medellin innovation summit 2013_workshop

8/13/2019 Medellin Innovation Summit 2013_Workshop

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Medellin Innovation Summit V1.0 11/14/2013 2013 IXL Center Inc. All Rights Reserved

Locations:

BOLZANO

BOSTON

CAIRO

DUBAI

ISTANBUL

LONDON

SAN FRANCISCO

SO PAULO

SEOUL

SHANGHAI

SINGAPORE

TORONTO

Starting the Innovation JourneyBy IXL Center

November 14, 2013


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Share innovation an management system and a self assessment

Understand the importance of getting more dots to connect the dots in new and

different ways to create breakthrough innovation

Simple steps to get you started Monday morning

Objectives

Objectives for todays workshop


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Agenda

TIME ACTIVITY

10:15 Introduction

10:45 Innovation Management System

- Strategy

- Capacity- Discipline

12:40 Wrap-Up


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IXL has a unique heritage in innovation consulting and management education

About IXL Center A Unique Heritage

Management EducationInnovation Department Heads

of Graduate Business Schools

1985

2004

Management ConsultingInnovation Practice Leaders at

Arthur D. Little and Monitor Group

Innovation ManagementCapability Building

2002

1964

2009

2007

Management Consulting + Management Education


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Our programs help organizations get started, deliver breakthrough resultswhile building innovation capabilities

About IXL Center Value Proposition

High Performance Innovation Programs

That Drive Sustainable Business Growth

Build organizational excitement,

clarity and alignment to start

the innovation journey

Develop bigger, better and

bolder concepts and drive

them faster and cheaper to

implementation

Develop strong organizational

and performance capabilities

around Innovation Strategy,

Capacity and Discipline

Jump StartProgram

BreakthroughResults

Program

CapabilityBuildingProgram


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IXL builds thought leadership through books and codification of innovationmanagement methods and tools

About IXL Center Thought Leadership

How ToManuals

Books onLeadingTrends

OnlineTools

Courses &Certificates

Team Feedback ToolEureka Online

Making it Real

Audit Tool


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We have many strategic partnerships to drive innovation globally

About IXL Center Partnerships

UniversityPartnerships

StrategicPartnerships



IXL is a global firm with offices and teams in locations around the world

About IXL Center Locations

Boston

Dubai

London

San Francisco

Shanghai

Sao Paulo

Cairo

Bolzano

Istanbul

Singapore

Seoul

Istanbul



Let us consider the following question...

Making Innovation Real Challenges

What are ways to

sabotage innovationor an innovation

initiative?



What are ways to sabotage innovation or an innovation initiative?Output Barriers to Innovation

Making Innovation Real Challenges

1.

2.

3.

4.

5.

6.

7.8.

9.

10.

Barriers to Innovation



Agenda

TIME ACTIVITY

10:15 Introduction


- Strategy

- Capacity- Discipline

12:40 Wrap-Up



During yesterdays presentation we defined key innovation and businessdevelopment competencies: Strategy, Capacity and Discipline

Making Innovation Real Key Elements

Where to Innovate?How to Innovate?

How to sustainInnovation?


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This presentation focuses on building an effective business innovation strategythat addresses the key questions of What? Why? Where? And When?

Making Innovation Real Innovation Management Framework



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Business innovation is the creation AND capture of new value in new ways

Making Innovation Real Definition Business Innovation

NewOfferings

New Ways toDeliver

New Ways toProduce

New Customers +Experiences

New BusinessModels

New Networksand Partners

New PricingStrategies

New Top LineGrowth

New CostReductions

New StrategicPremiums

New RealOptions

PRICING MODEL

NETWORKS & PARTNERS

PRODUCTION OFFERING DELIVERY MARKETS

TechnologiesProcessesAssets

ProductsServicesSystemsBrand

OccasionsLocationsChannels

CustomersNeedsExperiences



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Pick a new field of play focus innovation

Making Innovation Real Where to Innovate? Example

Industry Definition

Traditional

Automotive

Industry

A new era is beginning in the global automotive industry. At Nissan andRenault, we are working to lead the way to mass-market zero-emissionmobility.

- Carlos Ghosn, President and CEO of Renault/Nissan

Source: Jonash, Ronald and Patel, Hitendra.

