SlideShare une entreprise Scribd logo
1  sur  106
Télécharger pour lire hors ligne
The Science
of Innovation
(Facts, the need for systems and best
practices)
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
Agenda
• Why study innovation
• Our Research
• Terminologies
• Key learnings from the research
• The need for systems
• Interpreting your results
• Best practices
• Q & A / Drinks
WHAT IS INNOVATION?
CREATIVITY
is about new ideas
INNOVATION
is the profitable
implementation of
these ideas
Why it is important
In Fortune 500 companies…
 New products account for 50% of revenues
 And 40% of profits
companies value
innovation
are classified as
innovative by their
peers
of their customers
would agree
of companies think
they had a major
innovation in the
last 6 months.
of ideas fail when brought
to the market
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 !
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
World class content from
Working together with …
Senior people with grey hair (no hair)
with the tools, expertise and
experience to make innovation
happen
Our Core Interest ..
Innovation is hard work, but
startups are getting it right
more often
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%
What should large
companies change in their
systems ?
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
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.
Now we are going to look
facts, figures on innovation
success
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
Setting up the research
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
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
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…
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)
W
Rich
Vacations
Type Car
Type House
Jewelry
Checking with other data
Disposable
Income
Validity
Measurement
accurate ?
W
Rich
Vacations
Type Car
Type House
Investments
in stocks
A final model…
Attitudes
towards saving
Local alternatives
Some sample questions
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
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
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
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
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
DETAILED ANALYSIS
7 Key Learnings and suggested action steps
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
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
Innovation
Performance
Firm
Performance
Attitudes Processes
Learning
Test #1
Strategic
Alignment
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.
• 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
Attitudes Processes
Learning
Innovation
Performance
Firm
Performance
Test #2
Sustaining
Innovation
Breakthrough
Innovation
Strategic
Alignment
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)
A balance portfolio =
85 % sustaining
15% breakthrough
But 50% of profit growth from
breakthrough
Action Point: Build breakthrough innovation capabilities and reallocate funds
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
Testing Everything
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
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
Now comes the
most important
thing we learned
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
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
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
Now our core
research question…
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
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
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
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
Why you need systems
The Story of Innovation Engineering
The Science of Innovation (Facts, Systems, Best practices)
“America’s #1 Idea Guru” – A&E
Top 10 !
“America’s #1 New Product Idea
Man” – Inc. Magazine !
In his words..
He sold spark plugs
to Industry
They worked for hundreds of
companies, then the sparks
worked less and less
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.
16 %
ideas
84 %
systems
They identified the share of success due to
ideas and systems to execute ideas
They found inspiration in the work of Dr.
Edwards Deming
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 .. )
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
4
Step 1: Strengths
Step 2: Basics
Step 3: Procedures
Step 4: InnoPreneurship
1
2 3
4
.
.
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,
.
.
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,
.
.
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,
Best practices
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
The Science of Innovation (Facts, Systems, Best practices)
However, unlike many consulting companies we can
pick and choose the best programs
(not just ones we have developed)
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
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
2. Executive alignment
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
3. How to (Training)
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
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
Common characteristics of great training
Learn it, then use it
Use it with support
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)
Video: adobe box
https://www.youtube.com/watch?v=VU4XYGuUh_0&inde
x=3&list=PL6K5SZuzYX_FE3tfE-ditlB0Yt1GDs2l_
81
Video: coca cola start up weekend
https://www.youtube.com/watch?v=
QFqjRTWi22c
82
5. Making change stick
• Train the trainer programs
• Ongoing coaching and development
• Mentoring programs
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
The Talks at Google
brings directors, actors/actresses, artists, authors, musicians,
innovators, and speakers of all stripes
7. Systems
• Javelin
• Innovation Engineering
• Yambla
KSFs: simple, action focused, learning based
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
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)
10. Acceleration programs
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)
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
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
Remember, sometimes
“ The hurrier you
go, the behinder
you get…”
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
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
Q & A
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
Appendix: all questions
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)
The Science of Innovation (Facts, Systems, Best practices)

