Advancing your Innovation Strategy

Transcription

1 Spring International Conference - May 5-7, 20 Advancing your Innovation Strategy How to figure out what if and what s next Spring 20 Interna%onal Conference, May 20 Firm and Prac%ce Management Specialty Group Session Loca%ons: BOSTON DUBAI LONDON SHANGHAI SÃO PAULO SEOUL TORONTO Guatemala.0 /08/20 20 IXL Center Inc. All Rights Reserved An innova%on management system has many cri%cal elements to it. INNOVATION DEFINITION WHAT BUSINESS INNOVATION BREAKTHROUGH INNOVATION STRATEGY WHERE INNOVATION DISCIPLINE LEADERSHIP INNOVATION STRATEGY WHY INNOVATION CAPACITY PROCESSES PEOPLE HOW MUCH WHEN INNOVATION DISCIPLINE BEHAVIORS WHAT INVESTMENTS

2 Innova%on Strategy Mini Workshop One of the most important elements is the innova%on pipeline, which contains projects that will drive future growth. DEFINITION' INNOVATION DEFINITION WHAT 80% BUSINESS' BUSINESS INNOVATION BREAKTHROUGH INNOVATION DISCIPLINE INNOVATION STRATEGY INNOVATION STRATEGY LEADERSHIP WHERE WHY INNOVATION CAPACITY CAPACITY' PROCESSES PEOPLE HOW MUCH 50% WHAT INVESTMENTS INVESTMENTS' WHEN INNOVATION DISCIPLINE BEHAVIORS 20 IXL Center Inc. All Rights Reserved Innova%on Strategy Mini Workshop In order to define the right projects to focus on, a company needs to develop an innova%on strategy. INNOVATION DEFINITION DEFINITION' WHAT 80% BUSINESS' BUSINESS INNOVATION BUSINESS' BREAKTHROUGH INNOVATION DISCIPLINE INNOVATION STRATEGY INNOVATION STRATEGY LEADERSHIP WHERE WHY INNOVATION CAPACITY CAPACITY' PROCESSES PEOPLE HOW MUCH 50% WHAT INVESTMENTS INVESTMENTS' WHEN INNOVATION DISCIPLINE BEHAVIORS 5 20 IXL Center Inc. All Rights Reserved Innova%on Strategy Mini Workshop DEFINITION' We are going to do a first dra_ of an innova%on strategy in three steps. DEFINITION' BUSINESS' BUSINESS' DEFINITION' BUSINESS' Ground rules Why 2 Innovate CAPACITY' Configurar( Divergir( Combinar( Organized,( Controlled( ((Convergir( Actuar( Fragmento*de*Idea* Where to innovate Mejorar*la*Idea* Concepto*Robusto* DEFINITION' CAPACITY' CAPACITY' DEFINITION' Individual* Parejas** BUSINESS' Equipo* INVESTMENTS' INVESTMENTS' CAPACITY' INVESTMENTS' 20 IXL Center Inc. All Rights Reserved 6 CAPACITY' INVESTMENTS' BUSINESS' INVESTMENTS' 2

3 Configurar( Divergir( Combinar( ((Convergir( Actuar( Organized,( Controlled( Fragmento*de*Idea* Mejorar*la*Idea* Concepto*Robusto* Individual* Parejas** Equipo* DEFINITION' We are going to do a first dra_ of an innova%on strategy in three steps. DEFINITION' DEFINITION' BUSINESS' BUSINESS' DEFINITION' Ground rules DEFINITION' BUSINESS' CAPACITY' BUSINESS' CAPACITY' Why 2 Innovate CAPACITY' INVESTMENTS' Where to innovate BUSINESS' INVESTMENTS' INVESTMENTS' CAPACITY' CAPACITY' 7 INVESTMENTS' INVESTMENTS' Throughout the workshop we will be using a diverge- converge process. Set up Diverge Connect Converge Act Establish the goal Generate ideas Combine ideas Prioritize ideas Action plans 8 The first challenge we ll face is that we all have different way of thinking Thinking Style Organized, Controlled Associated Hat Blue Hat Creative, New Thinking Green Hat Optimistic, Positive Yellow Hat Cautious, Critical Black Hat Analytical White Hat Emo%onal, Intui%ve Red Hat 9

