Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
2. Notes to Readers
• This is a presentation that was given June 30th in Brussels by
@bryancassady
• In this presentation you will discover:
– Some facts on what is driving innovation success.
– Why you need to go step by step to build your innovation capacities
– How to interpret the results of our innovation readiness assessment. You can
get your assessment at this link: http://tiny.cc/Slides_innov_ready
– 10 best practices to build a culture of Innovation
• We will present the results again in Brussels (http://tiny.cc/iscienceBXL)
and Gent (http://tiny.cc/isciencegent )
• If you’d like to arrange a personalize talk at your company, contact
Rabia@fast-bridge.com
3. Agenda
• Why study innovation
• Our Research
• Terminologies
• Key learnings from the research
• The need for systems
• Interpreting your results
• Best practices
• Q & A / Drinks
9. Why Study Innovation (Scientifically)
• Everyone seems to have an
opinion about Innovation
and there is an enormous
amount of (conflicting)
“information”
• A need for facts instead of
opinions
• A need for fact based
theories to guide action
In Amazon there are 76.579
books on innovation !
10. How to be meaningfully unique with 17 thousands management consultants
Belgium ?
“Companies are tired of paying for advice, but are willing to pay for business
results.”
The Fast Bridge Solution
• A focus on new business development
• The right people. Senior people with different skills
• The right methods. Fact based, using the best from around the world
• Whenever possible, results based compensation
About us
12. Senior people with grey hair (no hair)
with the tools, expertise and
experience to make innovation
happen
13. Our Core Interest ..
Innovation is hard work, but
startups are getting it right
more often
14. Start-ups are about
more successful with new
business projects than
established companies.
Some experts estimate that over
of success in innovation is based on systems.
5x 80%
16. Over 200 ! Articles/ Books
Research has linked significantly
higher levels of innovation and
business performance to business
philosophies, strategic alignment,
business processes and
organizational learning
Let’s check it out …
Innovation
Performance
Firm
Performance
Attitudes Processes
Learning
Strategic
Alignment
Theoretical Background
17. Our work so far…
• 42 one to one company interviews to validate questions and test
questions found in over 200 academic articles
• A survey with 71 test companies testing initial questions and
validating links to innovation performance.
• April 2015 we updated the full survey to better analyze disruptive
and ongoing innovation success.
18. Now we are going to look
facts, figures on innovation
success
19. 3 definitions to start
1. Sustaining innovations
2. Breakthrough innovations
3. InnoPreneurship:
Bringing an Entrepreneurial Mindset
to established companies
Sustaining
Keep competitive
Breakthrough
Create future
21. Our research database : 3 types of variables
1. Dependent Variables
(Innovation / Business
performance)
2. Independent Variables
(company characteristics)
3. Covariates (company size,
country, etc.)
Independent
Var. #1
Dependent
Variables
Independent
Var. # 2
Covariates
Company Characteristics
Habits
Market
Company size
Etc.
Innovation
Business
Results
22. A simplified view of the data set
1 Desire / Hunger
2 Philosophies
3 Autonomy
4 Competitive
5 Creativity
6 Risk Taking
7 Proactivity
8 Structure Breakthrough Innovation Results Overall
Strategy alignment 9 Strategy alignment Innovation Results Business
10 People processes Results
11 Organizational Design Sustaining
12 Customer Focus Innovation
13 Co-creation
14 Ecosystem Management
15 Speed / Results focus
16 Systems to select ideas
17 Commitment to Learning
18 Knowledge Sharing
19 Open Minded
Dependent Variables
Learning
Orientation
Entreprenuerial
Orientation
Independent Variables
Processes
Attitudes
Note: All the
questions are in
the appendix
23. W
Rich Investments
in stocks
A simple example to show
how we measured latent variables
Attitudes
towards saving
Local alternatives
How to measure
Rich ?
