Innovation Thinking: Evolve and Expand Your Capabilities

ML PM Tutorial

10/13/2014 1:00:00 PM

"Innovation Thinking: Evolve and

Expand Your Capabilities"

Presented by:

Jennifer Bonine

tap|QA

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073

888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

Jennifer Bonine

tap|QA, Inc. Jennifer Bonine is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading dequality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s largest technology companies, Jennifer served as a strategy execmarketing for the C-Suite. In her career, she has had several opportunities to build global teams from the ground up and has been fortunate to see how many of the world’s top companies operate from the C-Suite viewpoint.

Speaker Presentations

fer Bonine

is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading dequality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s largest technology companies, Jennifer served as a strategy executive and in corporate

Suite. In her career, she has had several opportunities to build global teams from the ground up and has been fortunate to see how many of the world’s top companies

Suite viewpoint.

is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading development, quality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s

utive and in corporate Suite. In her career, she has had several opportunities to build global teams

from the ground up and has been fortunate to see how many of the world’s top companies

1

© The Insights Group Ltd, 2009. All rights reserved.

© The Insights Group Ltd, 2009. All rights reserved

Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.

Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.

.

Innovation Thinking

Evolve and Expand Your Capabilities+

Facilitated By:

Jennifer Bonine


Logistics for

the day+.

• Training starts at 1:00 pm

• Break between 2:30 and 2:45 pm

• Plan to end at 4:30 pm

2


Ground Rules+

• Cell phones to vibrate

• Open minds

• Listen

• Contribute to session will get more out of it

– Participation is key

• Be present

• This is for you+soak it in


Agenda for Session

• I’ll talk

• Then you’ll talk

• We will all move around and do some activities

• Then I’ll talk some more

• You’ll talk some more

• We all leave with a better understand yourselves

as leaders and how to have maximum impact as

a leader leveraging strengths in your teams

3


Speed Chat

• Take a card

• Get to as many people in the room as you

can and write their responses down on

your card

• Ask your question then make sure you

give your response to that person’s

question


What Do You Think?Harvard Business Review 2002

What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties?

87%

4


The Steps to

Innovation Effectiveness

Step 1

Explore and

discover more

about yourself

Step 2

Learn how to recognize

and appreciate others’

differences

Step 3

Learn how to adapt your

behaviour to interact

more effectively with

othersStep 4

Take action and

put your learning

into practice

Page 4


Innovation

Strategy

tweet_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Use the spaces above to succinctly create your

140 character tweet for your strategy around innovation.

See Example below:

Innovation for us is no limits, no penalty

for creativity, all ideas are heard, and we try the best

ones quarterly

5


Perception

You will see

the world

differently

from the way

other people

see it.

Page 7

© The Insights Group Ltd, 2009. All rights reserved.© The Insights Group Ltd, 2009. All rights reserved. nsights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.

Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.

6

© The Insights Group Ltd, 2009. All rights reserved.INTR 4.2

Perception

Perception

News Flash: Cmabrigde Uinervtisy Rscheearch

Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it

deosn't mttaer in waht oredr the ltteers in a wrod are, the

olny iprmoetnt tihng is taht the frist and lsat ltteer be at the

rghit pclae. The rset can be a taotl mses and you can sitll

raed it wouthit porbelm. Tihs is bcuseae the huamn mnid

deos not raed ervey lteter by istlef but the wrod as a wlohe.

The mind interprets patterns based on past

experience – or on patterns it already

knows

Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3

7

Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

Innovation StrategyRemember Your Vector Math!

= 0Multiple innovation initiatives

Bubble-up management


Core & Context

ContextCore

8


Underlying Drivers in Growth Markets Technology Adoption Strategies

Techies:

Just try it!

Pragmatists:

Stick with the herd!

Conservatives:

Stick with what’s proven!

Skeptics:

Just say No!

Visionaries:

Get ahead of the herd!


Technology Adoption Life Cycle

Chasm

Early

Market

Bowling Alley

Tornado

Main Street

9


Time

Market Growth

Technology Adoption

Life Cycle

Growth

Market Mature

Market

Declining

Market

Indefinitely elastic

middle period

End of

Life

A

Fault

Line!

E

DC

B

The Category Maturity Life Cycle


AE

D

C

B

Cisco Systems andThe Category Maturity Life Cycle

Non-Internet

Protocol Support

• SNA

• ATM Frame Relay

• Novell Netware

• Etc.

