Beyond The Obvious
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Transcript of Beyond The Obvious
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Why Innovation?Why Innovation?
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Management ViewManagement ViewOf Innovation
92/73/35
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Corporate AntibodiespProtectors Of The Corporate Rules And Assumptions
Let’s shelve that for the time beingWh i i d i ?Who is going to do it?I have something better.We tried that before.It won’t fit our operation.pIt’s against all our combined logic.Not enough return on investment.It’s great, but . . . . . .S t h l d t i d itSomeone must have already tried it.I thought of that a long time ago.We can’t afford that.You’ll never get approval.gYou’re on the wrong track.Don’t rock the boat.The market is not ready yet.It’s not a ne conceptIt’s not a new concept.
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Going Beyond The Obvious Requires You To Think
DifferentlyDifferently
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What is half of hi ?thirteen?
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Rule:Don’t Start A Company In A Recision
Disney FedEx GilletteCNN Microsoft AT&TMTV Apple IBMHyatt Texas Instruments MerckyBurger King 20th Century Fox HersheyEli Lilly Coors Bristol-MyersSun Amgen AutodeskSun Amgen AutodeskAdobe BMC EAFortune GE HP
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It’s notIt’s not b tabout
h ihaving ththe answer ..
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Its About Challenging The g gObvious By Asking Questions
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FOCUS IDEATION RANKING EXECUTIONFOCUS ● IDEATION ● RANKING ● EXECUTION
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FOCUSFOCUSSearching For Opportunities
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Where To Begin?
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Question Your Assumptionsp
What are the basic assumptions under which my industry operates?
What are the basic assumptions under which my company
t ?operates?
What external jolts have the jpotential to significantly impact my
industry?
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IDEATIONIDEATIONKiller Ideas From Killer Questions™
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Workshop SlideWorkshop Slide
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What customer segment will emerge in 5What customer segment will emerge in 5 years that doesn't exist today?
What customer segment that exists today will no longer be around in 5 years?no longer be around in 5 years?
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Focus on the customerFocus on the customerWhich are the right segments?
YUPPIES Young Urban Professionals
YUFFIES Young Urban Failures
MOBY/DOBY Mom/Dad Older – Baby YoungerMOBY/DOBY Mom/Dad Older – Baby Younger
WOOFS Well Off Older Folks
S h l Kid ith ISKIPPIES School Kids with Income + Purchasing Power
“Sandwichers” Adults caught between caring for their children and their older parents
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Who does not use my product because yearsWho does not use my product because years of practice or special ability is required?
What products could I create out of unused assets?assets?
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What service levels could I offer if I controlledWhat service levels could I offer if I controlled the entire experience chain?
What do customers not like about the process of purchasing my product?process of purchasing my product?
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RANKINGRANKINGIdentify The Best Ideas To Execute
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What Are The Best Ideas?Must have a YES to at least one of the following:
1. Will this idea change the customer experience/ expectation?
2 Will this idea change the competitive landscape/2. Will this idea change the competitive landscape/ position?
3. Will this idea change the economic structure of the industry?industry?
Must have a YES to the following:
4. Does you have a contribution to make in this space?5. Will this idea generate sufficient margin to the
b i ?business?
Score each question from 0 to 5 (0=NO while 5=YES)
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Making The Pitch
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ExecutionExecutionIdeas Without Execution Are A Hobby
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The FunnelThe FunnelMarket Customer Limited Global
A Stage Gate Model To Manage Portfolio
Market Validation
(20 ideas)
Customer Validation
(~10 ideas)
LimitedLaunch(~5 ideas)
GlobalLaunch
(2 ideas)
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Now WhatNow What …
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Adapt & Adopt
= Not a one size fits all
(maybe a twin picture)
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In ConclusionIn ConclusionIn ConclusionIn Conclusion
ConclusionConclusion
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Doing The Obviousg=
Nothing New=
AverageAverage
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Going Beyond The Obvious
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“This book is a killer read for anyone who hopes to triumphantly succeed and not just survive”
P t G b th f th #1 N Y kPeter Guber, author of the #1 New York Times Best Seller, Tell to Win
Visit BeyondTheObvious.com
Available for pre-order at these retailers:
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For More Information:For More Information:
Blog: www philmckinney comBlog: www.philmckinney.comEmail: [email protected]
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