You can’t really
ask…
24. W
Rich
Vacations
Type Car
Type House
Jewelry
Using questions to
measure a latent
variable (Rich)
Reliability
All measuring
The same thing
Yes, but Jewelry
lowers reliability.
Other latent factors
Mea
Measure: Cronbach alpha 0-1
(>.6 good, >.8 great)
28. OVERALL INNOVATION
• Rate of growth
• Rate of new product/service introductions
• Success rate of product/service introductions
• Level of product differentiation in terms of unique
selling points
• New product cycle time (i.e. inception to rollout)
• Ability to create new products/services with real
consumer value
• Profitability of new product/service introductions
• Percentage of revenues from new products
introduced in the last 2 years
29. We like to constantly challenge the way things are done.
In my company, there is a sense of urgency regarding the importance
of transformation driven by innovation.
Our innovation projects have helped our organization develop new
capabilities that we did not have three years ago.
We have a burning desire to explore opportunities and to create new
things.
We have committed leaders who are willing to be innovation
champions.
In my company, change is regarded as an opportunity rather than a
threat.
We encourage new ideas even if they seem completely out of our
comfort zone and company's scope.
Our firm rarely introduces products that are radically different from
existing products in the industry.
Our firm lags behind others in introducing products based on radically
new technologies.
We have no difficulty introducing products that are radically different
from the existing ones in the industry.
Desire /
Hunger
Negatively
scaled
30. A simplified view of the data set
1 Desire / Hunger
2 Philosophies
3 Autonomy
4 Competitive
5 Creativity
6 Risk Taking
7 Proactivity
8 Structure Breakthrough Innovation Results Overall
Strategy alignment 9 Strategy alignment Innovation Results Business
10 People processes Results
11 Organizational Design Sustaining
12 Customer Focus Innovation
13 Co-creation
14 Ecosystem Management
15 Speed / Results focus
16 Systems to select ideas
17 Commitment to Learning
18 Knowledge Sharing
19 Open Minded
Dependent Variables
Learning
Orientation
Entreprenuerial
Orientation
Independent Variables
Processes
Attitudes
Note: All the
questions are in
the appendix
31. Validity:
Scaled measures / Self
declared measures had a
.8 correlation
Reliability:
The reliability of all scales
was greater than .80 most
higher than .9 (typical
cut-off values .6-.7)
Checking the Data
.8 38% >.8Of business
result variation
explained by
Innovation
32. Top-line correlation analysis
Area
Sustaining
Innovation
Breakthrough
Innovation
Overall
Innovation
Desire Hunger 0.45 0.48 0.49
Philosophies 0.41 0.45 0.52
Autonomy (0.52) (0.37) (0.36)
Competitive (0.37) (0.31) (0.40)
Creative 0.33 0.58 0.54
Risktaking 0.26 0.61 0.58
Proactivity 0.53 0.59 0.59
Structure 0.49 0.45 0.44
All Entrep. Orientations 0.52 0.63 0.70
Strategic Alignment Strategic Alignment 0.54 0.62 0.68
People systems 0.40 0.44 0.55
Organizational Design 0.36 0.29 0.46
Customer Focus 0.36 0.54 0.57
Co-Creation 0.37 0.38 0.48
Ecosystems 0.36 0.28 0.49
Speed 0.52 0.68 0.62
Clear Decision Systems 0.25 0.35 0.51
Commitment to learn 0.45 0.20 0.43
Knowledge Sharing 0.45 0.16 0.46
Open Minded 0.41 0.47 0.44
All Learning Orientation 0.45 0.30 0.53
Overall Score Summary all Areas 0.56 0.64 0.71
Learning Orientation
Entreprenuerial
Orientation
Attitudes
Processes
1.Autonomy and competitiveness
negatively correlated with
Innovation success1
2
2.Entrepreneurial orientation = best
predictor
3
3.Strategic Alignment = critical for all type
of innovation
4
4.Speed is actually more important
5 5.Overall measure is strong
34. 1. You must start with strategic alignment