Contenu connexe

Tendances

Design Thinking For Innovation.pptx
Design Thinking For Innovation.pptxDesign Thinking For Innovation.pptx
Design Thinking For Innovation.pptxAdityaSharma107259
 
Innovation for Start-ups
Innovation for Start-upsInnovation for Start-ups
Innovation for Start-upsKesava Reddy
 
Invention & Innovation (Introduction)
Invention & Innovation (Introduction)Invention & Innovation (Introduction)
Invention & Innovation (Introduction)tutor2u
 
Introduction to Prototyping
Introduction to PrototypingIntroduction to Prototyping
Introduction to PrototypingIBTECAR
 
What is Innovation? Why is Innovation Important? and Other Good Questions
What is Innovation? Why is Innovation Important? and Other Good QuestionsWhat is Innovation? Why is Innovation Important? and Other Good Questions
What is Innovation? Why is Innovation Important? and Other Good QuestionsStefan Lindegaard
 
Entrepreneurship and intrapreneurship
Entrepreneurship and intrapreneurshipEntrepreneurship and intrapreneurship
Entrepreneurship and intrapreneurshipReynaldo (Rey) Lugtu
 
Innovation and Entrepreneurship
Innovation and EntrepreneurshipInnovation and Entrepreneurship
Innovation and EntrepreneurshipManojkumar Parmar
 
INNOVATION AND LIFE.pptx
INNOVATION AND LIFE.pptxINNOVATION AND LIFE.pptx
INNOVATION AND LIFE.pptxVinay908770
 
Creativity, Innovation, and Entrepreneurship
Creativity, Innovation, and EntrepreneurshipCreativity, Innovation, and Entrepreneurship
Creativity, Innovation, and EntrepreneurshipZechariah Blanchard
 
The effect of technology on today's society ppt
The effect of technology on today's society pptThe effect of technology on today's society ppt
The effect of technology on today's society pptoacore
 
Latest trends in information technology
Latest trends in information technologyLatest trends in information technology
Latest trends in information technologyAtifa Aqueel
 
The Process of Innovation
The Process of InnovationThe Process of Innovation
The Process of InnovationJoel Wenger
 
BIO MOLECULAR COMPUTING
BIO MOLECULAR COMPUTINGBIO MOLECULAR COMPUTING
BIO MOLECULAR COMPUTINGPRINCEWILLMAX
 

Tendances (20)

Type of technology
Type of technologyType of technology
Type of technology
 
Creativity & innovation
Creativity & innovationCreativity & innovation
Creativity & innovation
 
Design Thinking For Innovation.pptx
Design Thinking For Innovation.pptxDesign Thinking For Innovation.pptx
Design Thinking For Innovation.pptx
 
Innovation for Start-ups
Innovation for Start-upsInnovation for Start-ups
Innovation for Start-ups
 
Invention & Innovation (Introduction)
Invention & Innovation (Introduction)Invention & Innovation (Introduction)
Invention & Innovation (Introduction)
 
Introduction to Prototyping
Introduction to PrototypingIntroduction to Prototyping
Introduction to Prototyping
 
APPLICATION OF NANOTECHNOLOGY
APPLICATION OF NANOTECHNOLOGYAPPLICATION OF NANOTECHNOLOGY
APPLICATION OF NANOTECHNOLOGY
 
What is Innovation? Why is Innovation Important? and Other Good Questions
What is Innovation? Why is Innovation Important? and Other Good QuestionsWhat is Innovation? Why is Innovation Important? and Other Good Questions
What is Innovation? Why is Innovation Important? and Other Good Questions
 
Entrepreneurship and intrapreneurship
Entrepreneurship and intrapreneurshipEntrepreneurship and intrapreneurship
Entrepreneurship and intrapreneurship
 
Innovation and Entrepreneurship
Innovation and EntrepreneurshipInnovation and Entrepreneurship
Innovation and Entrepreneurship
 
INNOVATION AND LIFE.pptx
INNOVATION AND LIFE.pptxINNOVATION AND LIFE.pptx
INNOVATION AND LIFE.pptx
 
Creativity, Innovation, and Entrepreneurship
Creativity, Innovation, and EntrepreneurshipCreativity, Innovation, and Entrepreneurship
Creativity, Innovation, and Entrepreneurship
 
