In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.

1. Best Practices for an Effective
Innovation Process
From Ideas Through Execution
November 13, 2013

2. About the Speakers

3. Problems and Opportunities
3
TOP BUSINESS
ISSUES
Grow Revenue
Innovate for Competitive Differentiation
Reduce Costs through efficiencies
86%
of organizations are
dealing with disengaged
or detached employees
- 2012 MIT Sloan/Deloitte Study
75%
Of executives are
concerned with not
having transformational
growth ideas
- Corporate Executive Board
- Silk Road
3x
Companies with
innovation programs
grow 3 times faster than
their peers over 5 years
- Bain, 2013

4. Best Practices For An Effective Innovation
Process
Chip Gliedman,
Vice President/Principal Analyst
November 2013

5. November 2012 “Assess Your Innovation Capability Maturity”
Sustained innovation bridges the gap between ongoing and disruptive change
Products/Services
Processes/Operations
Markets/Business Models
Organization/Governance
Ongoing improvement
• Standardized
• Low risk
• Incremental
• Operational or
mandatory
Radical Innovation
• Game-changing
• Non-standard
• High risk
• Unanticipated
• Strategic
• Large scale

6. November 2012 “Assess Your Innovation Capability Maturity”
Sustained innovation bridges the gap between ongoing and disruptive change
Products/Services
Processes/Operations
Markets/Business Models
Organization/Governance
Sustained Innovation
• Supported by management
• Ongoing – not episodic
• Distinct governance and funding
• Different success (and failure) metrics

7. November 2012 “Assess Your Innovation Capability Maturity”
Innovation requires we accept a level of risk atypical to most IT metrics and goals
Source: Fuel Business Growth Via The BT Innovation Portfolio
© 2013 Forrester Research, Inc. Reproduction Prohibited
7

8. February 2013 “CIOs Are Not Ready To Support Business Innovation”
Only Half Of Firms Demonstrate Vision With Dedicated Innovation Groups

9. February 2013 “CIOs Are Not Ready To Support Business Innovation”
Money And Culture Hold Back Innovation Efforts

10. February 2013 “CIOs Are Not Ready To Support Business Innovation”
Sustained innovation requires maturity across all of the innovation capabilities
Source: CIOs Are Not Ready To Support Business Innovation
© 2013 Forrester Research, Inc. Reproduction Prohibited
10

11. DPR Construction uses SpigitEngage to
collaborate and idea-share company-wide.
One implemented idea has saved
superintendents, who walk 10 minutes each
way from the jobsite to the trailer, an average of
eight hours per week using the field kiosk; this
is an incredible 20 percent increase in
efficiency.

12. Your Innovation Needs
Confidential

13. November 2012 “Assess Your Innovation Capability Maturity”
The Forrester Innovation Maturity Assessment
© 2012, Forrester Research, Inc. Reproduction Prohibited

14. November 2012 “Assess Your Innovation Capability Maturity”
The Forrester Innovation Maturity Assessment (Cont.)
© 2012, Forrester Research, Inc. Reproduction Prohibited

15. August 2012 “Sustained Innovation Propels The Business Engine”
Complex ecosystem fuels innovation
August 2012 “Fuel Business Growth Via The BT Innovation Portfolio”

16. August 2012 “Fuel Business Growth Via The BT Innovation Portfolio”
The Three Horizons Model Ensures A Flow Of Innovations Into The Future
© 2013 Forrester Research, Inc. Reproduction Prohibited
16

17. August 2013 “Ensure That Your Innovation Management Tool Is Not Just Another Empty Suggestion Box”
Proper Planning And Implementation Ensure Value From Innovation Tools
© 2013 Forrester Research, Inc. Reproduction Prohibited
17

18. Key takeaways to make your innovation process sustainable:
›
Don’t think of it as an technology innovation portfolio, it’s a set of innovations that can drive business
value – business innovation
›
While you can concentrate efforts periodically, your innovation process needs to be defined and in
operation constantly
›
Dedicate resources towards the program – it’s much more difficult if people have to multitask between
operational and innovative
›
Exploit your entire ecosystem to gather ideas, vet them, prototype and test them, and commercialize
them
›
Manage the innovation portfolio separate from the operational portfolio:
• Governance
• Funding
• KPIs
• Communications
© 2013 Forrester Research, Inc. Reproduction Prohibited
18

19. Thank&you&
Chip Gliedman
+1 617.613.8503
cgliedman@forrester.com
twitter: @cgliedman

20. Mindjet SpigitEngage
customer examples

21. How can we increase thewethatproductresourcesfor core into
Whatmight we enable effective and inopportunity for our
adjacent business trust confections businesses
improvements global services done face-to-face,
How can we grow of can opportunitiesour day-to-day jobs
What’s the next $1Bmobile phone applications forandher? on
are thecreate activities,make confidence for security
processes orthe gum and waste are thereof our we
kind things currently discovery the
franchises totheassure aerospacewedone using more value for
technology doing and them that be continuing to deliver a
of women?
increase on to
company? outsidein thevelocity whilewill create digital
South America? telephone could business?
should stop
paper, or efficiency the company?
their businesses?
premier student experience?
technology?
Q&A

22. Cisco chose the SpigitEngage
platform as the backbone to it’s BIG
Awards, designed to find start-up and
SME talent in the UK.

24. Global Footprint, Enterprise Scale
370 Employees
Headquarters:
San Francisco
Global Offices:
Pleasanton, Germany,
UK, France, Australia,
Japan
Global Datacenters:
USA, EMEA, APAC
Growing Customer Base:
4 Million Users
3000 of the World’s
leading Brands
“Social business solutions should provide the ability to capture insight, intelligently filter information and deliver it into action in
the business. The merger of Mindjet and Spigit brings together the core elements that drive business value from social
solutions; process, structure, business context and relevance.”
Driving Repeatable Business Innovation
- Vanessa Thompson, Research Manager, Enterprise Social Networks and Collaborative Technologies
Confidential

25. Vision to Action Lifecycle™
• Generate New Ideas
• With Brainstorming, Crowdsourcing and
Game Mechanics
• Select Opportunities
• With Big Data Analytics, Automated
Idea Graduation and Advanced Voting
• Commit to Action
• With Visual Project Planning and
Content Sharing
• Manage to Completion
• With Task Management and Project
Tracking

26. Product Portfolio
Spigit Engage
•
•
•
•
•
ProjectDirector
Crowdsource and generate ideas
Solve business challenges
Automated Idea Graduation
•
Workflow engine
Analytics and Reporting
•
•
•
Shared Virtual
whiteboards
MindManager
•
•
Visual framework
Social task mgmt.
•
Project and Business Planning tools
Visual mind maps to help capture,
organize and plan
Numerical values and formulas
Project-centric file
management
Partner Integrations
•
Leverage your IT infrastructure: SSO, LDAP/AD,
SharePoint
•
Leverage your existing crowds: Jive, Yammer,
SharePoint
Leverage your social networks: LinkedIn, Twitter,
Facebook
•
•
•
•
•
•
Leverage your existing work:
Box,
Google Drive,
Dropbox,
Microsoft SkyDrive

27. Thank You
Resources:
• Buyer’s Guide to Enterprise Innovation Platforms:
http://www.spigit.com/media-center/white-papers/
• Vision to Action Lifecycle whitepaper:
http://www.mindjet.com/spigit/vision-to-action/
• Product Information:
http://www.mindjet.com/spigitengage/
•
More Information: adr@spigit.com
@milindpansare
@mindjet
@spigit

28. Work Inspired