2. Alignment, attitudes and learning systems will follow (clarify)
3. Focus on customers, not competitors
4. The right balance disruptive/incremental is key
5. Proactivity is the one thing you need to reward
6. Walk before you run
7. If you are in a big company or a small company you need to act like you are in a
successful start up
7 Key learnings from the research
35. Not aligned Middle Aligned
bottom
20% 60% top 20%
Sustaining Innovation 22 56 65
Breakhrough Innovation 46 43 72
Overall Innovation 34 47 71
Other measures
Ability to create new ideas 37 47 69
Ability to communicate new ideas 41 49 65
Ability to commercialize new ideas 43 48 65
Confidence in launching breakthrough
Innovations in the future
29 56 57
N =202 companies
1. Strategic alignment is the cornerstone of successful innovation
Action Point: before doing anything, look at how you can build alignment
Details
All participants ranked by
level of strategic
alignment (8 questions)
Avg. Rank orders (0-100)
Presented for other
variables
37. 2. If you get aligned, the right attitudes and learning orientation in
place systems will follow
Excellence in systems
Predicted by Attitudes, Strategy Alignment, Learning Orientation
1. The model predicts 79% of the explained variance (a good model anything over 20%)
2. All variables significant with learning orientation / attitudes most predictive
Action Point: Think of these elements as the foundation of your innovation program gets these right first
R2 0.79 (1)
Std.Coeffi
cients
B Std. Error Beta
(Constant) .028 .045 .625 .533
Strategic Alignement .125 .069 .135 1.822 .072
Attitudes (ALL) .423 .069 .445 6.150 .000
Learning Orientation .392 .067 .409 5.863 .000
a. Dependent Variable: Systems_ALL Systems_ALL
(2)
Unstandardized
Coefficients
t Sig.
38. • Autonomy and competitiveness
were negatively correlated with
innovation results
• Why:
It can take away focus from solving
customer issues. When customer
focus is high. Both autonomy and
competitiveness are positively
correlated with results.
Innovation Results
Low Cutomer High Customer
71
57
49
21
Low High Low High
Autonomy Autonomy
FocusFocus
3. Innovation Focus on customers needs not competitors, not
autonomy
40. 4. The right balance Disruptive/ Incremental is key
Std. Coefficients
B Std. Error Beta
(Constant) .896 .108 8.304 .000
Breakthrough
Innovation
0.51 0.15 0.51 3.51 0.00
Sustaining
Innovation
0.29 0.16 0.26 1.76 0.09
a. Dependent Variable: Overall Innovation Results
Unstandardized
t Sig.
The biggest driver of overall innovation success is: Breakthrough Innovation
A 1% improvement in breakthrough innovation will deliver 2 X more than a sustaining
innovation (.51/ .26)
41. A balance portfolio =
85 % sustaining
15% breakthrough
But 50% of profit growth from
breakthrough
Action Point: Build breakthrough innovation capabilities and reallocate funds
42. A process of building a
model by successively
adding or removing
variables based on their
estimated coefficients
“Throw everything in
and see what remains”
Sideline: Stepwise regression
44. 5. Proactivity is the most important thing you need to reward
Action Point: There is so much to do… use these facts to focus your efforts
Unstandardized
Coefficients
Std
Coefficient
s t Sig.
B
Std.
Error Beta
(Constant) -.996 4.730 -.211 .834
Proactivity .465 .077 .484 6.063 .000
Commitment to Learn .286 .081 .291 3.539 .001
Clear Decision Systems .261 .080 .272 3.264 .002
Speed/Results focus .235 .079 .253 2.989 .004
Innovation Results
All independent variables tested stepwise, 4 factors remained
1.The model predicts 63% of the explained variance (a good model is anything over 20%)
2.Proactivity is by far the most important driver of innovation performance
46. When we rank order companies by innovation results
there is a clear evolution of skills..