Innovation management
Innovation managementInnovation management
Innovation management
 
The effect of technology on today's society ppt
The effect of technology on today's society pptThe effect of technology on today's society ppt
The effect of technology on today's society ppt
 
Being a student entrepreneur
Being a student entrepreneurBeing a student entrepreneur
Being a student entrepreneur
 
Latest trends in information technology
Latest trends in information technologyLatest trends in information technology
Latest trends in information technology
 
Innovation - Types and Phases
Innovation - Types and PhasesInnovation - Types and Phases
Innovation - Types and Phases
 
The Process of Innovation
The Process of InnovationThe Process of Innovation
The Process of Innovation
 
BIO MOLECULAR COMPUTING
BIO MOLECULAR COMPUTINGBIO MOLECULAR COMPUTING
BIO MOLECULAR COMPUTING
 
Managing Innovation
Managing InnovationManaging Innovation
Managing Innovation
 

En vedette

Innovation Readiness Sample Report
Innovation Readiness Sample ReportInnovation Readiness Sample Report
Innovation Readiness Sample ReportBryan Cassady
 
Innovation: The need to become radical
Innovation: The need to become radicalInnovation: The need to become radical
Innovation: The need to become radicalMastermind
 
[En] why we need to invest in innovation ...
[En] why we need to invest in innovation ...[En] why we need to invest in innovation ...
[En] why we need to invest in innovation ...Yann Gourvennec
 
Discover the future of work 2012
Discover the future of work 2012Discover the future of work 2012
Discover the future of work 2012Mastermind
 
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying need
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying needInnovation and R&D Escalator Workshop: Bruce Colley - Identifying need
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying needInvest Northern Ireland
 
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...highedwebne
 
Persona Powered Content Strategy (Human Resource Professionals)
Persona Powered Content Strategy (Human Resource Professionals)Persona Powered Content Strategy (Human Resource Professionals)
Persona Powered Content Strategy (Human Resource Professionals)Daniel Eizans
 
Understanding the Business Value of Content Strategy (TUG Open House)
Understanding the Business Value of Content Strategy (TUG Open House)Understanding the Business Value of Content Strategy (TUG Open House)
Understanding the Business Value of Content Strategy (TUG Open House)Daniel Eizans
 
Are Belgians made to be Entrepreneurs ? Are you ?
Are Belgians made to be Entrepreneurs ? Are you ?Are Belgians made to be Entrepreneurs ? Are you ?
Are Belgians made to be Entrepreneurs ? Are you ?Bryan Cassady
 
The need of innovation and knowledge as the most valuable asset in the process
The need of innovation and knowledge as the most valuable asset in the processThe need of innovation and knowledge as the most valuable asset in the process
The need of innovation and knowledge as the most valuable asset in the processKoenraad Seys
 
Empirical discovery concept model
Empirical discovery concept modelEmpirical discovery concept model
Empirical discovery concept modelJoe Lamantia
 
Context Design (beta2) World IA Day 2013
Context Design (beta2) World IA Day 2013Context Design (beta2) World IA Day 2013
Context Design (beta2) World IA Day 2013Andrew Hinton
 
Iterative Discovery and Analysis: Workflow / Activity and Capability Model
Iterative Discovery and Analysis: Workflow / Activity and Capability ModelIterative Discovery and Analysis: Workflow / Activity and Capability Model
Iterative Discovery and Analysis: Workflow / Activity and Capability ModelJoe Lamantia
 
Going to the Dogs
Going to the DogsGoing to the Dogs
Going to the DogsIndi Young
 
Innovation With Mental Models
Innovation With Mental ModelsInnovation With Mental Models
Innovation With Mental ModelsIndi Young
 
25 Awesome Innovation Quotes
25 Awesome Innovation Quotes25 Awesome Innovation Quotes
25 Awesome Innovation QuotesAbhishek Shah
 
