how to successfully implement change and innovation

Edit text 1

How to successfully

implement change

and innovation

#ImplementInnovation

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This morning’s agenda

08:45 - 09:00


Opening and introductions

Chris Manning, Hydrogen Consulting Solutions

What a successful implementation looks like

Mark Pratt, Hydrogen Consulting Solutions

How do companies embrace disruption?

Natalie Seatter & Samuel Knight, Pollen8

Q&A

End

09:00 - 09:35

09:35 - 10:20

10:20 - 10:30

10:30

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#ImplementInnovation 4

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Mark Pratt

• Programme Director at Hydrogen Group

• Co-Founder and CEO at Parcel Pet

• Implementations expert

20 years Programme Management experience

Financial services sector specialist

Expert in mergers and acquisitions


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Natalie Seatter & Callum Watts

In-house philosopher at Pollen8

Thought leadership

Venture generation & product strategy

Head of Delivery at Pollen8

Lean delivery expert

Positive disrupter and leader in change


What a successful

implementation looks like

Mark Pratt

Hydrogen Consulting Solutions

How many geniuses do

we have in the room?Let’s take the next 60 seconds to find out…

9#ImplementInnovation

A bat and a ball together cost £1.10p.

If the bat costs £1 more than the ball, how much does the

ball cost?

20 seconds

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Question 1


If it takes 5 machines 5 minutes to make 5 widgets.

How long would it take 100 machines to make 100

widgets?

20 seconds

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Question 2


In a lake, there is a patch of lily pads. Every day, the patch

doubles in size.

If it takes 48 days for the patch to cover the entire lake,

how long would it take for the patch to cover half the lake?

20 seconds

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Question 3


Q : A bat and a ball together cost £1.10p. If the bat costs £1 more than the ball how much does the ball cost?

A : If you do this quickly you leap to the 10p answer, which is wrong because Ball 10p + Bat £1.10 = £1.20. Bat must be £1

more. Answer is 5p.

Q: If it takes 5 machines 5 minutes to make 5 widgets. How long would it take 100 machines to make 100 widgets?

A: 5 minutes.

Q: In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake,

how long would it take for the patch to cover half the lake?

A: The patch doubles in size every day and so on the 47th day the patch will be half the size it is on the 48th day.

How many of these ‘easy’ questions did you get wrong under pressure?

That’s why IMPLEMENTATION MANAGEMENT is so important!

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Not so easy under pressure is it?


COMMAND & CONTROL

SEQUENCE OF

EVENTSWELLNESS

INCIDENT

MANAGEMENT

REPORTING

BU

SIN

ES

S R

EA

DIN

ES

S

WA

RR

AN

TY

& P

OS

T G

O L

IVE

SU

PP

OR

T

PROJECT

DESIGN

BUILD

TEST

GO /

NO-GO BAU

BACK OUT

PO

ST

IMP

LE

ME

NTA

TIO

N R

EV

IEW


What does world class implementation look like?

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10 top tips for exemplar implementation events

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Preparation Prevents P*?@ Poor Performance

Keep the troops fed and watered

It’s funny… the harder I practiced, the luckier I got

Know when to hit reverse

Love a good dashboard

Get the complex stuff simplified BEFORE you start

Is everyone really ready?

Is it really that bad?

It’s not over until it’s over

You CAN teach an old dog new tricks

How do companies

embrace disruption?

Lessons from

innovation

programmes

Date | April 2016 © Pollen8 2016

Introduction


The Innovator’s Dilemma – C.M Christensen

The reason why great companies fail is that good

management itself was the root cause. Managers played

the game the way its supposed to be played. The very-

decision making and resource allocation processes that

are key to the success of established companies are the

very processes that reject disruptive technologies:

listening to customers; tracking competitors actions

carefully; and investing resources to design and build

higher performance, higher quality products that will

yield greater profit. These are the reasons why great

firms stumbled or failed when confronted with disruptive

technology change.