Group Strategy
Learning
Orientation
Desire/
Hunger
Operational
Excellence
Entrep.
Orientation
Bottom 25% 11% 4% 4% 0% 13%
25-50 42% 44% 24% 48% 44%
50-75 81% 58% 92% 92% 79%
Top 25% 96% 100% 100% 100% 92%
Stage 2 Stage 3Stage 1
Percentages represent the
number of companies scoring
over 40
47. Culture and capabilities grow over time
The Basics
Strategy
Hunger
Philosophy
Learning Orientation *
Operations
Speed
Proactivity
General systems
Customer focus
Entrepreneurial Orient.
Risk Taking
Ecosystem
Management
Structure
Creativity
Room to grow
Sustaining Innov.
Breakthrough Innov.
Want it Do it Not scared to do more
48. How we see this in the company results …
Stage 1 Stage 2 Stage 3 Stage 4
Missing Basics Operations EO Core
Breakthrough Innovation 19 44 55 70
Sustaining 25 40 50 64
Overall Innovation 34 50 67 76
50. There is a big difference
in the innovation profile of
small and large companies
No big surprise there…
Small Big
Desire / Hunger 65 39
Philosophies 68 35
Autonomy 35 61
Competitive 48 54
Creativity 58 41
Risk Taking 63 38
Proactivity 56 45
Structure 64 38
Strategy alignment 57 42
People processes 70 39
Organizational Design 67 38
Customer Focus 60 39
Co-creation 62 39
Ecosystem Management 59 41
Speed / Results focus 62 36
Systems to select ideas 58 44
Commitment to Learning 59 40
Knowledge Sharing 67 36
Open Minded 64 37
All
51. The real news is:
Successful Innovators
big and small, have
similar company
cultures
Small Big
Desire / Hunger 75 79
Philosophies 81 70
Autonomy 27 41
Competitive 45 37
Creativity 72 72
Risk Taking 71 77
Proactivity 62 79
Structure 61 64
Strategy alignment 61 76
People processes 86 79
Organizational Design 70 72
Customer Focus 75 68
Co-creation 72 63
Ecosystem Managemen 67 65
Speed / Results focus 73 67
Systems to select ideas 85 70
Commitment to Learnin 49 72
Knowledge Sharing 81 59
Open Minded 65 57
Winning Innovators
52. Big Small Big Small
All Leaning Orientation 37 66 67 78
All Basics 37 68 72 77
All Operations 40 60 72 66
All Entrepreneurial Orientation 38 63 78 78
Overall Innovation Readiness 40 70 80 82
All Companies Winning Innovators
53. Action Step:
Big or small, you need to work on
innovating like a successful start up…
The way to do it is step by step
54. Why you need systems
The Story of Innovation Engineering
56. “America’s #1 Idea Guru” – A&E
Top 10 !
“America’s #1 New Product Idea
Man” – Inc. Magazine !
57. In his words..
He sold spark plugs
to Industry
They worked for hundreds of
companies, then the sparks
worked less and less
58. They analyzed mountains of data…
• PEOPLE Data: innovation benchmarking data on over
100,000 managers.
• PROCESS Data: As of this writing we have measured
over 6,000 teams during a day of brainstorming.
• IDEA Data: market research on over
26,000 innovations.
61. They created Innovation Engineering
“A system for Innovation Success”
The idea: to apply a process to innovation
Demming calls is : Plan, Do, Study, Act (Lean
Start-up: Build, Measure, Learn)
What a company needs
1. Alignment
2. Attitudes
3. Skills
4. Learning Orientation
Sideline:
Demming is famous for
revolutionizing manufacturing .
He said that is low-hanging
fruit
Where the real gains from
system thinking would be in :
Marketing , Sales, Strategy
(sounds a lot like innovation .. )
62. How to use your Innovation Audit report card
to check your systems..
You can get your assessment at this link: http://tiny.cc/Slides_innov_ready
65. .