Discovery and the Age of Insight: Walmart EIM Open House 2013
Discovery and the Age of Insight: Walmart EIM Open House 2013Discovery and the Age of Insight: Walmart EIM Open House 2013
Discovery and the Age of Insight: Walmart EIM Open House 2013Joe Lamantia
 
The new smart customers - How they really buy and how we can address this
The new smart customers - How they really buy and how we can address thisThe new smart customers - How they really buy and how we can address this
The new smart customers - How they really buy and how we can address thisCarmen Fehrenbach
 
Business Design in a Nutshell
Business Design in a NutshellBusiness Design in a Nutshell
Business Design in a NutshellOrange Hills GmbH
 

En vedette (20)

Innovation Readiness Sample Report
Innovation Readiness Sample ReportInnovation Readiness Sample Report
Innovation Readiness Sample Report
 
Innovation: The need to become radical
Innovation: The need to become radicalInnovation: The need to become radical
Innovation: The need to become radical
 
[En] why we need to invest in innovation ...
[En] why we need to invest in innovation ...[En] why we need to invest in innovation ...
[En] why we need to invest in innovation ...
 
Discover the future of work 2012
Discover the future of work 2012Discover the future of work 2012
Discover the future of work 2012
 
The compelling reason to buy
The compelling reason to buyThe compelling reason to buy
The compelling reason to buy
 
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying need
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying needInnovation and R&D Escalator Workshop: Bruce Colley - Identifying need
Innovation and R&D Escalator Workshop: Bruce Colley - Identifying need
 
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...
Innovative Ideas Need An Innovation Process: Lessons Learned from the Harvard...
 
Persona Powered Content Strategy (Human Resource Professionals)
Persona Powered Content Strategy (Human Resource Professionals)Persona Powered Content Strategy (Human Resource Professionals)
Persona Powered Content Strategy (Human Resource Professionals)
 
Understanding the Business Value of Content Strategy (TUG Open House)
Understanding the Business Value of Content Strategy (TUG Open House)Understanding the Business Value of Content Strategy (TUG Open House)
Understanding the Business Value of Content Strategy (TUG Open House)
 
Are Belgians made to be Entrepreneurs ? Are you ?
Are Belgians made to be Entrepreneurs ? Are you ?Are Belgians made to be Entrepreneurs ? Are you ?
Are Belgians made to be Entrepreneurs ? Are you ?
 
The need of innovation and knowledge as the most valuable asset in the process
The need of innovation and knowledge as the most valuable asset in the processThe need of innovation and knowledge as the most valuable asset in the process
The need of innovation and knowledge as the most valuable asset in the process
 
Empirical discovery concept model
Empirical discovery concept modelEmpirical discovery concept model
Empirical discovery concept model
 
Context Design (beta2) World IA Day 2013
Context Design (beta2) World IA Day 2013Context Design (beta2) World IA Day 2013
Context Design (beta2) World IA Day 2013
 
Iterative Discovery and Analysis: Workflow / Activity and Capability Model
Iterative Discovery and Analysis: Workflow / Activity and Capability ModelIterative Discovery and Analysis: Workflow / Activity and Capability Model
Iterative Discovery and Analysis: Workflow / Activity and Capability Model
 
Going to the Dogs
Going to the DogsGoing to the Dogs
Going to the Dogs
 
Innovation With Mental Models
Innovation With Mental ModelsInnovation With Mental Models
Innovation With Mental Models
 
25 Awesome Innovation Quotes
25 Awesome Innovation Quotes25 Awesome Innovation Quotes
25 Awesome Innovation Quotes
 
Discovery and the Age of Insight: Walmart EIM Open House 2013
Discovery and the Age of Insight: Walmart EIM Open House 2013Discovery and the Age of Insight: Walmart EIM Open House 2013
Discovery and the Age of Insight: Walmart EIM Open House 2013
 
The new smart customers - How they really buy and how we can address this
The new smart customers - How they really buy and how we can address thisThe new smart customers - How they really buy and how we can address this
The new smart customers - How they really buy and how we can address this
 
Business Design in a Nutshell
Business Design in a NutshellBusiness Design in a Nutshell
Business Design in a Nutshell
 