Thinking and Acting Differently to Make Innovation Real.



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Visualize opportunities through concepts and partners

Making Innovation Real Where to Innovate? Concepts, Partners and Sequencing

Batteries Charging Technology Charging Station Network

Source: Jonash, Ronald and Patel, Hitendra.

Thinking and Acting Differently to Make Innovation Real.



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A Case for Change helps define the Growth Gap and the Investment Profiledefines acceptable types of projects to close the Growth Gap

Making Innovation Real Strategy Why Innovate?

ChangingEnvironment

Competition

DemandingCustomers

Other

Ambitious

CEO

Stretch Targets

Metrics

How much?

When?

Incremental/Breakthrough

Core/Far from Core

Small/BigInvestment

Other

Local/Global


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Medellin Innovation Summit V1.0 11/14/2013 2013 IXL Center Inc. All Rights Reserved19

Our company needs innovation to close an emerging growth gap and hasmade commitments to invest in specific types of projects

Strategy Summary

FIELDS OF PLAY


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What Can You Do Monday Morning Recommendations

Strategy Recommendations

Agree on a definition of innovation1

2

3

4

Create a compelling case for change that

gives Innovation a purpose(reason)

Pick your spot to focus innovation

Visualize opportunities throughconcepts and partners


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Agenda

TIME ACTIVITY

10:15 Introduction


- Strategy

- Capacity

- Discipline

12:40 Wrap-Up


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Innovation Capacity defines how to drive ideas to commercialization

Making Innovation Real Framework

INNOVATION DEFINITION

INNOVATION DISCIPLINE

LEADERSHIP

METRICS BEHAVIORS

WHAT

INNOVATIONSTRATEGY

WHERE

WHEN

BUSINESS INNOVATION BREAKTHROUGH

INNOVATIONSTRATEGY

WHY

HOW MUCH

WHAT INVESTMENTS


INNOVATION CAPACITY

RESOURCES PEOPLE PROCESSES


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Recall that our structured approach to innovation covers five critical steps togenerate new ideas and develop them into powerful, actionable concepts

Ideation Process Structured Approach

PROCESS

Organize + Connect

the Dots

Generate More

Dots, Better Dots

Prioritize + Refine

Solutions

Innovation

Intent

Set the Action

Plans


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We must be aware of which step we are in and use the appropriate workinghat

Innovation Techniques Fundamentals Thinking Styles / Hats

Cautious,

Critical

Organized,Controlled

Creative, NewThinking

Emotional,Intuitive

Optimistic,Positive

Analytical

Cautious,

Critical



Emotional,Intuitive

Optimistic,Positive

Analytical

Cautious,

Critical



Emotional,Intuitive

Optimistic,Positive

Analytical

Cautious,

Critical



Emotional,Intuitive

Optimistic,Positive

Analytical

Cautious,

Critical



Emotional,Intuitive

Optimistic,Positive

Analytical



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Each of the exercises we will go through today will have individual, pair andgroup elements

Innovation Techniques Tools to Think and Act Differently Teams

Idea FragmentConcept

DevelopmentRobust Concept

IndividualSupport and

Buy-inProject Team


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Example Challenge:Is the crown made of real gold?

Ideation Process Structured Approach Example

Set the GoalOrganize + Connect the

Dots

Generate More Dots,

Better Dots

Prioritize + Refine

SolutionsSet the Action Plans

Real or not?

Action!


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Build a flexible and disciplined concept to commercialization process

Making Innovation Real Capacity Concept to Customer

$$

$$$

$$

$

Unmet Needs

Insights

Other

Pain Points

Multi-SourcedIdea Generation

Multi-HorizonConcept

Development

Multi-TrackPipeline

Management

Multi-ChannelExecution

John ChambersCEO, Cisco

Eureka! Pursuit Realization


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Have someone responsible to lead innovation management in your organization

