Corporate Innovation at Speed - plusandersen.com
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INNOVATION AT SPEED HOW YOU CAN ACHIEVE A 50X SPEED-UP OF INNOVATION IN YOUR COMPANY STARTPLATZ NOVEMBER 23. 2016
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Transcript of Corporate Innovation at Speed - plusandersen.com
INNOVATIONAT SPEEDHOW YOU CAN ACHIEVE A 50X SPEED-UP OF INNOVATION IN YOUR COMPANY
STARTPLATZNOVEMBER 23. 2016
EMAIL ME: [email protected]
NORWEGIAN: • STARTUP FOUNDER • EDUCATOR • INNOVATION ADVISOR • +20 YEARS XP
FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
CERTIFIED LLP EDUCATOR NCIIA @ STANFORD
TIME
SALES
HORIZON 1
HORIZON 2
HORIZON 3
MATURE BUSINESS RAPIDLY GROWING BUSINESS EMERGING BUSINESS
FOCUS
OUTPUT
EXECUTING TO DEFEND, EXTEND, AND INCREASE PROFITABILITY OF EXISTING BUSINESSES
ANNUAL PLANNING AND FORECASTING; DETAILED PLANS FOR GROWTH THROUGH ADJACENCIES
RESOURCING INITIATIVES TO BUILD NEW BUSINESSES
BUSINESS BUILDING STRATEGIES: INVESTMENT, BUDGET, DETAILED BUSINESS PLANS FOR NEW VENTURES
UNCOVERING OPTIONS FOR FUTURE OPPORTUNITIES AND PLACING BETS ON SELECTED OPTIONS
DECISIONS TO EXPLORE; INITIAL PROJECT PLAN, PROJECT MILESTONES
SOURCE: BAGHAI, COLEY, WHITE
THE LEAN
STARTUP
https://hbr.org/2013/05/why-the-lean-start-up-changes-everything
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
THE LEAN
STARTUP=
LEAN STARTUP CHANGES EVERYTHING
TO MOVE INNOVATION FASTER, WE NOW HAVE 21ST CENTURY TOOLS —BUSINESS MODEL CANVAS, CUSTOMER DEVELOPMENT, AGILE ENGINEERING – ALL ADDING UP TO A LEAN STARTUP. WE CAN ADAPT THESE STARTUP TOOLS FOR USE INSIDE THE CORPORATION.
TO DO SO WE’LL KEEP THE CONCEPT OF THREE UNIQUE HORIZONS OF INNOVATION BUT REFRAME AND COMBINE THEM WITH WHAT WE’VE LEARNED ABOUT LEAN STARTUPS. THE RESULT WILL BE:
• A NEW, LEAN VERSION OF THE THREE HORIZONS OF INNOVATION
• AN AMBIDEXTROUS COMPANY
• A WAY FOR EXISTING ORGANISATIONS TO BUILD AND TEST NEW IDEAS AT BLINDING SPEED
TIME
SALES
HORIZON 1
HORIZON 2
HORIZON 3
EXISTING BUSINESS MODEL NEW OPPORTUNITIES VIA BUSINESS MODEL INNOVATION
NEW / DISRUPTIVE BUSINESS MODEL
EXECUTE EXECUTE / SEARCH SEARCH
KNOWN
PARTIALLYKNOWN
UNKNOWN
PROCESS INNOVATION HORIZON 1 EXTEND THE CORE BUSINESS
USE TRADITIONAL METHODOLOGIES FOR HORIZON 1 PROJECTS
PRODUCT MANAGEMENT
GATE 1 STAGE 1GATE 2 STAGE 2
GATE 3 STAGE 3GATE 4 STAGE 4
GATE 5 STAGE 5
IDEA SCREEN
SCOPING
SECOND SCREEN
BUILD BUSINESS CASE
GO TO DEVELOPMENT
DEVELOPMENT
GO TO TESTING
TESTING & VALIDATION
GO TO LAUNCH
LAUNCH
THE LEAN METHODOLOGY
SPEED & URGENCY
PIVOT
CUSTOMERDISCOVERY
CUSTOMERVALIDATION
CUSTOMERCREATION
COMPANYBUILDING
SEARCH EXECUTE
DISRUPTIVE INNOVATION
CONTINUOUS INNOVATION
HORIZON 3
HORIZON 2
• BUSINESS MODEL ENGINEERING • CUSTOMER DEVELOPMENT • AGILE ENGINEERING,
INOVATION ACCOUNTING & MVP
DISRUPTIVE INNOVATION
HORIZON 3
HORIZON 3 SUPPORT
ORGS
PROCESS INNOVATION
REFACTORING GROUP
HORIZON 1
• TASK SUPPORT ORGANISATIONS TO WORK INSIDE HORIZON 2/3
• ASSIGN FINANCE, LEGAL, HR, PURCHASING, ETC.