Similaire à The Science of Innovation (Facts, Systems, Best practices)

The Science of Innovation: Sept 24
The Science of Innovation: Sept 24The Science of Innovation: Sept 24
The Science of Innovation: Sept 24Bryan Cassady
 
Are you ready to innovate? Get your free Innovation Readiness Assessment
Are you ready to innovate? Get your free Innovation Readiness AssessmentAre you ready to innovate? Get your free Innovation Readiness Assessment
Are you ready to innovate? Get your free Innovation Readiness AssessmentBryan Cassady
 
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Building a Growth Engine: How to Drive Sustainable Innovation and Grow.
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
 
SCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of InnovationSCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of InnovationLassonde School of Engineering
 
Bright Spots Analysis - Sample Report
Bright Spots Analysis - Sample ReportBright Spots Analysis - Sample Report
Bright Spots Analysis - Sample ReportBryan Cassady
 
Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101MaRS Discovery District
 
An integrated approach to managing innovation
An integrated approach to managing innovationAn integrated approach to managing innovation
An integrated approach to managing innovationDr.Rajesh Patel
 
Leveraging the Science of Happiness at Work
Leveraging the Science of Happiness at WorkLeveraging the Science of Happiness at Work
Leveraging the Science of Happiness at WorkOwen_Morris
 
Managing Innovation in any Market
Managing Innovation in any MarketManaging Innovation in any Market
Managing Innovation in any MarketPMugge
 
Introduction To The Killer Innovation Approach Ver 5
Introduction To The Killer Innovation Approach Ver 5Introduction To The Killer Innovation Approach Ver 5
Introduction To The Killer Innovation Approach Ver 5Phil McKinney
 
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick SoChris Goward
 
Innovation for CFOs and COOs (Course Ideas + Course introduction)
Innovation for CFOs and COOs (Course Ideas + Course introduction)Innovation for CFOs and COOs (Course Ideas + Course introduction)
Innovation for CFOs and COOs (Course Ideas + Course introduction)Bryan Cassady
 
Target’s e-commerce prototypes and Innovation keys in the US
Target’s e-commerce prototypes and Innovation keys in the USTarget’s e-commerce prototypes and Innovation keys in the US
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
 
Innovation Excellence : Module A5A - Create a Culture of Innovation
Innovation Excellence :  Module A5A - Create a Culture of InnovationInnovation Excellence :  Module A5A - Create a Culture of Innovation
Innovation Excellence : Module A5A - Create a Culture of InnovationCoGrow Systems, Inc.
 
World of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessWorld of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
 
Innovation - how to get the ball rolling
Innovation  - how to get the ball rollingInnovation  - how to get the ball rolling
Innovation - how to get the ball rollingMichael de Paauw
 
Module 04 (Innovation Process).ppt
Module 04 (Innovation Process).pptModule 04 (Innovation Process).ppt
Module 04 (Innovation Process).ppt2ckjqx2g6q
 

Similaire à The Science of Innovation (Facts, Systems, Best practices) (20)

The Science of Innovation: Sept 24
The Science of Innovation: Sept 24The Science of Innovation: Sept 24
The Science of Innovation: Sept 24
 
Are you ready to innovate? Get your free Innovation Readiness Assessment
Are you ready to innovate? Get your free Innovation Readiness AssessmentAre you ready to innovate? Get your free Innovation Readiness Assessment
Are you ready to innovate? Get your free Innovation Readiness Assessment
 
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Building a Growth Engine: How to Drive Sustainable Innovation and Grow.
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.
 
SCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of InnovationSCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of Innovation
 
Bright Spots Analysis
Bright Spots Analysis  Bright Spots Analysis
Bright Spots Analysis
 
Bright Spots Analysis - Sample Report
Bright Spots Analysis - Sample ReportBright Spots Analysis - Sample Report
Bright Spots Analysis - Sample Report
 
Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101
 
An integrated approach to managing innovation
An integrated approach to managing innovationAn integrated approach to managing innovation
An integrated approach to managing innovation
 
Operational Excellence
Operational ExcellenceOperational Excellence
Operational Excellence
 
Leveraging the Science of Happiness at Work
Leveraging the Science of Happiness at WorkLeveraging the Science of Happiness at Work
Leveraging the Science of Happiness at Work
 
Managing Innovation in any Market
Managing Innovation in any MarketManaging Innovation in any Market
Managing Innovation in any Market
 
Introduction To The Killer Innovation Approach Ver 5
Introduction To The Killer Innovation Approach Ver 5Introduction To The Killer Innovation Approach Ver 5
Introduction To The Killer Innovation Approach Ver 5
 
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So
[Webinar] Scaling experimentation: 5 key pillars of maturity by Nick So
 
Innovation for CFOs and COOs (Course Ideas + Course introduction)
Innovation for CFOs and COOs (Course Ideas + Course introduction)Innovation for CFOs and COOs (Course Ideas + Course introduction)
Innovation for CFOs and COOs (Course Ideas + Course introduction)
 
Target’s e-commerce prototypes and Innovation keys in the US
Target’s e-commerce prototypes and Innovation keys in the USTarget’s e-commerce prototypes and Innovation keys in the US
Target’s e-commerce prototypes and Innovation keys in the US
 
Innovation Excellence : Module A5A - Create a Culture of Innovation
Innovation Excellence :  Module A5A - Create a Culture of InnovationInnovation Excellence :  Module A5A - Create a Culture of Innovation
Innovation Excellence : Module A5A - Create a Culture of Innovation
 
Synbio london 040214
Synbio london 040214Synbio london 040214
Synbio london 040214
 
World of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessWorld of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to Business
 
Innovation - how to get the ball rolling
Innovation  - how to get the ball rollingInnovation  - how to get the ball rolling
Innovation - how to get the ball rolling
 
Module 04 (Innovation Process).ppt
Module 04 (Innovation Process).pptModule 04 (Innovation Process).ppt
Module 04 (Innovation Process).ppt
 

Plus de Bryan Cassady

CYCLES program testimonials
CYCLES program testimonialsCYCLES program testimonials
CYCLES program testimonialsBryan Cassady
 
Sample Bright Spots Report
Sample Bright Spots ReportSample Bright Spots Report
Sample Bright Spots ReportBryan Cassady
 
CYCLES - List of 292 contributors
CYCLES - List of 292 contributorsCYCLES - List of 292 contributors
CYCLES - List of 292 contributorsBryan Cassady
 
Sprintz work 5 week sprint program
Sprintz work 5 week sprint programSprintz work 5 week sprint program
Sprintz work 5 week sprint programBryan Cassady
 
GE Alliance Summary talk
GE Alliance Summary talk GE Alliance Summary talk
GE Alliance Summary talk Bryan Cassady
 
GE Alliance Introduction
GE Alliance IntroductionGE Alliance Introduction
GE Alliance IntroductionBryan Cassady
 
Venture boss Overview
Venture boss OverviewVenture boss Overview
Venture boss OverviewBryan Cassady
 
Venture boss a program to coach train 1 million entrepreneurs by 2026
Venture boss a program to coach train 1 million entrepreneurs by 2026Venture boss a program to coach train 1 million entrepreneurs by 2026
Venture boss a program to coach train 1 million entrepreneurs by 2026Bryan Cassady
 
Cycles remote 1.0 testimonials
Cycles remote 1.0 testimonialsCycles remote 1.0 testimonials
Cycles remote 1.0 testimonialsBryan Cassady
 
Remote innovation student_program_sept_2020
Remote innovation student_program_sept_2020Remote innovation student_program_sept_2020
Remote innovation student_program_sept_2020Bryan Cassady
 
Sprintz work Fact Sheet
Sprintz work Fact SheetSprintz work Fact Sheet
Sprintz work Fact SheetBryan Cassady
 
6 Cycles Remote Innovation - Pitch-Perfect
6  Cycles Remote Innovation - Pitch-Perfect6  Cycles Remote Innovation - Pitch-Perfect
6 Cycles Remote Innovation - Pitch-PerfectBryan Cassady
 
