess

3. Innovation processsupport core processes &workers

4. Core processproprietary processes thatadd value

Businessmodel

Finance

Networking

& alliances

2. Networkingenterprise’s structure/value chain

1. Business modelhow the enterprise makesmoney

Channel

Delivery

Brand Customerexperience

10. Customer experiencehow you create anoverall experience forcustomers

8. Channelhow you connect yourofferings to yourcustomers

9. Brandhow you express youroffering’s benefit tocustomers

6. Product systemextended system that surrounds anoffering

Prod/Serviceperformance

Offering

Prod/Sersystem

CustService

7. Servicehow you service yourcustomers

5. Product performancebasic features, performance andfunctionality

INNOVATION IS MORE THAN SCIENCE

THE TECH-PUSH ERA IS OVER

This is a new age of innovation

NO WHITE COATS IN THESEORGANISATIONS

JUST CUSTOMER INSIGHT

UNDERSTANDING THEDESIRE FORCUSTOMISATION

MOVING FROM PRODUCT ORSERVICE TO EXPERIENCE

DEVELOPING IN STORETHEATRE

HELPING PEOPLE CONNECT

Enabled by technology but not limited to it

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THERE IS NO ONE,UNIFYINGBLUEPRINT

There will neverbe just one true

theory or bestpractice of

innovation (Tidd,2001; Thamain,

2003;Harmancioglu et

al., 2007).

THERE IS NO ONE,THERE IS NO ONE,THERE IS NO ONE,Another problem with innovation…

HOW IT REALLY HAPPENS …

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And another problem…And another problem…And another problem…And another problem…And another problem…And another problem…

Innovation is riskyand has analarming failurerate which isvariously quotedas at between 40-90% of newproduct launchesfail.

Innovation,yes, but how?

Goffin and Mitchell, 2010 (p1)

And one more…..

TO SUCCEED AT INNOVATION

Be Different

King Kullen’s – America’s first SupermarketKing Kullen’s – America’s first SupermarketKing Kullen’s – America’s first Supermarket

Source: Paul Sloane – 2012

Dick FosburyDick FosburyDick Fosbury

DIFFERENT JUST ISN’T ENOUGH

Chindogu

ALEX OSTERWALDER

www.alexosterwalder.com

THE GILLETTE / HPBUSINESS MODEL

This is cheaper than youexpected

This is cheaper than youexpectedexpected

This is cheaper than youexpected

This definintely isn’t!This is where they make the money

This definintely isn’t!This is where they make the moneyThis is where they make the moneyThis is where they make the money

This definintely isn’t!This is where they make the money

NESPRESSO IS THE SAME

This is cheaper than youexpected

This is cheaper than youexpected

This is cheaper than youexpected

This definintely isn’t!This is where they make the money

This definintely isn’t!This is where they make the money

This definintely isn’t!This is where they make the money

Case3.2. Keys - Open Innovation

Innovation

..AND NOVELTY ORINVENTION

Sir Clive Sinclair(an endearingeccentric whoinvented thingsthat no-onewanted).

Steve Jobs

Lessons in Leadership

PRODUCTS BEFORE PROFIT

PUSH FOR PERFECTION

IMPUTE

IMPUTE

SIMPLIFY

BEND REALITY