beyond the obvious

Why Innovation?Why Innovation?

Management ViewManagement ViewOf Innovation

92/73/35

Corporate AntibodiespProtectors Of The Corporate Rules And Assumptions

Let’s shelve that for the time beingWh i i d i ?Who is going to do it?I have something better.We tried that before.It won’t fit our operation.pIt’s against all our combined logic.Not enough return on investment.It’s great, but . . . . . .S t h l d t i d itSomeone must have already tried it.I thought of that a long time ago.We can’t afford that.You’ll never get approval.gYou’re on the wrong track.Don’t rock the boat.The market is not ready yet.It’s not a ne conceptIt’s not a new concept.

Going Beyond The Obvious Requires You To Think

DifferentlyDifferently

What is half of hi ?thirteen?

Rule:Don’t Start A Company In A Recision

Disney FedEx GilletteCNN Microsoft AT&TMTV Apple IBMHyatt Texas Instruments MerckyBurger King 20th Century Fox HersheyEli Lilly Coors Bristol-MyersSun Amgen AutodeskSun Amgen AutodeskAdobe BMC EAFortune GE HP

It’s notIt’s not b tabout

h ihaving ththe answer ..

Its About Challenging The g gObvious By Asking Questions

FOCUS IDEATION RANKING EXECUTIONFOCUS ● IDEATION ● RANKING ● EXECUTION

FOCUSFOCUSSearching For Opportunities

Where To Begin?

Question Your Assumptionsp

What are the basic assumptions under which my industry operates?

What are the basic assumptions under which my company

t ?operates?

What external jolts have the jpotential to significantly impact my

industry?

IDEATIONIDEATIONKiller Ideas From Killer Questions™

Workshop SlideWorkshop Slide

What customer segment will emerge in 5What customer segment will emerge in 5 years that doesn't exist today?

What customer segment that exists today will no longer be around in 5 years?no longer be around in 5 years?

Focus on the customerFocus on the customerWhich are the right segments?

YUPPIES Young Urban Professionals

YUFFIES Young Urban Failures

MOBY/DOBY Mom/Dad Older – Baby YoungerMOBY/DOBY Mom/Dad Older – Baby Younger

WOOFS Well Off Older Folks

S h l Kid ith ISKIPPIES School Kids with Income + Purchasing Power

“Sandwichers” Adults caught between caring for their children and their older parents

Who does not use my product because yearsWho does not use my product because years of practice or special ability is required?

What products could I create out of unused assets?assets?

What service levels could I offer if I controlledWhat service levels could I offer if I controlled the entire experience chain?

What do customers not like about the process of purchasing my product?process of purchasing my product?

RANKINGRANKINGIdentify The Best Ideas To Execute

What Are The Best Ideas?Must have a YES to at least one of the following:

1. Will this idea change the customer experience/ expectation?

2 Will this idea change the competitive landscape/2. Will this idea change the competitive landscape/ position?

3. Will this idea change the economic structure of the industry?industry?

Must have a YES to the following:

4. Does you have a contribution to make in this space?5. Will this idea generate sufficient margin to the

b i ?business?

Score each question from 0 to 5 (0=NO while 5=YES)

Making The Pitch

ExecutionExecutionIdeas Without Execution Are A Hobby

The FunnelThe FunnelMarket Customer Limited Global

A Stage Gate Model To Manage Portfolio

Market Validation

(20 ideas)

Customer Validation

(~10 ideas)

LimitedLaunch(~5 ideas)

GlobalLaunch

(2 ideas)

Now WhatNow What …

Adapt & Adopt

= Not a one size fits all

(maybe a twin picture)

In ConclusionIn ConclusionIn ConclusionIn Conclusion

ConclusionConclusion

Doing The Obviousg=

Nothing New=

AverageAverage

Going Beyond The Obvious

“This book is a killer read for anyone who hopes to triumphantly succeed and not just survive”

P t G b th f th #1 N Y kPeter Guber, author of the #1 New York Times Best Seller, Tell to Win

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