managing creativity and innovation under business uncertainty

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MANAGING CREATIVITY & INNOVATION UNDER BUSINESS UNCERTAINTY ATUL BENGERI MAY 2016

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Page 1: Managing Creativity and Innovation under Business Uncertainty

M A N A G I N G C R E AT I V I T Y

& I N N O VAT I O N

U N D E R B U S I N E S S

U N C E RTA I N T Y

AT U L B E N G E R IM AY 2 0 1 6

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DISCLAIMER

Brands, Logos and Trademarks are properties of the respective Brands, Logos and Trademarks – used here as examples / illustration and for academic purpose only.

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PREAMBLE

• Last decade has seen Technology and Entrepreneurship emerging as key drivers of vigorous economic growth

• Business Uncertainty remains the topmost parameter for any business• New-age cos. and Old block cos. face similar challenges• Creativity & Innovation is key to success• Innovation is not understood by many

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A BALANCING ACT

Business Uncertainty

Inno

vatio

n

Creativity

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UNCERTAINTY

• Uncertainty is the only reality!

• Uncertainty takes the Business to the Limit

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YEAR 2006 – INTEL X SCALE• Reported $250M in revenue in year 2005

• Intel's XScale unit on the auction block?

http://www.engadget.com/2006/06/07/intels-xscale-unit-on-the-auction-block/

Source: IDC Statista 2016

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CREATIVITYCreativity is all about creating ‘Value’

Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something. It seemed obvious to them after a while. That's because they were able to connect experiences they've had and synthesize new things. ’                                                                     Steve Jobs, Wired, February, 1995

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Kodak developed a digital camera prototype in the 1970s and launched the first commercial digital single-lens reflex camera in 1991.

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Back in 2006, Nokia handled more than 100 billion parts in 10 factories scattered around the world. To put that in more comprehensible terms, it means that every day, from Mexico to Hungary to China, Nokia’s giant production plants take in an average of around 275 million components – and then spit out 900,000 finished mobile phones at the other end of the line’.

That’s a lot of bits and pieces, and a lot of phones! So to be precise, in the same year, Nokia provided 347 million mobile devices, which means an average of 11-12 units per second.

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INNOVATION

• You can’t accelerate nothing. You must move faster than you think you can!  The Innovation Mass in our Innovation Force equation comes from finding Product-Market Fit. If you don’t have this, it doesn’t matter how fast you move – you won’t have the impact you seek.

• This is important in established firms too!

• Product-Market fit must be the goal for both startups and established firms. This increases Innovation Mass – once you have that, then you can accelerate.

Innovation Force = Innovation Mass x Acceleration

http://timkastelle.org/blog/2016/02/innovation-force-innovation-mass-x-acceleration/

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Source: Intel

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CONNECTED WORLD

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NEW AGE BIZ

• Uber is the largest “taxi” company – yet they own no vehicles

Source: Forbes

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NEW AGE BIZ

Source: Forbes

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AIRBNB IS THE LARGEST PROVIDER OF ACCOMMODATIONS – YET THEY OWN NO REAL ESTATE

Source: Forbes

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FACEBOOK IS THE LARGEST MEDIA PUBLISHING PLATFORM – YET THEY DO NOT PRODUCE ANY CONTENT• 1.59 billion monthly active users

Source: Forbes

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POPULAR ONLINE STORES