Awesome Innovation Teams: Core Protocols, Agile, and Open Space
INNOVATION TO THE CORE - MESAINNOVATION TO THE CORE Peter Skarzynski CEO. This Afternoon I. Why...
Transcript of INNOVATION TO THE CORE - MESAINNOVATION TO THE CORE Peter Skarzynski CEO. This Afternoon I. Why...
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www.mesa.org2008 North American Plant-to-Enterprise ConferenceSeptember 21-23, Orlando, FL
INNOVATION TO THE CORE
Peter SkarzynskiCEO
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This AfternoonThis Afternoon
I. Why innovation?
II. Making innovation happen
III. Sustaining innovation
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An Innovation Imperative?An Innovation Imperative?
Gary Hamel“Innovation is
the only way to stay ahead of
the curve”
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OrOrOverOver--hyped?hyped?
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INNOVATION IS A TOP INNOVATION IS A TOP PRIORITYPRIORITY……
“We are now in a slow growth world...over the next 20 years (we
face)...a more global market...more driven by innovation...”
“A premium (will be) placed on companies that could generate their
own growth”
“We have to change the company to become more innovation driven...”
Jeffrey R. ImmeltChairman & CEO
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INNOVATION USUALLY FAILS
YET…
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Because it Is DifficultBecause it Is Difficult……
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…… and Leadership & the and Leadership & the Culture Matter Culture Matter
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I. Why innovation?
II. Making innovation happen
III. Sustaining innovation
This MorningThis Morning
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How to WinHow to Win
1. Focus on the business model
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Business Model InnovationBusiness Model Innovation
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Simply SaidSimply Said
Who do we serve?
What do we provide?
How do we make money?
How do we provide it?
How do we differentiate &
sustain advantage?
“…the key to sustained success is business model innovation.”- Harvard Business School’s Clay Christensen
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Dare to be RadicalDare to be Radical
1. Does it have the power power to change customer expectations?
2. Does it have the power power to change the basis for competitive advantage?
3. Does it have the power power to change industry economics?
Source: Professor Gay Hamel
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Durable GoodsDurable GoodsBusiness Model InnovationBusiness Model Innovation
Redefining ExpectationsRedefining Expectations
A Wine Cellar With Refined Taste
Your finest wines will be preserved and safe in this wine cellar. Settings for red and white wine make it easy to select the optimum temperature to maintain quality and taste. The grey-blue tinted glass door provides a full view of your collection while protecting it from harmful UV rays. With 7 slide-out wood racks and room for 54 bottles of wine, you can keep all of your favorites on hand in this modern, stylish wine cellar. This wine cellar also has a dual electronic FlexZone™, with two separately controlled temperature zones so you can store combinations of white wine, red wine, and champagne in the same cellar.
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Beating the YugoBeating the Yugo
“For another competitor to say they’re going to compete with us at our level of prices and design, it’s hard if they don’t have our guests, who are on average about 20% more affluent, more highly educated, come from more sophisticated areas. Those guests aren’t in their building looking for that kind of merchandise.”
“We’ve been at this for 15 or 20 years. I’m not saying it can’t happen over time. Saying that the Yugo is going to turn into BMW in the next 18 months is pretty silly.”
Bob Ulrich, Chairman & CEOTarget Corporation
Source: Zimmerman, Ann. "Staying on Target. The Retailer's Top Three Talk About Creative Risks; Painting Bull's Eyes on Crabs." The Wall Street Journal 7 May 2007, sec. B1.
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How to WinHow to Win
1. Focus on your business model
2. Widen the front end – diverge then converge
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An Innovation ProcessAn Innovation Process
Building afoundation of
truly novelinsights
Generatinga portfolio of
game-changingideas
Managinga pipeline of
strategicexperiments
Diverge
Converge Diverge
Converge Diverge
Converge
Discovery Opportunity Innovation to the core
How efficient in termsof risk-reward?
