Innovation and a healthy garden july 17 2013

© 2013 Property of Helix Commerce International Inc. Not an offer of sale. 1

Welcome

Summer of

Innovation

Summer of Innovation : Our Program Sponsors


Agenda

12:00 Welcome/ Networking Luncheon 12:30 Innovation & A Healthy Garden 1:15 Moderator Dialogue &Table

Conversations 1:45 Summary & Evaluation


We are all in Good Company

Attendees hail from organizations with diverse backgrounds:

Drive value through innovation

Talent

Common Goal

Our Vision: We create a smarter world through action-oriented and sustainable innovation by and for the masses. Our Mission: To deliver on-demand actionable learning content that accelerates innovation capacity on a global basis.

A Bit About AcceleratorU

Our Approach Complement and strengthen the current global private and public venture and innovation eco-system through a high- scalability, low-overhead, on-demand array of SaaS based learning offerings that provide higher service and inclusion levels as well as faster tangible results

AcceleratorU’s business model is rigorous in order to realize results.

•  Agile & Lean

•  Adult Learning

•  Action oriented

•  Market-adoption

•  Easily adopted

Domain Applicability Our core methodology and focus is on high technology as well as non technology products, services, consumer products, NGO and non-profit initiatives


Agenda

A Sponsor of Summer of Innovation Speaker Series

.. A little about us


Helix specializes in Innova9on & Growth

•  Strategic and Innovative •  Proven innovation •  World-class Talent •  Collaborative to the Core

Helix Commerce is a global strategy boutique firm specializing in business innovation and Collaboration growth acceleration services.

•  Incorporated in 2003 •  Strategy to Implementation services •  Customers from diverse industries •  Alliances with Tier 1 firms •  Global thought leadership •  Local community leadership


Consulting Services

Commercialization Cluster

Intelligence Cluster

Community Cluster

•  Feb 2013 Technicity, 2013 •  Nov 28t 2012 Technicity •  May 2012 Virtual Knowledge Everywhere •  June 1 2011 Intelligent Canada •  April 20/10 Applied Innovations •  Oct. 15/09 Innovation Conference

Research Publishing Center •  World-class research source Education Center •  Customized Innovation, NPI, Collaboration, Social Media •  Helix is an Alliance Partner of Accelerator U •  Dr. Cindy Gordon is a Co-Founder of Accelertor U

A Li?le About Helix

Trust Collaboration

Innovation

We have five main business lines: •  Innovation •  Business Transformation •  Collaboration, KM & Social Media •  Crowdfunding •  Ideas & Inspirations www.helixcommerce.com

http://stores.lulu.com/helixcommerce


Select Helix Clients


We care about our community health

Dr. Cindy Gordon, Vice Chair, iCANADA

“Intelligent Communi-es”

Dr. Cindy Gordon, Na9onal Chair/Founder Invest CrowdFund Canada

CATA Professional Associa2on

Dr. Cindy Gordon, Na9onal Chair/Founder

CANWIT Women in Tech

Professional Associa2on

2012 Governor General Award

Queen Elizabeth II – Diamond Jubilee Medal Recipient – Dr. Cindy Gordon Innova2on Category: Collabora2on

Dr. Cindy Gordon, Board Director

Professional Associa2on Interna2onal CfPA

Crowdfunding Professional Associa2on


Summer of Innovation

Speaker Series #1 Innovation & A Healthy Garden


A Summer of Innova9on


Innovative companies outperform their less innovative counterparts

11.1%

3.4%

0.4%

Margin Growth Stock Returns

Perc

ent

(199

5 –

2008

)

S&P 1200 Global Stock Index

Innovative Companies

Innovative Companies

The Innova9on Impera9ve

15

10

5

0

Source: Business Week


Innova9ve Companies Value Human Capital


Innova9on increases with Collabora9on Capacity

Organiza2ons that invest in Collabora2on & Stronger Human Capital prac2ces increase their organiza2on’s capacity 3-‐4X in innova2on outcomes.


•  Canada does not take the steps that other countries take to successfully commercialize ideas. •  Growth for Canadians is rooted in a nation’s innovation capacity and its productivity excellence. •  Developing a balance between these two forces is a real challenge.

Canada: Innova9on Crisis

Source: “How Canada Performs - A Report Card on Canada”, Conference Board of Canada, 2012

•  Canada ranks 13th out of 17 countries •  Gets its worse grade - “D” - in the innovation category •  Dropped two more indices in 2012


“Innovation is an emerging core competency.

Leading enterprises will have a dual focus: embrace the innovations of others and drive the marketplace with their own innovations. Active management of innovation will become a required competency for all enterprises during the 2012 – 2014 planning horizon (Gartner)”

-‐  A corporate culture that knows how to profit from innova2on is a

company's best sustainable compe22ve advantage. -‐  Innova2on is not just about good ideas; it's about uncovering crea2ve

ideas that make money. -‐  The capacity for con2nuous innova2on requires the integra2on of

management processes. -‐  The key to growing innova2on is to op2mize the overall performance of

the value chain by improving the components themselves and the links between them.