• MATRIX MANAGEMENT
• JOB IS HELPING HORIZON 3 PROJECTS "GET TO YES"
• LEVERAGE EXISTING ASSETS AND CAPABILITIES IS CRITICAL
DISRUPTIVE INNOVATION
CONTINUOUS INNOVATION
PROCESS INNOVATION
HORIZON 3
HORIZON 2
HORIZON 1
• IF SUCCESSFUL, HORIZON 2 & 3 PROJECTS NEED A HOME
• WITH PLANS, PROCESSES AND PROCEDURES
• THEY EITHER GET ADOPTED, BECOME STANDALONE, OR SPUN OUT
• AGREEMENTS AND INCENTIVES MUST BE IN PLACE FOR HORIZON 1 MANAGERS TO FACILITATE THIS
DISRUPTIVE INNOVATION
HORIZON 3
PROCESS INNOVATION
REFACTORING GROUP
HORIZON 1
• HORIZON 3 TAKES SHORTCUTS
• TECHNICAL SHORTCUTS ADD UP AND BECOME WHAT IS CALLED TECHNICAL DEBT
• PEOPLE/PROCESS SHORTCUTS ARE ORGANISATIONAL DEBT
• REFACTORING "CLEANS UP" DEBT BY RESTRUCTURING IT
• YOU NEED A PROCESS ORGANISATION DEDICATED TO REFACTORING HORIZON 3 PROJECTS
• FOUNDERS/EARLY EMPLOYEES DON'T FIT IN EXECUTION ORGANISATIONS
• SHORT-SIGHTED COMPANIES: FOUNDERS LEAVE
• FAR-SIGHTED COMPANIES: FOUNDERS START THE NEXT CYCLE OF INNOVATION
DISRUPTIVE INNOVATION
TIME
SALES
HORIZON 1
HORIZON 2
HORIZON 3
EXISTING BUSINESS MODEL NEW OPPORTUNITIES VIA BUSINESS MODEL INNOVATION
NEW / DISRUPTIVE BUSINESS MODEL
EXECUTE EXECUTE / SEARCH SEARCH
KNOWN
PARTIALLYKNOWN
UNKNOWN
PROCESSMANAGEMENT
LEAN INNOVATION MANAGEMENT
CONCLUSION
• CORPORATE AND GOVERNMENT AGENCY INNOVATION NEEDS LEAN TOOLS
• WHEN COMBINED WITH THE BUSINESS MODEL CANVAS, THE THREE HORIZONS OF INNOVATION PROVIDE A FRAMEWORK FOR CORPORATE INNOVATION\
• HORIZON 2 AND 3 (NEW/DISRUPTIVE INNOVATION) ARE RUN WITH LEAN STARTUP SPEED AND ORGANISATION
• LEAN INNOVATION MANAGEMENT COMBINES THREE HORIZONS OF INNOVATION WITH THE LEAN STARTUP TO DELIVER AN AMBIDEXTROUS ORGANISATION
• THE ENTIRE ORGANISATION MUST BE INCENTIVISED TO VALUE AND EMBRACE NOT ONLY CONTINUOUS IMPROVEMENT BUT ALSO SUCCESSFUL INNOVATIONS
• RESULT: 10X THE NUMBER OF INITIATIVES IN 1/5 THE TIME
MORE
https://www.youtube.com/watch?v=ydP0f6odxZMSOURCE: https://steveblank.com/2015/06/26/lean-innovation-management-
making-corporate-innovation-work/
INNOVATION AS A PROCESSENABLING LOTS OF LITTLE BETS
IRL 0-3 IRL 4-6 IRL 9+IRL 7-8
• SPIN IN? • SPIN OUT? • KILL? • EXTEND?
5 OR 12 WEEKS 3 or 6 MONTHS
GATE
1 GATE
2 GATE
3 GATE
4 GATE
5
PROBLEM OR NEED-FIT STAGE
SOLUTION-FIT STAGE
PERPETUAL 2-5 DAYS
n IDEAS &PEOPLE AT ANY TIME
PRODUCT-MARKET
FIT STAGE
COMPANY BUILDING
STAGE
DISCOVER EXPLOITVALIDATE EXPLORE
CUSTOMER CREATION
STAGE
PEOPLE- IDEA
FIT STAGE
MANAGEMENT TOOL & INNOVATION READINESS LEVEL KPI (IRL)
LEAN LAUNCHPAD INNOVATION OUTPOST
GENERATION MASTERCLASS
BOOTCAMP
TIME
RISK
REPEATIDEATION
BASED ON:
AS USED BY:
BUSINESS MODEL ENGINEERING
CUSTOMERDEVELOPMENT
AGILE ENGINEERING
HYPOTHESES EXPERIMENTS DATA
WEEKLY PROGRESS
EXPERIMENTSCORECARD
DATA, TRAJECTORY EXPERIMENTS,
READINESS LEVEL
METHODOLOGIES
EVIDENCE BASED PROCESS
INNOVATION METRIC (KPI) + MANAGEMENT TOOL
+ +
+ =
MENTORSHIP
METHODOLOGIESPROCESS & MANAGEMENT
AS PRACTICED BY:
AND MANY MANY MORE…
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AND OTHER ICONIC CORPORATIONS UNDER NDA
+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
WE’RE [email protected]