4 Configurar( Divergir( Combinar( ((Convergir( Actuar( Organized,( Controlled( Fragmento*de*Idea* Mejorar*la*Idea* Concepto*Robusto* Individual* Parejas** Equipo* We have to wear the appropriate hat in each stage of the process Set up Diverge Connect Converge Act Organized, Controlled Organized, Controlled Organized, Controlled Organized, Controlled Organized, Controlled Creative, New Thinking Creative, New Thinking Creative, New Thinking Creative, New Thinking Creative, New Thinking Optimistic, Positive Optimistic, Positive Optimistic, Positive Optimistic, Positive Optimistic, Positive Cautious, Critical Cautious, Critical Cautious, Critical Cautious, Critical Cautious, Critical Analytical Analytical Analytical Analytical Analytical Emotional, Intuitive Emotional, Intuitive Emotional, Intuitive Emotional, Intuitive 0 It is important to work as individuals, pairs and teams to efficiently build robust concepts. Idea Fragment Concept Development Robust Concept Individual Support and Buy- in Project Team DEFINITION' We are going to do a first dra_ of an innova%on strategy in three steps. DEFINITION' DEFINITION' BUSINESS' BUSINESS' DEFINITION' Ground rules DEFINITION' BUSINESS' CAPACITY' BUSINESS' CAPACITY' Why 2 Innovate CAPACITY' INVESTMENTS' Where to innovate BUSINESS' INVESTMENTS' INVESTMENTS' CAPACITY' CAPACITY' 2 INVESTMENTS' INVESTMENTS'

5 It is important to understand how our industry is changing due to trends. Compe%tor Moves and Responses New Subs5tutes Compe5tors entrants Mega Global Forces Social Technological Economic Environmental Poli5cal Industry Company Sandbox Consumer Customer Channel Influencers Changing Customers Needs Competences & Technologies Suppliers Partners & Networks Changing Capabili%es Let s iden%fy the main trends affec%ng our industry Global Forces Social, technological, economic, environmental, poli5cal Compe%tors, Subs%tutes and New Entrants Moves and Responses My Industry Changing Capabili%es Competences, Suppliers, Partners & Networks Changing Customer Needs Consumers, Channels, Influencers Let s iden%fy the big challenges we haven t faced or resolved yet Fuente de Metodología: IXL Center y Global Innova5on Management Ins5tute BUSINESS MODEL & PARTNERSHIPS PRODUCTION OFFERING DELIVERY MARKET Competencies Products Occasions Clients Assets Services Loca5ons Needs Technologies Brands Channels Experiences OTROS PROBLEMAS 5 5

6 Fuerzas)Globales) Sociales,!Tecnológicas,!Polí/cas,!Económicas,!Ambientales!!!!!!!!!!!!!!!!!!!!! Capacidades)Cambiantes) Competencias,!Ac/vos,!Redes!&!Alianzas!!!!!!!!!!&!!!!!!!!!!!!!!!!!!!!! Mi Industria!!!!!!!!!!! Competencia,)Sus7tutos)y)Nuevos)Entrantes) Movidas!y!Respuestas! Necesidades)Cambiantes)del)Cliente) Consumidor,!Cliente,!Influyente,!Canal! Fuente&de&Metodología:&IXL&Center&y&Global&Innova8on&Management&Ins8tute& MODELOS'DE'NEGOCIO'''''Y''''''REDES'Y'ALIANZAS' ' PRODUCCIÓN' OFERTA' ENTREGA' MERCADO' Capacidades& Ac8vos& Tecnologías&!!!!!!!!!& Productos& Servicios& Marca&!!!!!!!!!& Ocasiones& Localidades& Canales&!!!!!!!!!& Clientes& Necesidades& Experiencias& Let s iden%fy why we need to innovate Where is the pressure to innovate coming from? External forces Demanding Shareholders Ambi%ous Leadership Internal Forces Changing Environment Compe%%on OTROS' PROBLEMAS Demanding Customers Other Factors 6 EXERCISE We need to innovate because Where is the pressure to innovate coming from? Demanding Shareholders Details Ambi%ous Leadership Changing Environment Compe%%on Demanding Customers Other Factors 7 Let s iden%fy how much we need to innovate How big and urgent is the growth gap? Growth Target $MM Earnings Growth Gap $MM Current Course Today Time 5 years 8 6