-‐  Technological innova2on cycles affect how innovators take risks and how consumers adopt new methods.

-‐  Managers who track innova2on characteris2cs (capability, complexity and network effect) can get a jump on their compe22on.

-‐  Enterprise innova2on is a compe22ve differen2ator in the knowledge economy.

Canadian Leaders must increase innova9on competency

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Execu9ve Views on Innova9on

Sources: IBM Innovation research, Innovation as a Nation research, McKinsey research, Helix Research, 2012

Culture: 94% say that people and corporate culture are the most important drivers of innovation.

Drivers: More than 70% of senior executives say that innovation is one of their top three growth drivers

Stimuli: Over 65% of executives are disappointed in their ability to stimulate innovation

Methods: Majority of companies do not have best practice processes to seed and cultivate innovation


Discovery: Innovation A Summer Perspective


What does this tell us?


Innovation in a Garden is Fragile


Innova9on is fragile.. Takes 9me like garden seeds

•  Some seeds require more than one year to germinate. •  Others, called multi-cycle germinators, require at least two cold

stratification periods before germination; the hellebores are one example.

•  Most members of the Ranunculus family require temperatures very close to the freezing point of the seed (~19ºF) for destruction of germination inhibitors.

•  Some seeds, like Cimicifuga require a long period of warm stratification before cold treatment.

•  Other seeds, like Myrrhis must be sown outdoors.


Innova9on is oSen best not seen: It’s very fragile


Innovation needs Growth Capital

Angel & Venture Capital Support

Entrepreneur& Startups

Existing Businesses

Community Participants & Initiatives

Municipal Staff &

Initiatives

Government & Municipal Funds

Researchers & Student Innovators

Accelerators & Incubators

Financial Sector Funding

•  >85% will go without adequate funding support (if any) •  Current sources are NOT suitable for early stage, impact focused

innovation •  Declining sources of capital to fund community projects •  Lack of capital to support entrepreneurs with their product launch

needs

Sources of Capital

Private Sector Funding

Sources of Innovation, Impact & Change


Crowdfunding is filling a funding gap

$2.7B $5.1B

$1.5B 2011

2013

Source: Massolution Report 2013

The market grew 81% in 2012.


Innovation Emergence Case: iFUNDWaterloo The First Canadian City Crowdfunding Highway

iFundWaterloo launched on Canada Day, July 1 2013 – First City to embrace crowdfunding in Canada.

iFundVancouver

iFundCalgary

iFundEdmonton

iFundRegina iFundWinnipeg

iFundToronto iFundOttawa

iFundMontreal iFundQuebec

iFundStJohns

iFundHalifax

A crowdfunding highway developed in partnership with cities, & municipalities, with strategic sponsors to connect citizens coast to coast to pursue projects of interest to raise funds & also support innovation needs via learning aids & access to funding possibilities to sustain growth in local communities.


The City of Waterloo uses ci9zen crowdfunding.

Partnering with The City of Waterloo with iCrowdFundSocial Media Inc. was launched in the Summer of 2013 as a further demonstration of intelligent city innovation.

Visit www.ifundwaterloo.ca


City of Waterloo 1st Campaign

•  Charity: Au2sm Dog Services •  Costs them $5,000 for a liber of

puppies/yr to train to be a service dog


Columbia: Bogotá = The Sky is the Limit

•  In Bogotá, Colombia's capital city, crowdfunding will build a skyscraper.

•  Donations of 300,000 residents contributed a total of $171.9 million for a 66 Story Building.

•  Project Value was $239M: citizens now own a little piece of a skyscraper.


Last 10 Years innovation has focused on offerings…..

Hi

Lo

Volume of innovation efforts Last 10 years

Source: Doblin analysis

Core process

Process. Enabling process

Business model

Finance Networking

Product performance

Offering Product system

Service

Channel

Delivery Brand

Customer experience

Innova9on Investment Spread


Innova9on Results

Hi

Lo

Cumulative value creation— Last 10 years

Source: Doblin analysis

Core process

Process. Enabling process

Business model

Finance Networking

Product performance

Offering Product system

Service

Channel

Delivery Brand

Customer experience

Pareto revisited: Less than 2% of projects produce more than 90% of value…


What does this tell us?


Innovation Competency Development requires both structured and unstructured practices.

© 2011 Information is not to be copied without permission by Helix Commerce International Inc.

36


Innovation: What do you see in this picture?


Innovation: Conventional Wisdoms Must be Challenged

Creativity is the key to innovation Rigor, discipline, and constant experimentation are the keys, feeding creativity.