5 Cycles Remote Innovation - Systems
5 Cycles Remote Innovation -  Systems5 Cycles Remote Innovation -  Systems
5 Cycles Remote Innovation - SystemsBryan Cassady
 
4 Cycles Remote Innovation - Communicate & Check
4  Cycles Remote Innovation - Communicate & Check 4  Cycles Remote Innovation - Communicate & Check
4 Cycles Remote Innovation - Communicate & Check Bryan Cassady
 
3 Cycles Remote Innovation - Build
3  Cycles Remote Innovation - Build 3  Cycles Remote Innovation - Build
3 Cycles Remote Innovation - Build Bryan Cassady
 
2 Cycles Remote Innovation - Alignment
2  Cycles Remote Innovation -  Alignment2  Cycles Remote Innovation -  Alignment
2 Cycles Remote Innovation - AlignmentBryan Cassady
 
1 Cycles Remote Innovation - introduction
1 Cycles Remote Innovation - introduction1 Cycles Remote Innovation - introduction
1 Cycles Remote Innovation - introductionBryan Cassady
 
Speed Dating + TRUE NORTH tool to simplify your challenges
Speed Dating + TRUE NORTH tool to simplify your challengesSpeed Dating + TRUE NORTH tool to simplify your challenges
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
 

Plus de Bryan Cassady (20)

The CYCLES toolkit
The CYCLES toolkitThe CYCLES toolkit
The CYCLES toolkit
 
CYCLES program testimonials
CYCLES program testimonialsCYCLES program testimonials
CYCLES program testimonials
 
Sample Bright Spots Report
Sample Bright Spots ReportSample Bright Spots Report
Sample Bright Spots Report
 
CYCLES - List of 292 contributors
CYCLES - List of 292 contributorsCYCLES - List of 292 contributors
CYCLES - List of 292 contributors
 
Sprintz work 5 week sprint program
Sprintz work 5 week sprint programSprintz work 5 week sprint program
Sprintz work 5 week sprint program
 
GE Alliance Summary talk
GE Alliance Summary talk GE Alliance Summary talk
GE Alliance Summary talk
 
GE Alliance Introduction
GE Alliance IntroductionGE Alliance Introduction
GE Alliance Introduction
 
Venture boss Overview
Venture boss OverviewVenture boss Overview
Venture boss Overview
 
Venture boss a program to coach train 1 million entrepreneurs by 2026
Venture boss a program to coach train 1 million entrepreneurs by 2026Venture boss a program to coach train 1 million entrepreneurs by 2026
Venture boss a program to coach train 1 million entrepreneurs by 2026
 
EIA playbook-2016
EIA playbook-2016EIA playbook-2016
EIA playbook-2016
 
Cycles remote 1.0 testimonials
Cycles remote 1.0 testimonialsCycles remote 1.0 testimonials
Cycles remote 1.0 testimonials
 
Remote innovation student_program_sept_2020
Remote innovation student_program_sept_2020Remote innovation student_program_sept_2020
Remote innovation student_program_sept_2020
 
Sprintz work Fact Sheet
Sprintz work Fact SheetSprintz work Fact Sheet
Sprintz work Fact Sheet
 
6 Cycles Remote Innovation - Pitch-Perfect
6  Cycles Remote Innovation - Pitch-Perfect6  Cycles Remote Innovation - Pitch-Perfect
6 Cycles Remote Innovation - Pitch-Perfect
 
5 Cycles Remote Innovation - Systems
5 Cycles Remote Innovation -  Systems5 Cycles Remote Innovation -  Systems
5 Cycles Remote Innovation - Systems
 
4 Cycles Remote Innovation - Communicate & Check
4  Cycles Remote Innovation - Communicate & Check 4  Cycles Remote Innovation - Communicate & Check
4 Cycles Remote Innovation - Communicate & Check
 
3 Cycles Remote Innovation - Build
3  Cycles Remote Innovation - Build 3  Cycles Remote Innovation - Build
3 Cycles Remote Innovation - Build
 
2 Cycles Remote Innovation - Alignment
2  Cycles Remote Innovation -  Alignment2  Cycles Remote Innovation -  Alignment
2 Cycles Remote Innovation - Alignment
 