7 Configurar( Divergir( Combinar( ((Convergir( Actuar( Organized,( Controlled( Fragmento*de*Idea* Mejorar*la*Idea* Concepto*Robusto* Individual* Parejas** Equipo* EXERCISE In the next years we have to generate through innova%on How big and urgent is the growth gap? Growth Target 0%? Earnings Current trajectory Growth Gap Not clear how to do it We can buy a company We re clear on how to do this Innovation Inorganic Growth Organic Growth %? %? %? Today Time years? Future 9 DEFINITION' We are going to do a first dra_ of an innova%on strategy in three steps. DEFINITION' DEFINITION' BUSINESS' BUSINESS' DEFINITION' Ground rules DEFINITION' BUSINESS' CAPACITY' BUSINESS' CAPACITY' Why 2 Innovate CAPACITY' INVESTMENTS' Where to innovate BUSINESS' INVESTMENTS' INVESTMENTS' CAPACITY' CAPACITY' 20 INVESTMENTS' INVESTMENTS' What s our defini%on of success? In what types of projects are we willing to invest? Local Global Details Near Core Far from Core Details Short Term Long Term Details Incremental Disrup5ve Details Small Investments Large Investments Details Fast Following Pathfinder Details 2 7

8 Fuerzas)Globales) Sociales,!Tecnológicas,!Polí/cas,!Económicas,!Ambientales! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Capacidades)Cambiantes) Competencias,!Ac/vos,!Redes!&!Alianzas! Mi Industria Competencia,)Sus7tutos)y)Nuevos)Entrantes) Movidas!y!Respuestas! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Necesidades)Cambiantes)del)Cliente) Consumidor,!Cliente,!Influyente,!Canal! Fuente&de&Metodología:&IXL&Center&y&Global&Innova8on&Management&Ins8tute& MODELOS'DE'NEGOCIO'''''Y''''''REDES'Y'ALIANZAS' ' PRODUCCIÓN' OFERTA' ENTREGA' MERCADO' Capacidades& Ac8vos& Tecnologías& Ejemplo:)No) garanzar) abastecimiento) Productos& Servicios& Ejemplo:)No) Marca& crear)un)producto) viable)para) Ocasiones& Localidades& Canales& Ejemplo:)no) consolidar) nuestra)logísca&&& Clientes& Necesidades& Experiencias& Ejemplo:)No) aumentar)la) demanda)por) de)materia)prima) segmento)x&& nuestro)producto) && &&&& && && & & Ejemplo:)Estamos)en)una)guerra)de)precios)y)no)hemos)encontrado)negocios)con) márgenes)más)atracvos& && Let s iden%fy the areas we need to focus on to close our growth gap DEFINITION' BUSINESS' Prioritize trends To close our growth gap of $0M We need to focus on: Focus area Focus area 2 Focus area CAPACITY' Prioritize challenges Focus area 22 INVESTMENTS' Let s iden%fy the three trends that we most need to pay anen%on to Global Forces Compe%tors, Subs%tutes and New Entrants Social, technological, economic, environmental, poli5cal Moves and Responses Trend Trend Trend 2 Trend 2 Trend Trend Trend Trend Trend 5 Trend 5 Trend Trend 2 Trend Trend Trend 5 My Industry Trend Trend 2 Trend Trend Trend 5 Changing Capabili%es Competences, Suppliers, Partners & Networks Changing Customer Needs Consumers, Channels, Influencers 2 Let s iden%fy the three main challenges we need to face Fuente de Metodología: IXL Center y Global Innova5on Management Ins5tute BUSINESS MODEL & PARTNERSHIPS PRODUCTION OFFERING DELIVERY MARKET Competencies Products Occasions Clients Assets Services Loca5ons Needs Technologies Brands Channels Experiences Challenge Challenge Challenge Challenge Challenge 2 Challenge 2 Challenge 2 Challenge 2 Challenge Challenge Challenge Challenge Challenge Challenge Challenge Challenge Challenge Challenge 2 Challenge OTROS PROBLEMAS Challenge 2 8

