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THEORETICAL MODELS
GTP INNOVATION WORKSHOP
DISRUPTIVE INNOVATION
START BY UNDERSTANDING THE
REAL NEEDS OF THE CONSUMER
AND THE JOB THEY ARE TRYING TO
ACCOMPLISH
Clayton Christensen
SUSTAINING INNOVATION
DISRUPTIVE INNOVATION
TIME
PERFORMANCE
Performance that consumer utilise or absorb
TIME
PERFORMANCE
Sustaining Innovations
TIME
PERFORMANCE
Disruptive Innovations
WHEN COMPETITOR SUBSTITUTES ARE GOOD
ENOUGH, YOUR BEST MAY NOT BE THE BEST
TIME
PERFORMANCE
TIME
PERFORMANCE
NEW MARKETS
SOMETIMES THE OPPORTUNITY IS IN
TIME
PERFORMANCE
TIME
PERFORMANCE
SUSTAINING AND DISRUPTIVE INNOVATION
KEY LESSONS
▸ It is not how the consumer perceives an offering but the
job that it fu...
BLUE OCEANS
STRATEGY CANVAS
FOUR ACTIONS FRAMEWORK
STRATEGY CANVAS
▸ The strategy canvas is a diagnostic
and action tool for building a blue
oceans strategy.
▸ It effectivel...
YELLOW TAIL
TAKING ON THE US WINE INDUSTRY
PRICE TERMINOLOGY MARKETING AGEING VINEYARD COMPLEXITY RANGE
Premium Budget
TO FUNDAMENTALLY SHIFT THE STRATEGY
CANVAS OF AN INDUSTRY YOU MUST BEGIN
BY REORIENTING YOUR STRATEGIC FOCUS
FROM COMPETIT...
BLUE OCEANS
THE FOUR ACTION FRAMEWORK QUESTIONS
▸ Which of the factors that an industry takes for granted
should be elimin...
ELIMINATE
‣ Enological terminology
‣ Ageing qualities
‣ Above-the-line marketing
REDUCE
‣ Wine complexity
‣ Wine range
‣ V...
PRICE MARKETING VINEYARD RANGE SELECTION
Premium Budget Yellow Tail
INDUSTRIES
SOUTHWEST AIRLINES LOOKED ACROSS
BLUE OCEANS STRATEGY
KEY LESSONS
▸ Understanding the consumers’ needs is key to innovation.
▸ Challenge existing business ...
DESIGN THINKING
NO, IT ISN’T
DESIGN THINKING IS A HUMAN-CENTERED
APPROACH TO INNOVATION THAT DRAWS FROM THE
DESIGNER'S TOOLKIT TO INTEGRATE THE NEEDS O...
Participatory Design 1960
User testing / efficiency / end
-user development /
Scandinavian approach
User-Centered Design 19...
DESIGN IS NOT SO MUCH AS A
PHYSICAL PROCESS BUT A
WAY OF WORKING
Nobel Economics Prize Laureate Herbet Simon
WE LIVE IN THE
AGE OF VUCA
BY LEVERAGING THE BEST QUALITIES OF BOTH
BUSINESS AND DESIGN THINKING (ONE)
ESTABLISHES A MORE SENSITIVE, POWERFUL
AND POT...
DEFINE | HISTORY | IMPORTANCE
(but how does it work?)
COMPLEXITY / MYSTERIES /
WICKED PROBLEMS
HEURISTICS
ALGORITHMS
understand observe define ideate prototype test
discovery interpretation ideation experimentation evolution
uncertainty / p...
VISUALIZATION,
CO-CREATION &
OVERLAPPING
IMPORTANT THROUGHOUT THE JOURNEY
NOT SET IN CONCRETE
HUMAN-CENTRIC
THE OLD WAY IS THAT YOU COME UP WITH
A PRODUCT IDEA AND THEN TRY SELL IT
TO CUSTOMERS. IN THE DESIGN THINKING
WAY, THE IDE...
WEAK SIGNALS
SENSE MAKING
OPPORTUNITY
MAPPING
IDEATION
PROTOTYPING
BUSINESS MODELING
BUT AN ONGOING JOURNEY
INNOVATION IS NOT A MOMENT IN TIME
LOOP BACKS
A JOURNEY THAT MUST INCLUDE
ALLOWS US TO
MAKE CHANGES
DESIGN THINKING
KEY LESSONS
▸ Design thinking is a human-centric approach to
innovation.
▸ It represents a structured, but...
OPEN INNOVATION
ORGANISATIONS
IT CHALLENGES THE FORTRESS VIEW OF
CONCEPTUALLY, IT IS A MORE DISTRIBUTED, MORE
PARTICIPATORY, MORE DECENTRALIZED APPROACH
TO INNOVATION… USEFUL KNOWLEDGE TO...
the knowledge economy played
a major role in enabling open
innovation
Ideas & technology
IP in-licensing
IP out-licensing
Spin-off offerings
Open innovation is the glue
that connects corporate
giants with entrepreneurial
ventures
REGIONAL INNOVATION
ESSENTIAL FOR
OPEN INNOVATION
KEY LESSONS
▸ Challenges the fortress mentality of organisations against
the world.
▸ Is happening, even i...
PATRICK COLLINGS
SAGACITE
PATRICK@SAGACITE-SA.COM
083 616 0967
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
Innovation Theories & Models | 2016
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Innovation Theories & Models | 2016