Making Innovation Real Capacity Innovation Roles

MARKETINGConsumer +

Customer

Insights

STRATEGYCreating Space +

Direction for

Growth

FINANCEValuing Uncertainty,

Options + Pipelines

R&DSeeing Opportunities

for New Solutions

A CHIEF INNOVATIONOFFICER must pull the

pieces togetherMARKETING

Tends to stick to incremental changes due to focus

on short-term visible results and existing customers

needs

Not good at identifying unmet customer needs orgenerate breakthrough ideas

STRATEGY

Trained to make decisions based on hard facts and

numbers, pursuing only proven opportunities

Targets set based on budget and not stretch

FINANCE

Plays a role of innovation gatekeeper by screening

ideas using financial index such as ROI and paybackperiod

Ideation scope is constrained by budget

R&D

Pursues endless technological excellence, ignoring

marketability in many cases

May end up with over-engineered products

disconnected to customers, and lose best

commercialization timing

Common Pitfalls ofBusiness Function-led Innovation


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Teaming outside of your organization and learning to play with othersExamples from the Koreans

Making Innovation Real External Partnering Looking across the Value Chain - Examples

Partnerships and alliances are key to our success

We believe that in markets driven by common

standards, alliances are an important way to spur

consumer acceptance and overall successKun-Hee Lee,

Chairman

C i S


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Capacity Summary

Wh C Y D M d M i R d ti


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Capacity Recommendations

Have someone responsible to leadinnovation management in your organization

5

6

7

Design a flexibleand disciplined conceptto commercializationprocess(not stage-gate)

Collaborate across the value chain to gofast

Make Collaborate Buy

A d


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Agenda

TIME ACTIVITY

10:15 Introduction


- Strategy

- Capacity

- Discipline

12:40 Wrap-Up

M ki I ti R l Frame ork Discipline


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INNOVATION DEFINITION

INNOVATION CAPACITY

RESOURCES PEOPLE PROCESSES

WHAT

INNOVATIONSTRATEGY

WHERE

WHEN

BUSINESS INNOVATION BREAKTHROUGH

INNOVATIONSTRATEGY

WHY

HOW MUCH

WHAT INVESTMENTS

Innovation Discipline enables people to finish what they start

Making Innovation Real Framework Discipline



LEADERSHIP

METRICS BEHAVIORS

Making Innovation Real Discipline Metrics Rewards & Recognition


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Use metrics to measure innovation and recognize your innovatorsIntel turns USB man into rock star

Making Innovation Real Discipline Metrics Rewards & Recognition

http://www.youtube.com/watch?v=tzsa4Byrso0

Discipline Summary
http://www.youtube.com/watch?v=tzsa4Byrso0http://www.youtube.com/watch?v=tzsa4Byrso0http://../Innovation%20Clips/Inno%20Discipline%20-%20Intel%20Star.flv


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Discipline Summary

METRICS



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Discipline Recommendations

Embrace Differences to source ideas andgain complementary capabilities

9

10

11

Look around for what-if and whats-nextwhile delivering on the near term

Use system-wide Innovation metrics todrive the right behaviors and innovation

results

8

Create time and space for employees to

experiment

Agenda
http://../Innovation%20Clips/Crazy%20or%20Genius%20Think-Different.mov


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Agenda

TIME ACTIVITY

10:15 Introduction


- Strategy

- Capacity

- Discipline

12:40 Wrap-Up

Starting the Innovation Journey What to do Monday morning


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With the ideas generated, think of actions you can do Monday morning tostart acting and thinking differently

Starting the Innovation Journey What to do Monday morning

Things I can do Monday

morning

Things that needs my

boss help

Things I need help from

the outside

Starting the Innovation Journey Innovation Audit


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We have an innovation Audit tool that you can take as an individual or as acompany. If IXL is happy to review your Audit results

Starting the Innovation Journey Innovation Audit

http://innovation-online.net/audit/display_results.php

Inputs30 people across

multiplefunctions and

levels

IXL Centerassessment ofyour company

and 1 hourdiscussion

What youneed to do What wewould do
http://innovation-online.net/audit/display_results.phphttp://innovation-online.net/audit/display_results.php


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Thank youHitendra PatelManaging Director

+1-617-259-8417

[email protected]

www.ixl-center.com

Follow us on...

@IXL_Center
https://twitter.com/IXL_Centerhttps://www.facebook.com/ixlcenter?fref=tshttp://www.youtube.com/user/ixlcenterhttp://www.linkedin.com/company/202511?trk=tyah

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