Post on 12-May-2015
description
Marshmallow Tower Game
Jay RaoProfessorBabson
Game Rules
• Build the Tallest Freestanding Structure:– Tallest structure measured from the table top surface to the top of the marshmallow. – Structure cannot be suspended from a higher structure, like a chair, ceiling or
chandelier.– Do not search the internet for answers.
• The Entire Marshmallow Must be on Top:– Cutting or eating part of the marshmallow disqualifies the team.
• Use as Much or as Little of the Kit – Spaghetti sticks, String and Tape: – The team cannot use the paper bag or scissors as part of their structure.
• Break up the Spaghetti, String or Tape: – Teams are free to break the spaghetti, cut up the tape and string to create new
structures.
• The Challenge Lasts 18 minutes: – Teams cannot hold on to the structure when the time runs out. – Those touching or supporting the structure at the end of the exercise will be
disqualified.
Game Summary
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Who consistently performs poorly?
Source: Tom Wujec, Autodesk
Who consistently performs well?
Source: Tom Wujec, Autodesk
Why?
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Source: Tom Wujec, Autodesk
Marshmallow Game Lessons
• Understanding known and unknown variables• Rapid Prototyping uncovers hidden variables
and their relationships– Fail Fast, Fail Cheap, Learn Quick, Refine and
Repeat• Diverse skills matter• Specialized skills + Facilitation skills matters• Incentives magnify outcomes
– Big Bang vs. Start Small• Incentives without skills are useless
Source: Tom Wujec, Autodesk
Empirical findings about Innovations
75% of all new products launched by established firms fail to make profit. Most are yanked/killed without shaping & developing them
More than 90% of allInnovations that weresuccessful started off inthe wrong direction
Given more money & time,firms are known to pursuethe wrong strategies for alonger period of time.
Most new innovations are started with access to no credit in good times and in bad
Most of the great businesses today started without a lot of VC funding or any bank lending until 5-6 years after they were up and running
Sources: Innosight; Amar Bhide; Barton
2008 McKinsey Study Highlights
Unanimous agreement (94%) that people and corporate culture are the most important drivers of innovation
Overall dissatisfaction with dismal outcomes
ofInnovation programs
CEOs and Executives are frustrated with their
efforts to jumpstart Innovation initiatives
Mimicking and Benchmarking bestpractices have been
ineffective
Resources and Processes that are applied are either
underutilized or not achieving scale to have a financial impact
Source: Leadership and Innovation, The McKinsey Quarterly, 2008 no. 1
Leading into the Future: Managing Innovation Projects
Analytical and Emergent Strategies
(Prediction and Creation Logic)
20
“The Future ain’t what it used to be.”
“It is tough to make predictions, especially about the future.”
Yogi Berra
Environmental Conditions
• Steady and Stable
• Slowly changing, Predictable, Trends are Evident
• Increasing Rate of Change with Some Predictability, Foreseen Trends May Appear
• Rapid Change, Little Predictability, Many Surprises
• Chaotic & Unpredictable
Normal
Complicated
Complex
23
Risk
Uncertainty
Ambiguity
Nature of Innovation Projects
UnknownUnknowns
UnknownUnknowns
KnownKnowns
Outcome
Process
KnownKnowns
Ambiguity
Uncertainty
Risk
KnownUnknowns
KnownUnknowns
If you don't know where you are going, you might wind up someplace
else.
Yogi Berra
J. P. Guilford(Convergent & Divergent Thinking)
Selecting the most suitable bomber pilot candidates during
WW II
How do you “sail” from Barcelona to Mallorca?
27
Practice: How do you “sail” from Barcelona to
Barbados?
Environmental Conditions & Strategy
• Steady and Stable
• Slowly changing, Predictable, Trends are Evident
• Increasing Rate of Change with Some Predictability, Foreseen Trends May Appear
• Rapid Change, Little Predictability, Many Surprises
• Chaotic & Unpredictable
Normal
Complicated
Complex
29
Risk
Uncertainty
Ambiguity
Emergent Strategy
Think Different
Think Big
Start Small
Start Several
Prototype Rapidly
Proof of Concept = Voice of Customer + Voice of Tech.
Fail Fast, Fail Cheap, Learn Quick
Pour Resources only after Proof of Concept
Celebrate Success & Celebrate Failure30
Leading into the Future
• Steady and Stable
• Slowly changing, Predictable, Trends are Evident
• Increasing Rate of Change with Some Predictability, Foreseen Trends May Appear
• Rapid Change, Little Predictability, Many Surprises
• Chaotic & Unpredictable31
Analytical StrategyEnvironmental Scanning
Predictive ModelsSet Strategy
Project PlanningBudget & KPIsExecution Plan
Emergent StrategyThink Big
Start SmallStart Several
Prototype RapidlyFail Fast, Fail Cheap, Learn
QuickPour Resources after POC
Creation Logic
Prediction Logic
How to create a firm that is good at Emergent Strategy &
Creative Logic? • Learning by Doing
– Action vs. Analysis• Take action to produce data and uncover variables• Generate data vs. Using existing data
– Grounded in reality vs. Speculation– Entrepreneurial Thought and Action
• Value Diversity and Inclusion– Several functions and across layers
• Learn to Improvise– Fluid and flexible processes
• Portfolio of Projects (Risky, Uncertain & Ambiguous)