How radical andcoherent?
How widely & deeplyunderstood?
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Beyond the Suggestion BoxBeyond the Suggestion Box
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What Are You Going to What Are You Going to Do Next Week?Do Next Week?
Gary Hamel“Every company –
(and therefore leader) needs to learn how to
use employee imagination”
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“We are sixty thousand employees around the world in 170 countries, with efficiency and productivity unparalleled in any industry. We have thirteen high-tech manufacturing facilities and eighteen world-class technology centers with engineers designing in virtual teams from around the world…Hundreds of innovators from all levels and types of jobs, sometimes from where you might least expect them, are working to invent on behalf of the customer, enjoying and maximizing their contributions to the company.”
Perspectives from Different Perspectives from Different SourcesSources……Inside Your OrganizationInside Your Organization
Nancy Snyder – Strategic Innovation
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……or Through Open Innovationor Through Open Innovation
First global brainstormingThe Goldcorp Inc. Challenge
Half a million hits in four months
1400 people from 50 countries
Accelerated the exploration program
Challenge: Where to find the gold
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ExamplesExamples
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How to WinHow to Win
1. Focus on your business model
2. Widen the front end – diverge then converge
3. Teach, learn and apply new perspectives
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Encourage, Teach, & SupportEncourage, Teach, & Support
Out of context to business flow
Not grounded in any observed
customer need
Risk of bizarre overreaction
Irrelevant to us (our competences)
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WHAT WILL YOU UNLEARN?
WHAT WILL YOU UNLEARN?
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Managing Managing –– or Inventing?or Inventing?
Gary Hamel“Most managers are not taught to think of
themselves as people whose job it is to
create and invent.”
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Challengeindustry
orthodoxies
Harnessemerging
trends
Addressunarticulated
needs
LeverageKnow How
Assets
Frame Breaking New PerspectiveFrame Breaking New Perspective
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What Orthodoxies Did What Orthodoxies Did These Overturn?These Overturn?
Challengeindustry
orthodoxies
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Simplified Map of Hospital CareSimplified Map of Hospital Care
REVENUEGROWTH
SURGERIESPERFORMED
PAYMENT TYPES
PATIENTSUPPLY
Bill to Patient before service
Bill to Patient after service
Bill to Insurance after service
Random (emergency)
50% Random50% Scheduled
Scheduled
All types of procedures
All complications
Single Surgery,Different Approaches
Domesticlocations only
Increase Lengthof Stay
IncreaseTurnover
Common Surgeries
Single Surgery,Same Approach
Traditional University HospitalTraditional Community Hospital
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Challenge the OrthodoxyChallenge the Orthodoxy
REVENUEGROWTH
SURGERIESPERFORMED
PAYMENT TYPES
PATIENTSUPPLY
Bill to Patient before service
Bill to Patient after service
Bill to Insurance after service
Random (emergency)
50% Random50% Scheduled
Scheduled
All types of procedures
All complications
Single Surgery,Different Approaches
Domesticlocations only
Increase Lengthof Stay
IncreaseTurnover
Common Surgeries
Single Surgery,Same Approach
Traditional University HospitalTraditional Community HospitalRule-breaker!
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Innovation in Health Care?Innovation in Health Care?Innovation in Supply Chain Management?Innovation in Supply Chain Management?
Both!Both!