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This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).

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Innovation Theories & Models | 2016

  1. 1. THEORETICAL MODELS GTP INNOVATION WORKSHOP
  2. 2. DISRUPTIVE INNOVATION
  3. 3. START BY UNDERSTANDING THE REAL NEEDS OF THE CONSUMER AND THE JOB THEY ARE TRYING TO ACCOMPLISH Clayton Christensen
  4. 4. SUSTAINING INNOVATION DISRUPTIVE INNOVATION
  5. 5. TIME PERFORMANCE Performance that consumer utilise or absorb
  6. 6. TIME PERFORMANCE Sustaining Innovations
  7. 7. TIME PERFORMANCE Disruptive Innovations
  8. 8. WHEN COMPETITOR SUBSTITUTES ARE GOOD ENOUGH, YOUR BEST MAY NOT BE THE BEST
  9. 9. TIME PERFORMANCE
  10. 10. TIME PERFORMANCE
  11. 11. NEW MARKETS SOMETIMES THE OPPORTUNITY IS IN
  12. 12. TIME PERFORMANCE TIME PERFORMANCE
  13. 13. SUSTAINING AND DISRUPTIVE INNOVATION KEY LESSONS ▸ It is not how the consumer perceives an offering but the job that it fulfils. ▸ Sustaining and disruptive innovation improves on and replaces much of marketing and brand theory around positioning and competitor differentiation. ▸ Simplicity over complexity: When competitor substitutes are good enough, your best may not be the best.
  14. 14. BLUE OCEANS
  15. 15. STRATEGY CANVAS FOUR ACTIONS FRAMEWORK
  16. 16. STRATEGY CANVAS ▸ The strategy canvas is a diagnostic and action tool for building a blue oceans strategy. ▸ It effectively captures the state of play in the market being analysed and allows the strategist to understand where the competition is focusing their efforts and what the key areas of competition are.
  17. 17. YELLOW TAIL TAKING ON THE US WINE INDUSTRY
  18. 18. PRICE TERMINOLOGY MARKETING AGEING VINEYARD COMPLEXITY RANGE Premium Budget
  19. 19. TO FUNDAMENTALLY SHIFT THE STRATEGY CANVAS OF AN INDUSTRY YOU MUST BEGIN BY REORIENTING YOUR STRATEGIC FOCUS FROM COMPETITORS TO ALTERNATIVES AND FROM CUSTOMERS TO NON CUSTOMERS Kim & Mauborgne
  20. 20. BLUE OCEANS THE FOUR ACTION FRAMEWORK QUESTIONS ▸ Which of the factors that an industry takes for granted should be eliminated? ▸ Which of the factors should be reduced well below the industry’s standards? ▸ Which factors should be raised well above the industry’s standard? ▸ Which factors should be created that the industry has never offered?
  21. 21. ELIMINATE ‣ Enological terminology ‣ Ageing qualities ‣ Above-the-line marketing REDUCE ‣ Wine complexity ‣ Wine range ‣ Vineyard prestige RAISE ‣ Price versus budget wine ‣ Retail store involvement CREATE ‣ Easy drinking ‣ Ease of selection ‣ Fun and adventure
  22. 22. PRICE MARKETING VINEYARD RANGE SELECTION Premium Budget Yellow Tail
  23. 23. INDUSTRIES SOUTHWEST AIRLINES LOOKED ACROSS
  24. 24. BLUE OCEANS STRATEGY KEY LESSONS ▸ Understanding the consumers’ needs is key to innovation. ▸ Challenge existing business models: just because they represent the historic norm doesn’t mean that they are right. ▸ Focus is more important than ticking all the boxes. ▸ Look across industries and look across time to understand how industries can and will evolve.
  25. 25. DESIGN THINKING
  26. 26. NO, IT ISN’T
  27. 27. DESIGN THINKING IS A HUMAN-CENTERED APPROACH TO INNOVATION THAT DRAWS FROM THE DESIGNER'S TOOLKIT TO INTEGRATE THE NEEDS OF PEOPLE, THE POSSIBILITIES OF TECHNOLOGY, AND THE REQUIREMENTS FOR BUSINESS SUCCESS Tim Brown, IDEO
