Playing the games of innovation
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what executives should not know about Playing the games of INNOVATION
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Transcript of Playing the games of innovation
what executives should not know about
Playing the games of
INNOVATION
not know, because:- it could confuse them- it brings them to the
front-end of innovation- reduce their frustration
Innovation
the power to bring new added value
to the worldsomething new
which is adopted and
talked about with others
if it is not new to you, when you do not adopt it, and you don’t talk about it, than it is no innovation!
improvement systemsuggestion system
new venture teamsincubator lab
customer co-creationdesign thinking
lean startup
Innovation strategies?
As many executives know from their own experience, organisations
depend on people, not systems.
Innovations fail by assumptions of people instead of the real data from
the field!
Innovations and reality?
Derived from ‘Paths of change’W. McWinney, Webber, Smith and Novokowsky (1997):
Innovation begins with your look at the world:
Innovations and reality?
...because how individuals look at
the world, is critical to the way
they learn, adopt and develop innovations
Performance in innovations?
point-of-view or weltanschauung:
humeurfour windsarchetypesRealities
Look at the world!
From Will McWinney (1997)
social
Realities!
mythicunitary
sensory
From Will McWinney, Creating paths of Change (1997)
social
Realities and beliefs!mythic
sensory
unitary
EventsMaterial things
Objects ResourcesSensuality
ExperienceBehaviour
FactsAction
Data
From Will McWinney, Creating paths of Change (1997)
social
Realities and beliefs!
mythicunitary
sensory
PoliciesRules
TheoryTruth
PrinciplesBelief systemsClarrificationsAssumptions
From Will McWinney, Creating paths of Change (1997)
social
Realities and beliefs!
unitary Mythic
sensory
VisionIdeasOpportunitiesCreationsDreamsInspirationSymbolsMeaningsMetaphorsInventions
From Will McWinney, Creating paths of Change (1997)
unitary
Realities and beliefs!
mythic
socialsensory
What mattersPreferencesAppreciation Feelings WantsMotivation Attitudes ValuesPurposesEthics
From Will McWinney, Creating paths of Change (1997)
social
Realities!mythic
unitary
sensoryFrom Will McWinney, Creating paths of Change (1997)
socialfeelingsby intentionfully accept change
Realities!mythicideasby creationeverything was and is as I will it
unitarytruth
by formno basic change
sensoryfacts
by precedenceno uncaused change
most real for youhow things usually happenaccepting change
? ?
social
Modes of innovation!mythicunitary
sensory
Derived from Will McWinney (1997)
?
?
?
social
Modes of innovation
mythicunitary
sensory
assertive
evaluative
anal
ytic
emergent
inven
tivein fluence
From Will McWinney (1997)
Design thinking?
Basics by IDEO
EXAMPLE
social
mythicunitary
sensory
assertive
evaluative
anal
ytic
emergentinv
entiv
ein fluence
From Will McWinney (1997), re-mixed by Frits Oukes (2011)
CHALLANGE
ANALYZE
OBSERVEPROTOTYPE
IDEATION
TECH DESIG
N
INSPIRATIONIMPLEMENTATION
Needs skillfull professionals
Alexander Osterwalder and Steve Blank from Lean Launch Pad (Stanford), re-mixed by Frits Oukes (2011)
Building hypotheses
social
mythicunitary
sensory
assertive
evaluative
anal
ytic
emergentinv
entiv
ein fluence
From Will McWinney (1997), Alexander Osterwalder and Steve Blank, re-mixed by Frits Oukes (2011)
is rational
Concept/ Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/1st Ship
Product Introduction Model
Customer Development
Company Building
Customer Discovery
Customer Validation
Customer Creation
Pivot
Steve Blank, re-mixed by Frits Oukes (2011)
Efficiency Scale
ScaleEfficiency
Re-mix of Steve Blank and Max Marmer (blackbox) by Frits Oukes (2011)
Towards customer centric stage-gate model
Re-mix of Steve Blank and Max Marmer (blackbox) and Will McWinney by Frits Oukes (2011)
social
mythicunitary
sensory
Efficiency Scale
improvement systemsuggestion system
new venture teamsincubator lab
customer co-creationdesign thinking
lean startup
Innovation strategies?
TEST YOUR ASSUMPTIONS
state your hypothesis
Busin
ess
star
tup
Objective:Raise 100 clients in
10 weeks
An idea is not a business!WHAT EXECUTIVES AND INNOVATORS CAN LEARN FROM THE LEAN LAUNCH PAD!
PROTOTYPE TESTING PROVIDES1. MARKET INSIGHTS
2. CUSTOMER ENGAGEMENTGET OUT OF THE BUILDING
‘GET OUT OF THE BUILDING’Steve Blank
test your assumptions
rigorously,gain real life data,
learn at high speed and
improve!
Playing the games of INNOVATION:
Entrepeneurship in the boardroam, resolving both
the paradox of innovation and uncertainty!
Frits Oukes
nl.linkedin.com/in/fritsoukes
@FritsOukes #innogame #leanproto
+31 6 29 576 884
WHY?: ...discover better options...