.
Step 2 Get the Basics Right
Pay particular attention to
Strategy First 17 Step 3 Build process and procedures
Hunger 9 Pay particular attention to
Philosophy 37 Speed 28
Learning Orientation * 24 Proactivity 5 Step 4 Entrepreneurial Orientation
General systems 35 Pay particular attention to
If issues, fix Customer focus 42 Risk Taking 16
Strategy alignment Ecosystem Management 62
Innovation training If issues, fix Structure 26
(For management and workers) All Stage 1 activities Creativity 20
Innovation Events Moments of truth
Invite Speakers Ask for ideas If issues, fix
Lean Start-up (learning training) Set up systems All Stage 1/2 activities
External Events Accleration programs Ask for more ideas
Reward Proactivity Create Sessions Hackathons
Coaching Ecosystem development
Tell them it is important and Innovation Sprints Celebrate risk taking
get them to believe … Reward Innovation Bring in Entrepreneurs
Reward Innopreneurship
Ask for ideas, push for speed
Build ideas and systems to test Expect Entrepreneurship, bring in
entrepreneurs/ partners to shake things u
Step 1: Look at strengths to build on:
Competitive, Ecosystem Management,
66. .
.
Step 2 Get the Basics Right
Pay particular attention to
Strategy First 17 Step 3 Build process and procedures
Hunger 9 Pay particular attention to
Philosophy 37 Speed 28
Learning Orientation * 24 Proactivity 5 Step 4 Entrepreneurial Orientation
General systems 35 Pay particular attention to
If issues, fix Customer focus 42 Risk Taking 16
Strategy alignment Ecosystem Management 62
Innovation training If issues, fix Structure 26
(For management and workers) All Stage 1 activities Creativity 20
Innovation Events Moments of truth
Invite Speakers Ask for ideas If issues, fix
Lean Start-up (learning training) Set up systems All Stage 1/2 activities
External Events Accleration programs Ask for more ideas
Reward Proactivity Create Sessions Hackathons
Coaching Ecosystem development
Tell them it is important and Innovation Sprints Celebrate risk taking
get them to believe … Reward Innovation Bring in Entrepreneurs
Reward Innopreneurship
Ask for ideas, push for speed
Build ideas and systems to test Expect Entrepreneurship, bring in
entrepreneurs/ partners to shake things up
Step 1: Look at strengths to build on:
Competitive, Ecosystem Management,
67. .
.
Step 2 Get the Basics Right
Pay particular attention to
Strategy First 17 Step 3 Build process and procedures
Hunger 9 Pay particular attention to
Philosophy 37 Speed 28
Learning Orientation * 24 Proactivity 5 Step 4 Entrepreneurial Orientation
General systems 35 Pay particular attention to
If issues, fix Customer focus 42 Risk Taking 16
Strategy alignment Ecosystem Management 62
Innovation training If issues, fix Structure 26
(For management and workers) All Stage 1 activities Creativity 20
Innovation Events Moments of truth
Invite Speakers Ask for ideas If issues, fix
Lean Start-up (learning training) Set up systems All Stage 1/2 activities
External Events Accleration programs Ask for more ideas
Reward Proactivity Create Sessions Hackathons
Coaching Ecosystem development
Tell them it is important and Innovation Sprints Celebrate risk taking
get them to believe … Reward Innovation Bring in Entrepreneurs
Reward Innopreneurship
Ask for ideas, push for speed
Build ideas and systems to test Expect Entrepreneurship, bring in
entrepreneurs/ partners to shake things up
Step 1: Look at strengths to build on:
Competitive, Ecosystem Management,
69. We work a lot with Innovation engineering
• A full innovation system
• Great training materials
• Flipped classroom technology
• A library of close to 100 training videos
• Testing after each video
• In collaborattion with 26 Universities (and very fact based)
• Fully updated once per year
• Proven
Academically validated (see National science report) 26,000 trained
already/ close to 90% repeat rate
71. However, unlike many consulting companies we can
pick and choose the best programs
(not just ones we have developed)
72. 10 best practices
1.Assessment
2.Executive alignment
3.How to (Training)
4.Show it is important
5.Making change stick
6.Ongoing inspiration
7.Systems
8.Moments of truth
9.Ecosystem development
10.Acceleration programs
73. 1. Assessments
You need to know where you are, to decide what to do next…
1 Overall Score 11 People processes
2 Desire / Hunger 12 Organizational Design
3 Philosophies 13 Customer Focus
4 Autonomy 14 Co-creation
5 Competitive 15 Ecosystem Management
6 Creativity 16 Speed / Results focus
7 Risk Taking 17 Systems to select ideas
8 Proactivity 18 Commitment to Learning
9 Structure 19 Knowledge Sharing
10 Strategy alignment 20 Open Minded
Our Assessment:
http://tiny.cc/Slides_innov_ready
How Innovative Is Your
Company’s Culture?