  28. 28. Participatory Design 1960 User testing / efficiency / end -user development / Scandinavian approach User-Centered Design 1980s User experience / needs / user at center of developement Human-Centered Design 1990s Evolution of user-centered design / collaborative / multidisciplinary / social systems / empathy
  29. 29. DESIGN IS NOT SO MUCH AS A PHYSICAL PROCESS BUT A WAY OF WORKING Nobel Economics Prize Laureate Herbet Simon
  30. 30. WE LIVE IN THE AGE OF VUCA
  31. 31. BY LEVERAGING THE BEST QUALITIES OF BOTH BUSINESS AND DESIGN THINKING (ONE) ESTABLISHES A MORE SENSITIVE, POWERFUL AND POTENT ANALYTICAL TOOL SET THAT ESCALATES THINKING TO A NEW LEVEL Harvard .
  32. 32. DEFINE | HISTORY | IMPORTANCE (but how does it work?)
  33. 33. COMPLEXITY / MYSTERIES / WICKED PROBLEMS HEURISTICS ALGORITHMS
  34. 34. understand observe define ideate prototype test discovery interpretation ideation experimentation evolution uncertainty / patterns / insights concepts / prototypes clarity / focus design what is what if what wows what works insight foresight sense making opportunity mapping applied innovation strategic innovation
  35. 35. VISUALIZATION, CO-CREATION & OVERLAPPING IMPORTANT THROUGHOUT THE JOURNEY
  36. 36. NOT SET IN CONCRETE
  37. 37. HUMAN-CENTRIC
  38. 38. THE OLD WAY IS THAT YOU COME UP WITH A PRODUCT IDEA AND THEN TRY SELL IT TO CUSTOMERS. IN THE DESIGN THINKING WAY, THE IDEA IS TO IDENTIFY USERS’ NEEDS AS A STARTING POINT. New York Times reporting on IBM’ s design thinking efforts
  39. 39. WEAK SIGNALS
  40. 40. SENSE MAKING
  41. 41. OPPORTUNITY MAPPING
  42. 42. IDEATION
  43. 43. PROTOTYPING
  44. 44. BUSINESS MODELING
  45. 45. BUT AN ONGOING JOURNEY INNOVATION IS NOT A MOMENT IN TIME
  46. 46. LOOP BACKS A JOURNEY THAT MUST INCLUDE
  47. 47. ALLOWS US TO MAKE CHANGES
  48. 48. DESIGN THINKING KEY LESSONS ▸ Design thinking is a human-centric approach to innovation. ▸ It represents a structured, but not rigid, movement from complexity to simplicity. ▸ Innovation is an ongoing process that must include loop backs into the mysteries.
  49. 49. OPEN INNOVATION
  50. 50. ORGANISATIONS IT CHALLENGES THE FORTRESS VIEW OF
  51. 51. CONCEPTUALLY, IT IS A MORE DISTRIBUTED, MORE PARTICIPATORY, MORE DECENTRALIZED APPROACH TO INNOVATION… USEFUL KNOWLEDGE TODAY IS WIDELY DISTRIBUTED… NO COMPANY CAN EFFECTIVELY INNOVATE ON ITS OWN. Henry Chesbrough
  52. 52. the knowledge economy played a major role in enabling open innovation
  53. 53. Ideas & technology IP in-licensing IP out-licensing Spin-off offerings
  54. 54. Open innovation is the glue that connects corporate giants with entrepreneurial ventures
  55. 55. REGIONAL INNOVATION ESSENTIAL FOR
  56. 56. OPEN INNOVATION KEY LESSONS ▸ Challenges the fortress mentality of organisations against the world. ▸ Is happening, even if corporate leadership does not want it to happen. ▸ Accelerates and expands innovation, especially in innovation ecosystems
  57. 57. PATRICK COLLINGS SAGACITE PATRICK@SAGACITE-SA.COM 083 616 0967
  • FranciscoSerge

    May. 14, 2021
  • LamprosRoussos

    Aug. 22, 2019
  • InnovateRon

    May. 14, 2018
  • keithhampson

    Oct. 15, 2017
  • OluwatosinBabalola1

    Jul. 3, 2017
  • henaali

    Oct. 23, 2016

This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).

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