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Challengeindustry
orthodoxiesHarnessemerging
trends
Addressunarticulated
needs
LeverageKnow How
Assets
Perspective 2: Understand Perspective 2: Understand Trends & DiscontinuitiesTrends & Discontinuities
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The Word of the DayThe Word of the Day……
Harnessemerging
trends
Mass Collaboration
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FROM: Rigid RolesFROM: Rigid Roles TO: CooperationTO: Cooperation
Harnessemerging
trends
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Wikipedia Wikipedia –– The Power The Power of Cooperationof Cooperation
• 680+ Million Visitors per Year• 75,000+ Contributors• 10,000,000 Articles• Over 250 Languages• Considered as accurate as the
Encyclopedia Britannica
All Created Since 2001
Harnessemerging
trends
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Other ExamplesOther Examples……
Harnessemerging
trends
Human Genome Project (completed in 2003)
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Challengeindustry
orthodoxies
Harnessemerging
trends
Addressunarticulated
needs
LeverageKnow How
Assets
Perspective 3:Perspective 3:Identify Unarticulated NeedsIdentify Unarticulated Needs
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AirportsAirportsTime ConsumingTime Consuming……CrowdedCrowded……And BoringAnd Boring
Addressunarticulated
needs
Addressunarticulated
needs
Waiting for security
Waiting to board
Reasons for Delays:Reasons for Delays:Flight Delay
Flight CancellationsPlane MaintenanceBaggage Handling
Air TrafficSafety Procedures
StaffingPilot Restrictions
Fewer Flightsand many more
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Extend the Service Past the FlightExtend the Service Past the Flight
Addressunarticulated
needs
Addressunarticulated
needs
Qatar Airways created a Premium terminal at Doha airport:
• Concierge meet and greet service for passengers prior to check-in• Dedicated e-gates to speed up immigration formalities • Spa, jacuzzi and sauna to relax and unwind before their flight • Massage treatment rooms • Children's play area and nursery • Conference and meeting rooms • Business centre with secretarial services • Prayer rooms for men and women • 24-hour medical centre
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The Need: A Cleaner BathroomThe Need: A Cleaner Bathroom
Addressunarticulated
needs
Addressunarticulated
needs
Reducing “spillage” in Amsterdam’s Schiphol Airport since 1995
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Challengeindustry
orthodoxies
Harnessemerging
trends
Leverage Know How Leverage Know How ––Yours and OthersYours and Others!!
Addressunarticulated
needs
LeverageKnow How
Assets
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Company Company "A""A"
Core Skill
Core Core SkillSkill
StrategicAsset
StrategicStrategicAssetAsset
Company Company "B""B"
CoreSkill
CoreCoreSkillSkill
StrategicAsset
StrategicStrategicAssetAsset
Competence LeverageCompetence Leverage
++
LeverageKnow How
Assets
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How to WinHow to Win
1. Focus on your business model
2. Widen the front end – diverge then converge
3. Teach, learn and apply new perspectives
4. Ideate in context – CRASH
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Challengeindustry
orthodoxies
Harnessemerging
trends
Addressunarticulated
needs
LeverageKnow How
Assets
Opportunities Lie at the IntersectionOpportunities Lie at the Intersection
!
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An ExampleAn Example
Appliances are sold to
women
From: Bedroom suburbs To: McMansions
Men are relegated to the garage
Discontinuities
Customer Insight Orthodoxies
Core Competences
Low cost high-quality,
stationary electro-
mechanical
Crash in the Garage!Crash in the Garage!
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Gladiator SolutionGladiator Solution
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Sell By the Tank?Sell By the Tank?
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Serving Care GiversServing Care Givers
An all-in-one portable medical oxygen system
•Eliminating the need for a separate regulator, flow meter, cylinder wrench, and special valve seal•Allowing medical personnel to easily adjust oxygen flow with the turn of a dial and verify contents at a glance
2001 Winner
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And NowAnd Now……
From high purity medical gases and equipment for hospitals to specialized support services that provide the same high quality service
directly to peoples' homes...
Our commitment and continuing investment into new technologies, medical research and
community education helps improve the quality of peoples' lives.