http://tiny.cc/bainassess
http://tiny.cc/tellisassess
75. Executive alignment
CIBAM (Benovate)
1 day
C level focus
Life cycle/ business
analysis to set key
priorities
Deliverable: Innovation
portfolio
Executive program (IE)
1.5 day
C level focus
Indiv. company or several
companies
Day 1: “How to”
Day 2: “We need”
Deliverable: skills to
manage, 4-6 blue cards
AFCE
3 Day
Mixed group
Intensive introduction to
lean Start-up with choice
of first projects
Deliverable: Projects for
the next 3 months
KSFs: Strategy from within, linking alignment with actions
77. 77
2 Hours
Leadership
Meeting CREATEStimulus
Mining
2 Hours
IE Workshops
CRE<ATE
COMMUNICATE
COMMERCIALIZE
2 Hours Each or I Full Day 4 Hours
- Choose and Finalize Blue Card
- Those Already Trained Join Here
Watch Video Before
Mine on VIP or VIO
Week 7 - 12
MonthlyWeekly
Weekly Project
Updates
Fail FAST
Fail CHEAP
‘work’
Quarterly
Decide on Next
VIO/VIS Wave
GREEN
BELT
Certification
Celebration
1.5 Hour
.5 Hour
Week 1 Week 2,3,4 Week 5 Week 6
Process Check In
1 Hour
What’s Working?
What’s Not?
Innovate Process
2 Hours
Define Ideas
Green Belt Training
78. AFCE (Academy for Corp. Entrepreneurship)
DEFINING
IDEAS
RAPID
EXPERIME
NTS
PIVOT &
ITERATE
3 Day Kick Off
MONTH 1
Customer
MONTH 2
MVP
MONTH 3
Funnels
90 Day
Roadmap
80. 4. Show it is important
Tell them it is important, but more importantly
show it
• 555 program (5000 * 5 people * 5 days to make a
prototype)
• 1000 and a box (see video)
• Start-up weekend (see video)
82. Video: coca cola start up weekend
https://www.youtube.com/watch?v=
QFqjRTWi22c
82
83. 5. Making change stick
• Train the trainer programs
• Ongoing coaching and development
• Mentoring programs
84. 6. Ongoing inspiration
• Lots of content
• Lots of diverse content and people
• = A recipe for new ideas
• If you’re a bank don’t ask banker to s
peak, ask artists
• Best in class google talks
(inspired from P&G)
• Search “google talks” in YouTube
85. The Talks at Google
brings directors, actors/actresses, artists, authors, musicians,
innovators, and speakers of all stripes
86. 7. Systems
• Javelin
• Innovation Engineering
• Yambla
KSFs: simple, action focused, learning based
87. 8. Moments of truth
Almost anything works faster with a
deadline
• Inspiration days
• Pitch events (with internal / external
judges)
• Hackathons
Up and running in
82 cities. Moments
of truth (they call
them forcing
moments) are the
foundation.