9 Fuerzas)Globales) Sociales,!Tecnológicas,!Polí/cas,!Económicas,!Ambientales! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Capacidades)Cambiantes) Competencias,!Ac/vos,!Redes!&!Alianzas! Mi Industria Competencia,)Sus7tutos)y)Nuevos)Entrantes) Movidas!y!Respuestas! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Tendencia(( Tendencia(2( Tendencia(( Tendencia(! Necesidades)Cambiantes)del)Cliente) Consumidor,!Cliente,!Influyente,!Canal! Fuente&de&Metodología:&IXL&Center&y&Global&Innova8on&Management&Ins8tute& MODELOS'DE'NEGOCIO'''''Y''''''REDES'Y'ALIANZAS' ' PRODUCCIÓN' OFERTA' ENTREGA' MERCADO' Capacidades& Ac8vos& Tecnologías& Ejemplo:)No) garanzar) abastecimiento) Productos& Servicios& Marca& Ocasiones& Localidades& Canales& Clientes& Necesidades& Experiencias& de)materia)prima) segmento)x&& nuestro)producto) && &&&& && && & & Ejemplo:)Estamos)en)una)guerra)de)precios)y)no)hemos)encontrado)negocios)con) márgenes)más)atracvos& && Ejemplo:)No) crear)un)producto) viable)para) Ejemplo:)no) consolidar) nuestra)logísca&&& Ejemplo:)No) aumentar)la) demanda)por) Let s decide which focus areas are most important # Focus Areas Prioritize trends 2 Prioritize challenges There are two types of challenges: divergent and convergent ones. Most innova%on challenges are divergent. Divergent: The more I learn, the less I know Opciones Divergent Problems More 8me = less clarity and more right op8ons Convergent Problems More 8me = more clarity and fewer right op8ons Several valid solu%ons One valid solu%on Time put in researching 26 A company s innova%on strategy focuses on the subset of challenges within the overall strategy where there is linle clarity on how to approach them. Strategy PMO Consultores Innovación Impact in defined time Innovation Strategy Wait List Lots Convergent (Certain) Divergent (Ambiguous) Clarity in how to approach challenge Little 27 9

10 Let s iden%fy and classify our focus areas # Focus Areas 2 5 Impact in defined time Lots PMO Consultants 2 Clarity in how to approach it 5 6 Innovation Little 6 28 Let s find innova%ve projects within our innova%on focus areas Impact in defined time PMO Consultants Innovation How can we solve this challenge in 5 2 an innovative way? 6 Lots Clarity in how to approach it Little 29 EXERCISE Let s search for opportuni%es within our focus area Market Customers Needs Experiences Business Opportunity Map Delivery Occasion Loca5on Channels Offering Products Services Brand Produc%on Competencies Assets Technologies Business Model Networks Partners Pricing Models 0 0

11 Let s connect opportuni%es across our map to iden%fy poten%al concepts Market Customers Needs Experiences My Company Compe%tors Partners on the Value Chain Adjacencies Future Business Opportunity Map Delivery Occasion Loca5on Channels Offering Products Services Brand Produc%on Competencies Assets Technologies Business Model Networks Partners Pricing Models Let s create Business Concepts by linking ideas across all horizontals of the Business Opportunity Map Customer Experience Delivery Offering Produc%on Business Concept We can offer customers who have par%cular need, a par%cular service, delivered a certain way, differen5ated by a par5cular capability and sold with a par%cular pricing model. Business Model Key Concept Anchor: Star5ng point in business opportunity concept genera5on; hot spot of interest 2 EXERCISE Let s connect dots across our opportunity map to create a concept OFFERING Products, Services, Brand MARKET Customers, Needs, Experiences Competencies, Assets Technologies PRODUCTION BUSINESS MODEL Networks, Partners, Pricing Models Occasion, Loca5on, Channels DELIVERY

12 If you have several concepts, you can prior%ze them on an impact / strategic fit matrix. Impact 2 6 Projects we should explore more and potentially invest in. 5 Strategic Fit Thank you Benjamin Sywulka Innova5on Consultant Benjamin.sywulka@ixl- center.com center.com 5 2