STRATEGY ACTIVATION Session Maximize alignment between leadership’s strategy and how employees invest available time and energy

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New Product & Services Innovation PipelineCORE InnovationsLow impact and Low Risk

LEAP InnovationsPotential for High Impact and High Risk

Project Value Time to 1st Sale Project Value Time to

1st Sale

Total: ———— Total: ————

1. Current Innovation Pipeline

THINK: List the Innovation Projects currently in the organization’s Pipeline. Consider active projects, as well as projects that are defined but not active. If you don’t know the value of the project, estimate.

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INNOVATIONS(A Meaningful Difference

worth paying for)

Growing Sales & Profit MarginEASY to Hold Price

ON THE BUBBLE(Nearing or Near Transition point)

Solid Sales & Profit Margin Today, Getting Harder to Hold

Price

COMMODITIES(A difference NOT worth paying for)

Declining Sales & Profit MarginHARD to Hold Price

Name of Revenue Source

Reinvent Date,

“MILK” or “KILL”

Name of Revenue Source

Reinvent Date,

“MILK” or “KILL”

Name of Revenue Source

Reinvent Date,

“MILK” or “KILL”

2. Confront Reality On Existing Sources of Revenue

THINK: Where are your current revenue sources on the curve and what your strategic plans for each? Name a date of reinvention or make a decision to MILK or KILL it.

Peter Drucker suggests that a company assign every product an

obsolescence date, a date when the company no longer will produce

each product. Having an obsolescence date will create a

sense of urgency to create the next generation of the product.

Innovations

On the Bubble

Commodities

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Step 1: List your Very Important Problems Using a separate sheet of paper, white board or a flip chart, Mind Map the the Very Important Problems that you and/or your team perceive within the organization.

Step 2: THINK & TALK what are the “bigger issues”. Looking at the Mind Map, identify themes or “umbrella issues” and consider root causes of the problems. Don’t try to solve the problems, but rather seek an understanding of the situation. Label each umbrella issue as a VIO or VIS issue.

Step 3: Individually, Write Strategic BLUE CARDs. Based on your Mind Map and discussion, write a Blue Card or multiple Blue Cards to strategically address the “umbrella issues” you feel the organization should focus on.

3. Identify VERY IMPORTANT Problems

Write a Blue Card or Multiple Blue Cards to strategically address the Opportunities you identified

Page 4 ©, ® &/or Patentable Technology used under license from Innovation Engineering, LLC.

4. Spark Deck: Explore VERY IMPORTANT Opportunities

Very Important Opportunities Work through the list in Pairs Jot down ideas and reactions to the prompts

1 INCREASE Number of Customers

2 ENTER New Markets or Regions

3 FOCUS on Small But Growing Customer Segments

4 ADAPT for OVER-Served or UNDER-Served Customers

5 WIN Competitor’s Customers

6 Grow Revenue Per Customer

7 Lead Existing Customers and/or their Customer’s Customers with New Technology

8 Solve a Bigger Problem for Customers than we do now

9 Win back lost customers or those who buy less than they used to

10 Leap customers into the future

11Magic Wand - If we hand _________ (technology, production capability or operational skill)) then ___________ strategy would help us grow.

12Magic Wand - If we hand _________ (brand, route to market, distribution system, business model) then ___________ strategy would help us grow.