managing strategic innovations
TRANSCRIPT
Managing Strategic Innovations
Dr. Pavan Soni
Innovation Evangelist and Founder
Inflexion Point Consulting
www.InflexionPoint.net
About Dr. Pavan Soni• PhD from IIM Bangalore (Corporate Strategy & Policy)
• Former Innovation Evangelist at Wipro (6 years)
• Only Indian to be shortlisted for the Financial Times and McKinsey Business
Book of the Year Award- 2016
• Bachelor of Engineering- MBM Engineering College Jodhpur (Branch Topper)
and PGDIE- NITIE Mumbai
• Recipient of ‘On-the-Job Achiever Award’- Lakshya- CII Mumbai in 2007 for
the work on Innovation
• Associated with ASSOCHEM, CII, NASSCOM, Bangalore Chamber of
Industry and Commerce, and Karnataka Knowledge Commission
• Columnist at YourStory, and People Matters
• Speaker at TEDx BITS Goa, SIBM Pune and HewlettPackardBangalore
• Coach at NSRCEL of IIM Bangalore and Founder Institute
• Mentor at UpGrad, Institute of Product Leadership, NumberNagar, and Budli
• Advisory Board member at Utilis Capital
READING | WRITING | TEACHING | COACHING
www.PavanSoni.com
linkedin.com/in/pavansoni
facebook.com/drpavansoni
@Pavan_Soni
youtube.com/user/innov6
www.PavanSoni.com 2
Session objective
• Vocabulary of Innovation
• Type of Innovations
• The Innovation Process
• Practices of the world’s most innovative companies
• Creating a Blue Ocean
• Tools and techniques of creativity
• From creativity to innovation
Invention ≠ Innovation
5
Most Innovative Firms- 2016
Highest R&D spent- 2016
Most patents granted-2016
VolkswagenSamsungAmazonGoogle
IntelMicrosoft
RocheNovartis
J&J Toyota
AppleGoogle
Tesla MotorsMicrosoftAmazonNetflix
SamsungToyota
FacebookIBM
IBMSamsung
CanonIntel
GoogleQualcomm
General ElectricMicrosoft
LG Electronics TSMC
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Source: BCG, Booz & Co., USPTO
The vocabulary
10
Creativity Novelty Utility +=
Level of operation= Individual or Teams
Innovation New concept Commercialization +=
Level of operation= Organization
Inventors are not always innovators
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Incumbent Missed innovation Innovator Real loss in incumbent's market cap
% drop in incumbent's market cap
Est. gain in innovator's market cap
Time period
Yahoo! PageRank search Google $27 billion 60% $98 billion 2005-2012
HP Touch-screen tablets
Apple $43 billion 47% $258 billion 2010-2012
Nokia Touch-screen smartphones
Apple $95 billion 87% $195 billion 2007-2012
RIM Touch-screen smartphones
Apple $60 billion 90% $195 billion 2007-2012
Sony LCD screens Samsung $6 billion 23% $144 billion 1996-2006
Measuring innovation
3M
• 35 percent of sales come from products introduced in the previous four years.
• The equivalent of two daily coffee breaks plus lunch time gave inventors “15 percent time” for their own projects.
Hewlett-Packard
• ‘Medal of Defiance’- in recognition of extraordinary contempt and defiance beyond the normal call of engineering duty
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Every innovation starts with a discovery
Symptoms
Problems
"Try this. Don't you think a stereo cassette player that you can listen to while walking around is a good idea?“- Masaru Ibuka to Akio Morita (Sony)
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Then comes ideas…Quantity over quality
Ground rules of ideation:✓ Defer judgement✓ Encourage wild ideas✓ Build on the ideas of others✓ Stay focused on topic✓ One conversation at a time✓ Be visual
The Medici Effect
Tools and Techniques of Ideation
Discovery
• Empathy mapping
• Pain-Gain analysis
• Appreciative inquiry
• Day in Life scenario
• Buyer personas
Day in life scenarios
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Source: https://www.iprogrammer.com/how-a-mobile-wallet-can-be-used-a-full-day-example/
Setting impossible goals
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“Now it is time to build a car that isbetter than the best in the world.”- Eiji Toyoda, 1983
The birth of Lexus LS400
Impossible challenges ▪ Top speed of 155 mph▪ Fuel efficiency of over 22.5 mpg▪ A drag of .29▪ Noise level of 58 dB at 60 mph▪ A curb weight of 3800 pounds
Not to match, but to beat Mercedes and BMW!
The outcome ▪ 5 decibels quieter▪ 120 pounds lighter▪ 17 miles per hour faster▪ 4 more miles per gallon▪ $30,000 less than BMW 735i
6 years, 1400 designers, 3700 engineers, 900 engine prototypes, 450 test models
Creating a stretch
“Developing capital-intensive premium products through disruptively
innovative process engineering that could deliver affordable pricing and
make a difference to global healthcare.”
- Kiran Mazumdar-Shaw, Founder and CMD, Biocon Ltd.
1978- Enzymes (solid substrate fermentation)
1996- Statins using
fermentation
2007- Enters Biosimilars
Exits enzymes biz.