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Past
FutureWe Create
FutureWe Accept
Present Traditionalextrapolation
Future-basedmigration path
Stretch
Fit
Work From the Future BackWork From the Future Back
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Start HereStart Here……
An ExampleAn Example
Perfection is theonly acceptable
standard
From: Mom approved To: Kid preferred
Surprising experiences which are “mine” are exciting and more attractive
Discontinuities
Consumer Insight Orthodoxies
Core Competences
Better lifethrough “color
chemistry”
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End HereEnd Here
New
Existing
Capabilities
Existing NewMarkets
Washables
Erasable
ColorExplosionOutdoor
Oppty 6Color
Wonder
Oppty 5
Oppty 7
Paint my Paint my skin, butskin, but
nothing elsenothing else
“No Mess” but still fun (i.e., messy) for kids!
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How to WinHow to Win
1. Focus on your business model
2. Widen the front end – diverge then converge
3. Teach, learn and apply new perspectives
4. Ideate in context – CRASH
5. Experiment and learn—it is an ongoing endeavor
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The Innovation MathThe Innovation MathN
umbe
r of
optio
nsN
umbe
r of
optio
ns
Ideas
Experiments
Projects
Winners
1,0001,000
100100
1010
11
Increments of riskIncrements of risk
Innovation’sArithmetic
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Learn From the Fringes? Learn From the Fringes? Nope Nope
"When you believe in something, you can't just talk about it and make PowerPoint slides. You have to go out to the battlefield and show how it works.”
Air Force Lt. Col. Greg Harbin
Get out into the fieldGet out into the field
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Manage This RatioManage This Ratio
UNDERSTANDINGUNDERSTANDINGINVESTMENTSINVESTMENTS> 1.0> 1.0
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Experimentation MattersExperimentation Matters
UNDERSTANDINGUNDERSTANDINGINVESTMENTSINVESTMENTS????
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Experiment #
1. Do they want it?Customer Value Proposition --who, what, how differentiated?
Time
1 2 3 4 5
2. Can we do it?Competencies?Operating Model?
3. Can we make money?Revenues? Costs? Profit?
61
Learn, Fail, ScaleLearn, Fail, Scale
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This MorningThis Morning
I. Why innovation?
II. Making innovation happen
III. Sustaining innovation
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The Hard Part
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The Important Culture The Important Culture ThaangThaang
Processes & Tools
Processes & Tools
People &Skills
People &Skills
Leadership &OrganizationLeadership &Organization
Culture & Values
Culture & Values
InnovationEffectiveness
InnovationEffectiveness
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Easy, Right?Easy, Right?
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Approach SystemicallyApproach Systemically
Business Results Through
Innovation Capability
Leadership &
Governance
Mechanisms
Process & Tools
Metrics, Measures & Incentives
Values &
Communi-
cation
Train
ing
&Cur
ricul
um
People &
Skills
Structure
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INPUTINPUT
THROUGHPUT
THROUGHPUT
OUTPUTOUTPUT
METRICS
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$3.3 Billion in Innovation Value
Source: Business Week; Creativity Overflowing, May 8, 2006
Some ExamplesSome Examples
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Gladiator Modular garage accessories and appliances for men
Range with refrigeration capabilities
Customizable grills, coolers, warmers, taps, ovens and sound systems for tailgate parties
Double-tub sink with small dishwasher on one side
Small, bedside cooling unit for storing medicine and baby bottles
Basic refrigerator for rural areas in India, selling for less than $75
Premium-priced, high-tech, energy-efficient, front-loading washer and dryer
Fabric Freshener – a collapsible portable device which freshens clothes and reduces wrinkles
KitchenAid Double Drawer Dishwasher
Global Innovation Pipeline, 2004
160 58 9 30
306
Global Innovation Pipeline, 2005
WhirlpoolWhirlpool
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Make It InescapableMake It Inescapable
"Tomorrow, if I went to the organization and said, ‘Well, we've had enough of this [innovation], let's go back to cutting costs and running the business like everyone else is running the business in the appliance area I think I'd have a revolt on my hands."
David Whitwam, Former CEO, Whirlpool
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““A year from now you A year from now you may wish you had may wish you had
started today.started today.””-Karen Lamb
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Thank You for Your Time