Act like a start-up You are not a start-up, pretending to be one will cause problems, instead act like a VC

Be consumer-focused; don’t let today’s market constrain thinking Be market-focused

Generate new ideas through diverse, divergent teams Develop strong, cohesive teams

Lead innovation from the top with culture alignment & leadership for barrier removal.

Originate innovations from the bottom!

1

2

3

4

5

Get it wrong; tolerate imperfect, and iterate toward success. Get it right! 6

Conventional Wisdom The Reality!

38


Innovation: Measurement Stepping Stones


Evolu9on of Innova9on Metrics

1st Generation Input Indicators

(1950s-60s)

2nd Generation Output indicators

(1970s-80s)

3rd Generation Innovation Indicators

(1990s)

4th Generation Innovation Indicators

(2000+emerging focus)

•  R&D expenditures •  Personnel •  Capital •  Technology

Intensity

•  Patents •  Publications •  Products •  Quality Changes

•  Innovation surveys •  Indexing •  Benchmarking

innovation capacity •  IT budget as a % of

revenue

•  Knowledge Assets •  Intangibles •  Networks Demand •  Network Clusters •  Management Techniques

(i.e.: Scrumming, Agile Development, Appreciative Inquiry, Balanced Score Card..)

•  Risk/Return •  System Dynamics •  Time (Speed to Market)

(T2M) •  Time to Scale (T2S) •  $ in Collaboration •  Culture Health (Trust,

Reciprocity, Collaboration, Reflection & Renewal, etc)


Innova9on: Leading Measurement Prac9ces Based on Helix’s leading practices, innovation measurement should include a mix of three types of measurements: inputs, process performance and outputs. Typically no more than 8-12 metrics. Inputs – financial resources assigned to innovation (5) of total employee pool, what % of time resources have to focus on innovation in their day to day jobs Performance – number of ideas generated to improve business innovation, how ideas progress in an innovation funnel from one stage to the next in your innovation process, how many get bogged down, or cancelled Outputs – cash profits, indirect benefits from the innovation generates, indirect benefits: knowledge acquisition, brand enablement, etc.

We also recommend that companies analyze four key factors that support or hinder innovation returns: start up costs, time to market, time to volume, support costs.

These four factors can be mapped onto a cash curve, which can help companies track cumulative cash investments, and returns, both expected, and actual.

•  73% of senior executives believe that innovation should be tracked as rigorously as business operations

•  Over 50% of companies use less than 5 metrics.

Source: (BCG Study, 2012)


Helix’s -‐ 10 fundamentals on innova9on measurement.

1.  Measure inputs, outputs and outcomes – qualitative and subjective measurement should be acceptable.

2.  Innovation measurement is continuously improving and never in a fixed state.

3.  Measurement should be able to be broken down into each level of group, enterprise, industry, region,

country, etc.

4.  Don’t obsess over one metric and lose sight that innovating and creating value is the goal, not hitting a

certain number.

5.  Profits from an innovation can be a long time coming and depend upon many factors, some outside the

innovator’s control.

6.  An innovation may be ahead of its time.

7.  Innovation may require extensive development, but also look for ways to scale beta tests in order to learn

more quickly and affordably.

8.  Innovation may require extensive investments in infrastructure.

9.  Innovation often involves failure: o  Innovation’s first steps are likely to be tentative and wrong. o  Failures can be turned into learning opportunities. o  Failure must, of course, give way to success in order for customers, not to mention your staff and

investors, to benefit.

10. Innovation thrives in a culture that rapidly shares insights from success and failure across the company.


Innova9on: Observe Your World with All your Senses

•  Although the mind is a wonderful contrap2on of memory, it is an even beber creator of distor2on.

•  Distor2on can inform innova2on by making new connec2ons to seemingly disparate informa2on.

•  None of that is possible without a wide range of sensory input.

•  Innovators need to touch, smell and feel, to listen and to watch, to incorporate all facets of what they observe

•  Which is another reason to collaborate: innovators never know what they need, and they may be surprised by who brings it to the party.

•  A Healthy Garden is a good place to strengthen our innova2on


Innovation = A Healthy Garden


Summer of

Innovation

Thank You


Agenda




Modera9on & Group Table Dialogue

•  Introduce Yourself •  Discuss Your Experiences in Innova2on :

•  What Worked? •  What Did not Work? •  What Did you learn to help you grow healthier business gardens?


Agenda



Summer of Innova9on Programming

Our Summer of Innova9on Speaker Series – Inspire, Educate, Excite

Summer of Innova9on Venture Series – Ideas to Valida9on

First Programs Start The Week of July 22

Register Now!

Code soiprt50 = 50% off venture

programs & speaker series! Just for you participants

Summer of Innovation : Our Program Sponsors

Innovation and a healthy garden july 17 2013

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Transcript of Innovation and a healthy garden july 17 2013