The impact of disruptive technology on the competitive landscape

Best-of-breed technology,

particularly around scaling,

efficient operation,

reliability available readily

and cheaplyGlobal and mobile access

to applications and data

where and when neededVenture capital or private

equity is being used as a

competitive advantage over

incumbents

Internet models, social

media and global markets

allow new entrants to scale

quickly


The challenges facing corporates looking to innovate

Establishing a vision

Establishing a structure

Achieving incentivisation & buy – in

Identifying the right problems & right solutions

Creating sustainable products & businesses

Taking on more risk & navigating legitimate governance

Achieving better innovation, more quickly and at scale

• Improving existing operations

• Finding growth opportunities

• Staying ahead of the competition

• Corporate venture funds

• JV’s/Spin-outs

• Staying ahead of the competition

• Employee engagement

• Innovation hubs / R&D

• Sourcing & Procurement

Date | April 2016

Know where you are going

© Pollen8 2016


Our View on Innovation

Innovation is a

continuous process

of successfully

implementing ideas

to create value … for

both the customer

and the organisation

Funneling novel

ideas

Into appropriate idea

Testing and validating ideas

To implement idea

Ideas and Intrapreneurs


Pollen8 and Process

Choose Structure

Create Hype

Educational & deal flow

Selection, KPI’s, and metrics

Talent, and selecting the right collaborators

Portfolio Management


Ideas are easy.

Our respondents

said that the

toughest

obstacles are

developing

speed and

coordination.

INNOVATION BARRIERPERCENTAGE OF RESPONDENTS

LENGTHY DEVELOPMENT

TIMES

LACK OF COORDINATION

RISK-AVERSE CULTURE

LIMITED CUSTOMER INSIGHT

POOR IDEA SELECTION

INADEQUATE MEASUREMENT

TOOLS

DEARTH OF IDEAS

MARKETING FOR

COMMUNICATION FAILURE

The Enemies of Innovation


"I think there is a world market

for maybe five computers."

T. Watson, IBM general manager, 1943

"This 'telephone' has too many defects to be seriously

considered a wayto communicate.

This device is completely non value adding for us."

Western Union, 1876

"Who the hell wants to hear actors talk?"

H. Warner, Warner Bros, 1927, talking

about silent movies decline

“We stand on the threshold of rocket mail”

Arthur Summerfield President of US

Postal Service, speaking in 1959William Preece, Head of the British post office, 1879

"Guitar bands are on their way out."

Decca, refusing the future Beatles, 1962

The roadblocks to innovation: company and industry dogmas

“Here we have a superabundance of messengers, errand boys, and things of that kind”


HOWEVER it can cross the entire spectrum of the organisation, providing a higher

return purely based on thinking and conducting work differently

Value Chain Process OfferingsCustomer

Experience

Business

Model

Networks

&

Alliances

Enabling

Processes

Core

ProcessesProducts Services Channel Brand

Where should we Focus?

Date | April 2016

High

Low

derived from London Business School research

Cumulative value creation –In 10 years

Value Chain Process Offerings Customer Experience

Business

Model

Networks &

Alliances

Enabling

Processes

Core

ProcessesProducts Services Channel Brand

Looking beyond products could be worthwhile…

Date | April 2016

How can you create a culture of innovation?

People need to accept;

1. We’re in the dark and must focus on problems

2. Everything is assumed and we need to experiment

3. Uncertainty is reduced through real feedback

© Pollen8 2016

We must uncover uncertainty and create value.


“If I had an hour to solve

a problem I'd spend 55

minutes thinking about

the problem and 5 minutes

thinking about solutions."

Date | April 2016

Assumptions & Minimal Viable Product aka experimenting and reducing uncertainty

Assumptions are the first step towards breaking down the grand vision into its

component parts. But they can also be dogmas, or ideas which everyone shares

which if questioned, could present exciting opportunities.

“The Minimum Viable Product is that version of a new product which allows a

team to collect the maximum amount of validated learning about customers with

the least effort."

Date | April 2016

Example with a company we all know : Dropbox

Problem Statement

Opportunity

Assumptions

MVP

KPI’s

I need to store and share files. I can’t share big files via email and the

only simple way to share them is via a USB drive.

Simplify life for people around the world. Dropbox lets people bring

their docs, photos and videos everywhere and share them easily.

1) People want to share files online2) People want to access files remotely and have them sync across devices

3) The current alternatives are also a pain point for a significant number of customers

Create a demo video illustrating how one could share files online with

an option to sign up for a ‘coming soon’ beta release

How many people signed up?


Find your

important

assumptions

Test them with real

experiments! MVP it.

(Good enough is better

than perfect)

Get

feedback,

learn and

iterate

Get as much

criticism as you

can and be open

new ideas

Questions?

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