2003- Insulin (Pichia expression system)
2004- INSUGEN®(rh-insulin)2006- BIOMAb-EGFR™(Nimotuzumab), India’s first anti-cancer drug 2009- BASALOG®(Glargine)2013- ALZUMAb™(Itolizumab), a 'first in class' anti-CD6 monoclonal antibody
2014- CANMAb™ (Trastuzumab)
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2006- Launches Biocon
Biopharmaceuticals
2009- Tie-up with Mylan for
Biosimilars
World-leading research on Oral Insulin
Sensing/ seizing opportunities
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✓ Look for lose-bricks✓ Protect and Attack (capture market share, then improve
margins)✓ Pick-up distress assets and turn-around
1984- Distributors for AST, Toshiba,
IBM
1986- Chinese language
motherboard
2004- Acquires IBM PC (3x size)
2014- Acquires IBM x86 Servers
2014- Acquires Motorola Mobility
Retain 98% of IBM employees!
IBM PC CEO Steve Ward succeeded by
Bill Amelio from Dell
Born as Legend in 1984
State of perpetual crisis
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“We want to beat Sony by 2005!”- Eric Kim, Head of Marketing,Samsung (2001)
“Change everything, except your wife andkids.”- Lee Kun-hee, Chairman, Samsung
Public burning of over 100,000 cordless phones at Samsung
Gumi factory on March 9, 1995
Paradoxes that drive Samsung:✓ Size and speed ✓ Diversified but specialized ✓ Japanese and American management styles combined
Innovation through✓ Bold investments ✓ Being the fast
follower✓ Co-opetition✓ Owner-led
transformation
Enabling improvisation
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Systemic and systematic technology incubation
Operational Freedom + Financial Accountability
Centers of Excellence (1996)
Innovation Programmes (2000)
Technology diffusion to business (2008)
▪ Centre for Advanced Technologies (‘96)
▪ CoEs for competence building, locally funded (‘99)
▪ Practice framework (CoE to Practice of BU) (‘03)
▪ Point Solutions, headcount by CTO (‘03)
▪ Innovation Programme with Stage Gate, R&D focused (‘00)
▪ Quantum Innovation with business focus (‘05)
▪ Technology themes (‘07)▪ Applied Research Group
(‘08)▪ Wipro Ventures (‘14)
▪ Chief Technologists for BUs (‘08)
▪ Setting up US outpost (‘08)
▪ Idea campaigns and hackathons (‘12)
▪ Technovation Centre (‘12)
▪ Billable headcount at CTO Office (‘13)
Building learning systems
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1993- R&D for productivity/ competence
1995- Technology Advancement Unit
1999- Software Engineering and Technology Labs
(SETLabs)
BANGS 2000, In2000, PorteNT, IntERPryz ,
2002-05- Creation of CoEs on Emerging Tech
Infosys Innovation Co-
Creation Platform
University Alliances
2006- Co-Creation with extant clients
2008-10- IP Commercialization
(Microsoft Catalytic)
2012- Client Innovation Labs (Live Labs)
Maruti Suzuki value chain
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End to end customer engagement
Moment of Truth Analysis
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Pre-purchase Purchase Usage Repurchase
Value for money
Risk reduction
Convenience
Amazon’s Innovations for India
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• Seller Flex, allows a seller to make their location available for Amazon to store inventory
• BLINK Fashion Imaging studio for sellers
• Launching Lab126 in Mumbai
Mass adoption of AI/ Automation
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✓ 200 business processes
✓ 60% reduction in
response time
✓ 100% increase in
accuracy
September 2016
Listening to customer intently – Social and OnChat
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Tracks 15,000 mentions per day & over 4.5 mentions lac per monthEva has addressed over 2.7 million customer queries in the six months
August 2017 January 2017
Setting up Innovation Labs
Bangalore | June 2016
✓ First in the industry ✓ 3 months incubation with Zone Startups✓ Focus on block-chain, artificial intelligence,
mobility and cloud✓ Funding and incubation assistance
In August 2016, Kotak Bank starts Innovation Lab in
Bangalore
Insights from making of Mahindra SUV500
Global vision/ ambition
Deep customer insight
Focus on customer experience
Analogy of a ‘cheetah’
Mantra of ‘power’
Young team, driven by ‘passion’
Challenging the design/ manufacturing philosophies
Impeccable precision
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Gearing up for the electric mobility revolution
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Hero MotoCorp had invested Rs 205 crore in Ather Energy in October 2016.
Development at the Centre of Innovation and Technology (CIT) in Jaipur
Hero’s R&D facility (Mar’ 2016) –Jaipur
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• 247-acres • A world-class test tracks
that are 16km long and have 45 different surfaces
• 500 automotive experts with global and regional expertise
• Splendor iSmart 110, the first product developed end-to-end at CIT
Broke away from Honda in 2011, after 26 years.
India’s largest hospitality company in terms of network presence and inventory. Started in 2012
✓ Refurbishing residential properties
✓ 95% demand through direct channels
✓ 250 point checklist for property to be listed
Key takeaways
• Creativity is not same as innovation or invention
• Innovation calls for commercialization
• Focus on breakthrough alongside incremental innovations
• Innovation calls for a leadership commitment and a conducive culture
• Innovation is a process
• Breakthrough calls for creating a Blue Ocean