Graduates 80%
success, 52%
funding
88. 9. Ecosystem development
If you want to move fast, it is usually not what you know,
but who you know that makes the difference
• Meet and greet sessions with Entrepreneurs
• Events with entrepreneurs pitching ideas for your
business challenges
• Attendance at external events (eg Inacademy, The
Founder Institute)
90. 21 Days to build a business
Week 1:
Problem-solution fit
(there is problem)
Week 2:
Product-Market Fit
(you have a solution)
Week 3:
Business Model Fit
(you can do it
profitably and scale)
91. An example of world class
Objectives A weekly learning cycle every week for 10 weeks
10 ideas for new users/ uses of their product
At least 80 new ideas, with 60 killed, 10 merged and 10 in progress
Alignment Every Monday… what next now
Build ideas Each Friday a brain-storming session (with new external people)
Communicate
Check
Systems Identify death threats/ work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks
An 10 minute standing meeting every morning
Write and document work done each week
One person writes up the ideas/ Another lists the death threats
External experts to validate/ give feedback on all ideas
92. Fast Innovation World Other
Bridge Engineering Class Programs
1 Assessment Innovation readiness Limited None Innovation readiness Dartmouth, Bain assessment Depth of assessment/ proven
CIBAMworkshop 1.5 day program 3 Day 1.5 day program Strategy consultants
Coaching Coaching Workshops Coaching Independent consultants
Solvay Innovation 3 Day Training 3 Day Training 3 Day Training Hands on during
Program How to Lean Enterprise How to Hands on after
Coaching Certification Certification Certification
Project Acceleration Project Acceleration Project Acceleration
(Death threat focus) (Step by Step) (Step by Step)
6 Ongoing Monthly events Blog None Monthly events Too many to list A network of speakers
Yambla Innov. Engineering None TBD Cognistreamer Simplicity
(Javelin would fit) (need to fit internal Bespoke systems Training to fit the systems
systems)
8
Moments of
truth
Corporate Events
Dates in acceleration
programs
Project milestones
Corporate Events
+ milestones
Too many to list
Fit with your company,
experience with events, Founder
Institute experience
9
Ecosystem
Development
Misc. TBC An established network
10
Acceleration
Programs
Coaching/Mentoring TBC
Coaching for innovation vs.
project management
Our Advantage
Meet and greet sessions, Events with entrepreneurs
Attendance at external events (eg Inacademy, The Founder Institute)
Kick box, Events, Startup weekend, Customized events
Kick box, Events, Startup
weekend, Customized
events
University programs
Focus: we are innovation experts
(Strategy ≠ Innovation)
Tools, methods, systems to coach
innovation projects (and the right
people)
Fit with your company
Experience with events
Coaching/Mentoring
Best practices: Innovation Development
Too many to list
Too many to list
Executive
Alignment
How to
(Training)
Show
Innovation is
Important
Support/
Making change
stick
System
2
4
7
5
3
AFCE
(Moves the Needle)
Summary
Best
Practices
94. Smart Speed
A study by Economist intelligence with 312 companies
split into 2 groups:
1. Go, go, go
2. Think, go , think, go (paused at strategic moments)
The companies with strategic pauses achieved:
40% higher sales, 52% higher profits
95. Conclusions…
There is lots you can do.. The important things is to do
something and if possible do things step by step
Two Key recommendations:
1. Start before you think you need to start.. It takes
time to build cultural change (there are no miracle
solutions !)
2. Don’t reinvent the wheel… copy best practices
97. Contact Information
For questions about this presentation or request for a meeting please contact Bryan@fast-
bridge.com
+32-475-860-757
Links to external company references in this presentation:
Innovation Engineering www.innovationengineering.org
The Founder Institute www.fi.co
European Innovation Academy www.inacademy.eu
Benovate www.Benovate.biz
AFCE www.afce.co