Innovation journey - UNDP Armenia-George Hodge

OUR JOURNEY

HOW DO WE GET TO BETTER IDEAS – BEFORE AND AFTER

EvidenceWho

• 3 UNDP staff• few phone

calls?

• UNDP staff• Universities• Private sector• Local Partners• Start ups • Individuals• International

networs

Where

• Office

• Field• Local

partners

When How

Solution identified ex ante

Solution identified ex post

• 1 solution pre-identified

• Internal process

• Top-down

• Linear

• Portfolio approach

• Number of hypothesis tested concurrently

• Co-design

• Open, public process

• Continuous improvement

• Secondary research

• No precedents• No feedback

loops

• Gained through field tests

• Precedents• Continuous

feedback loops

THE NO-SILOS APPROACH TO PROJECT PLANNING

ProjectOpportunity

(idea or donor driven)

Filt

er

“Gatekeeper”(UNDP DRR)

Lab

• Research• Partners outreach• Social

media/comms• Open call for

ideas

Prototype

Alpha Beta

Filt

er

Filt

er

Alpha BetaFilt

er

Filt

er

Ideas

Does the solution exist already?

No

Yes ‘Lab light’: import, test and enhance existing

solutions

‘Lab heavy’: develop solutions from scratch

Filt

er

Pre-PAC LPAC

Gra

du

atio

n

Gra

du

atio

n

- New business model with innovation and adaptive management at the core of programming activities and pipeline building

- Enables cross-practice programming

- Mitigates risks through experimentation and real-world

feedback

- Incubates next generation services at low cost

- Better targets alternative opportunities for resource mobilisation

- Pro-active alignment with the new strategic plan

SUMMARY

8

ANNEX

BENEFITS OF THE “PHASE GATE FUNNEL” PROCESS

Ideas Prototype Alpha Beta

Fil

ter

Fil

ter

Fil

ter

Fil

ter

Efficient Allocation of Resources: Systematically move an untested idea through multiple “gates” of screening criteria

Iterative Testing & User Feedback Some ideas “die”, some must “pivot”, others “evolve” incrementally – all improve.Together, systematically mitigates risk…and shortens the time cycle to success.

Challenges Experiments Small Real-World Evaluations

Flexible Sourcing • “Make” some ideas from scratch• “Partner” on prototyping • ”Adopt” a successful project that

needs more/continued support

MakePartner

AdoptAdopt

THE THEORY

Ideas Prototype Alpha BetaGovernment

UNDPEnterprise

Gra

du

atio

n f

rom

Lab

Filt

er

Filt

er

Filt

er

Filt

er

Three ways to roll out

1. Speed – iterations for faster learning & improvement 2. Quality – best projects get through the filters3. Relevance – iterations based on feedback from external world (early and often)4. End Results Oriented – interim successes carried forward to ultimate "launch"

FOR EXAMPLE: HOW A PROJECT TO TACKLE ANTI-CORRUPTION AT THE LOCAL LEVEL COULD BE INCUBATED AND ROLLED OUT

Roll out/scale

① 　 The Lab conducts research and finds that no solutions exist.

UNDP asks stakeholders to submit ideas to address anti-corruption at the local level in Armenia.300 ideas have been received.

② 　 UNDP, together with the partner University’s social science dept, and relevant NGOs screen the 300 ideas.

③ 　 20 ideas are shortlisted. They are invited to Yerevan and spend three days with the Lab team to develop the ideas further.

A panel of judges drawn from stakeholders picks the best ideas.

④ 　 Five ideas are tested in partner communities.

Based on the data, two ideas have proven to be more effective than others.

⑤ 　 Two ideas are further improved with the support of the Ombudsperson. These ideas are introduced across a region.

⑥ 　 One of the two ideas is picked up by the government of Armenia to scale nationally.


Gra

du

atio

n f

rom

Lab

CAMPAIGNS & CALLS FOR IDEAS

Example

Issue specific

Theme/Sector Specific

Open ended

Sp

eci

ficO

pe

n ‘Find problems that matter to you, and propose solutions’

‘Find problems in the education sector, and propose solutions’

‘Find problems in the area of energy efficiency, and propose solutions’

Defined question

‘Please propose ideas to increase the use of public transport’

Pros

• Able to engage wider segment of the society with different interest and background

Cons

• Ideas submitted may not be within UNDP’s mandate

• Ideas/solutions will be aligned UNDP’s mandate

• N/A

• Ideas/solutions could be immediately integrated into the ongoing projects/activities

• Critical issues that UNDP is not aware of may not be discovered

• Ideas/solutions could be immediately integrated into the ongoing projects/activities

Nature of problem statement

Recommended

• Critical issues that UNDP is not aware of may not be discovered

FIVE YEAR PLAN

Transforming programming

approach

Youth support outputs in Armenia

• Introduce and test Kolba Labs concept in Armenia

• By end 2015, Kolba Labs in Armenia sustained by external resources

Phase 1: 2014-2015

Phase 2:2015-2016

Phase 3: 2017~

• 7 incubation cycles (3 in 2014, 4 in 2015), engaging 1,500 youth.