Internet Routers

• Core

• Edge

• Access

Internet Switches

• Modular

• Stackable

Advanced

Technologies

• VOIP

• Security

• Wireless

• SAN switches

Home Networking

• Wireless networks

• VOIP adapters

Sector Futures

• Data Center Virtualization

• Service Provider Triple Play

• The Networked Home

Problem Children

• Optical network equipment

• Service Provider access

10


Volume Operations Model

Consumers

Consumers

Consumers

Consumers

Consumers

Consumers

Consumers

ConsumersDistribution

Channel

Shared

Infrastructure

Offer Offer

Offer

Offer

OfferOffer

Offer

Offer

Technology

Brand Advertising

Promotions


Cyclicality & Strategy

C1 V1

Volume operations commoditize categories created by complex systems

Complex

Systems

Volume

Operations

Complex systems respond by creating the next level of complexity

C2 C3V2 V3

11


Disruptive

Innovation

Application

Innovation

Product

Innovation

Platform

Innovation

Enhancement

Innovation

Integration

Innovation

Experiential

Innovation

Process

Innovation

Marketing

Innovation

A Broad Universe of Innovation Types

Value Migration

Innovation

Line Extension

Innovation

Value Engineering

Innovation

Harvest

& Exit

Renewal Innovation

Organic

Renewal

Acquisition

Renewal


Four Innovation Zones

Disruptive

Innovation

Application

Innovation

Product

Innovation

Platform

Innovation

Enhancement

Innovation

Integration

Innovation

Experiential

Innovation

Process

Innovation

Marketing

Innovation

Business Model

Innovation

Line Extension

Innovation

Value Engineering

Innovation

Harvest

& Exit

Renewal Innovation

Product

Leadership

Zone

Operational

Excellence

Zone

Customer

Intimacy

Zone

Category

Renewal

Zone

12


Disruptive

Innovation

Application

Innovation

Product

Innovation

Platform

Innovation

Innovation Types for Growth MarketsThe Product Leadership Zone


Innovation Types for Growth Markets

ProductNew Existing

Market

New

Existing

Disruptive

Innovation

Product

Innovation

Application

Innovation

Platform

Innovation

13


Experiential

Innovation

Marketing

Innovation

Innovation Types for Mature MarketsThe Customer Intimacy Zone

Customer Intimacy Zone

Enhancement

Innovation

Line Extension

Innovation


Innovation Types for Mature MarketsThe Operational Excellence Zone

Integration

Innovation

Process

Innovation

Value Migration

Innovation

Value Engineering

Innovation

Operational Excellence Zone

14


Innovation Types for Declining MarketsLeveraging Category Renewal

Harvest

& Exit

Category Renewal

Organic

Acquisition


Core Becomes Context Over TimeThe End of Core is Commoditization

Subsidized cell phones

SMS messaging

Fashionable accessories

Color screens

Camera functionality

Longer battery life

Video games & downloads

Cellular Telephony Example

15


ContextCore

Context Build-up

CoreContext

Start-upEstablished

Enterprise


Two Birds, One Stone

Extract resources from context to

repurpose for core

16


Core/Context Analysis Framework

CoreProcess creates

differentiation that

wins customers

ContextAll other

processes

Mission CriticalProcess shortfall creates

serious and immediate risk

Non-Mission-CriticalAll other processes

Differentiation

Risk


The Cycle of Innovation

Deploy

Invent Offload

Core Context

Mission Critical

Non-Mission-Critical

Manage

Manage

Mission-critical

Processes

At Scale

Extract

Resources

To Repurpose

For CoreInvent

Differentiated

Offering

Deploy

Differentiation

At Scale

Fund next innovation

IV

IIIII

I

17


Mission Critical

Non-Mission-Critical

Clinging to Context How Resources Get Stuck

Resources

get stuck

here

Resources are

added here for

supportResources

still get

invested here

But lack of

resources here

results in failure

to deploy!

Mission

-

critical

risk

Core Context

IV

IIIII

I


Core Context

The Five Levers ModelExtracting Resources from Mission-Critical Context

1. Centralize. Bring operations under a single authority

to reduce overhead costs and create a single

decision-making authority to manage risk

2. Standardize. Reduce the variety and variability of

processes delivering similar outputs to further reduce

costs and minimize risks.

3. Modularize. Deconstruct the system into its

component subsystems and standardize interfaces for

future cost reductions.

4. Optimize. Eliminate redundant steps, automate

standard sequences, streamline remaining operations,

substitute lower-cost resources, and instrument the

process for monitoring and control.

5. Outsource. Drive processes out of the enterprise

entirely to further reduce overhead, variabilize costs,

and minimize future investment. Incorporate

monitoring systems into Service Level Agreement

Requires

specialized

support

18


The Problem with OutsourcingWhat Happens to the Work Force?

Resources

Available

Here

Resources

Wanted

Here

Core Context

Mission

Critical

Enabling

People being released lack the skills

to fill the positions being opened

IV

IIIII

I


Resource Recycling

AC

B

Work circulates clockwise

People recycle counter-clockwise

IV

IIIII

I

19


Resource-Recycling Zones

IV

IIIII

I

Invention

Zone

Deployment

Zone

Optimization

Zone

Handoff

# 1

Handoff

# 2

Entrepreneurs

Think outside the box to create

new core

Program managers

Think inside the box to deploy

processes at scale

Process optimizers

Think inside and outside the box

to extract resources


Resource Recycling Meets Outsourcing

Zone rotations drive perpetual innovation

1

2

3

4

5

6

7

IV

IIIII

I

20


Innovation

Strategy

tweet re-

done

Original:

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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Use the spaces above to succinctly create your

140 character tweet for your strategy around innovation.

See Example below:

Innovation for us is no limits, no penalty

for creativity, all ideas are heard, and we try the best

ones quarterly

Final:

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

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Committing to Action & Personal Reflection:

• As you continue your journey, think about:

•What did I discover about myself as a leader?

•What do I appreciate about the styles of others?

•How will I adapt my behaviour to get better results?

•What is my key action?

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Jennifer Bonine

[email protected]