1 Cycles Remote Innovation - introduction
1 Cycles Remote Innovation - introduction1 Cycles Remote Innovation - introduction
1 Cycles Remote Innovation - introduction
 
Speed Dating + TRUE NORTH tool to simplify your challenges
Speed Dating + TRUE NORTH tool to simplify your challengesSpeed Dating + TRUE NORTH tool to simplify your challenges
Speed Dating + TRUE NORTH tool to simplify your challenges
 

Dernier

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------ThanzirNazer
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלימיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגליBen Shushan & Co. C.P.A (Isr.)
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Six Sigma Improvement Process: Transforming Processes, Elevating Performance
Six Sigma Improvement Process: Transforming Processes, Elevating PerformanceSix Sigma Improvement Process: Transforming Processes, Elevating Performance
Six Sigma Improvement Process: Transforming Processes, Elevating PerformanceOperational Excellence Consulting
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisalgomezdominic3
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 

Dernier (20)

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Sixth Sense Media Portfolio (Eng Ver) PDF
Sixth Sense Media Portfolio (Eng Ver) PDFSixth Sense Media Portfolio (Eng Ver) PDF
Sixth Sense Media Portfolio (Eng Ver) PDF
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלימיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
 
AL Satwa Dubai Call Girls +971552825767 Call Girls In AL Karama
AL Satwa Dubai Call Girls +971552825767  Call Girls In AL KaramaAL Satwa Dubai Call Girls +971552825767  Call Girls In AL Karama
AL Satwa Dubai Call Girls +971552825767 Call Girls In AL Karama
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Six Sigma Improvement Process: Transforming Processes, Elevating Performance
Six Sigma Improvement Process: Transforming Processes, Elevating PerformanceSix Sigma Improvement Process: Transforming Processes, Elevating Performance
Six Sigma Improvement Process: Transforming Processes, Elevating Performance
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisal
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Deira Dubai Call Girls +971552825767 Call Girls In Downtown Dubai
Deira Dubai Call Girls +971552825767 Call Girls In Downtown DubaiDeira Dubai Call Girls +971552825767 Call Girls In Downtown Dubai
Deira Dubai Call Girls +971552825767 Call Girls In Downtown Dubai
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 

The Science of Innovation (Facts, Systems, Best practices)

  • 1. The Science of Innovation (Facts, the need for systems and best practices)
  • 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
  • 4. WHAT IS INNOVATION? CREATIVITY is about new ideas INNOVATION is the profitable implementation of these ideas
  • 5. Why it is important In Fortune 500 companies…  New products account for 50% of revenues  And 40% of profits
  • 6. companies value innovation are classified as innovative by their peers
  • 7. of their customers would agree of companies think they had a major innovation in the last 6 months.
  • 8. of ideas fail when brought to the market
  • 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
  • 11. World class content from Working together with …
  • 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%
  • 15. What should large companies change in their systems ?
  • 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
  • 20. Setting up the research
  • 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)
  • 25. W Rich Vacations Type Car Type House Jewelry Checking with other data Disposable Income Validity Measurement accurate ?
  • 26. W Rich Vacations Type Car Type House Investments in stocks A final model… Attitudes towards saving Local alternatives
  • 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
  • 33. DETAILED ANALYSIS 7 Key Learnings and suggested action steps
  • 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
  • 43. Testing Everything 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
  • 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
  • 45. Now comes the most important thing we learned
  • 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
  • 49. Now our core research question…
  • 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.
  • 59. 16 % ideas 84 % systems They identified the share of success due to ideas and systems to execute ideas
  • 60. They found inspiration in the work of Dr. Edwards Deming
  • 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
  • 63. 4
  • 64. Step 1: Strengths Step 2: Basics Step 3: Procedures Step 4: InnoPreneurship 1 2 3 4
  • 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
  • 76. 3. How to (Training)
  • 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
  • 79. Common characteristics of great training Learn it, then use it Use it with support
  • 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
  • 93. Remember, sometimes “ The hurrier you go, the behinder you get…”
  • 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
  • 96. Q & A
  • 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