• At least 14 viable ideas graduated

• Introduce Lab concept across the region

• Introduce Lab concept globally



Funding requirements

2014 2015 2016 2017 2018 2019

172,000 198,000 230,000 260,000 268,000 TBD

108,000 134,000 206,000 236,000 244,000 TBD

Year

Rqmt

Gap



13

KOLBA LABS REVIEW TEAM LOOKED AT TWO BROAD ISSUES - EMPOWERING YOUTH AND PROGRAMMING CYCLE

Current scope

Initial scope

Initiative to empower youths

Transforming the programming

process

15

THIS WEEK, REVIEW TEAM MET WITH MORE THAN 40 PEOPLE TO TEST KOLBA LABS IDEAS

UN• Bradley Busetto, UN Resident

Coordinator

UNDP• Claire Medina, DRR• Alla Bakunts, DG Portfolio• Armine Hovhannisyan, DG Portfolio• Ani Zakaryan, DG Portfolio• Marina Malkhasyan, DG Portfolio• Natalya Harutyunyan, WiLD Project• Zhanna Harutyunyan, WiLD Project• Anna Gyuriyan, SEG Portfolio • Babken Babayan, Project Coordinator• Armen Martirosyan, EG Portfolio• Diana Harutyunyan, Project Coordinator• Hovhannes Ghazaryan, National

Coordinator, GEF• Tatevik Koloyan, EG Portfolio• Hovhannes Sarajyan, Comms Associate• Nina Baghdasaryan, Kolba Labs• Heghinar Melkomian, Kolba Labs

Unicef• Henriette Ahrens, Representative• Marina Ter Sargsyan, Head of Operations• Mihran Hakobyan, Health Policy Expert• Hasmik Aleksanyan, Executive Assistant

USAID/EDMC CEED• Jemma Israyelyan, CEED Armenia

Director• Edgar Saghatelyan, CEED Armenia

Marketing Manager• Narek Manukyan, CEED Armenia Project

Manager• Levon Galstyan, Senior Expert, Pragma

Corporation• Frunzik Voskanyan, Workforce and

Enterprise Expert, Pragma Corporation

TUMO Center for Creative Technologies• Marie Lou Papazian, Director

Repat Armenia• Vartan Marashlyan, Executive Director

Small & Medium Enterprise Development National Centre• Violeta Virabyan, International

Cooperation Programmes Officer• Gohar Ghabuzyan, Women MEME

Development Project Coordinator

Union of IT Entrepreneurs• Karen Vardanyan, Executive Director

One Armenia• David Bequette, In-Country Director• Narek Khachatryan, IT Director• Nane Toumanyan, Content Director

Enterprise Incubator Foundation• Bagrat Yengibaryan, EIF Director

Microsoft Innovation Center• Yeva Hyusyan

mLab ECA• Mariam Davtyan, Director

National Instruments Institute• Aram Salatian, Director

Armenian National Engineering Laboratory• Amalia Mkhitaryan, ANEL Coordinator

American University of Armenia• Sergey Tantushyan, Professor, AUA

Business School

BUDGET DETAILS

Year 1 Year 2 Year 3 Year 4 Year 5

Staff 75,000 81,000 87,000 93,000 100,000

Testing support

75,000(3)

100,000(4)

125,000(5)

150,000(6)

150,000(6)

Office rent 7,000 7,000 7,000 7,000 7,000

Comms 10,000 5,000 6,000 5,000 6,000

Misc 5,000 5,000 5,000 5,000 5,000

Total 172,000 198,000 230,000 260,000 268,000

Mobilised 40,000 40,000 - - -

Unicef 24,000 24,000 24,000 24,000 24,000

Gap 108,000 134,000 206,000 236,000 244,000

17

PATTERN1: FROM IDEAS TO SCALE

Ideas Prototype Alpha BetaGovernment

UNDPEnterprise

Gra

du

atio

n f

rom

Lab

Filt

er

Filt

er

Filt

er

Filt

er


① 　 Find Ideas to scale

① 　 Outreach via social media and physical campaigns and call for ideas

② 　 Identify early stage initiatives that have potential to have at least national scale impact

③ 　Develop ideas further if needed and test these

④ 　Develop ideas further and test as a pilot project

18

PATTERN 2: FROM PROTYPE TO SCALE

Prototype Alpha BetaGovernment

UNDPEnterprise

Gra

du

atio

n f

rom

Lab

Filt

er

Filt

er


② 　 Source prototype initiatives to scale

① 　 Identify early stage initiatives that have potential to have at least national scale impact

② 　Develop ideas further if needed and test these

③ 　Develop ideas further and test as a pilot project

19

PATTERN 3: ADOPT PROJECTS AND SCALE

Alpha BetaGovernment

UNDPEnterprise

Gra

du

atio

n f

rom

Lab

Filt

er


② 　 Find projects that have initial success

③ 　Develop ideas further and test as a pilot project

③ 　 Adopt projects and scale

20

THIS APPROACH IS ADOPTED IN MANY BUSINESS INCUBATION SCHEMES IN ARMENIA

Ideas Prototype Alpha BetaFilt

er

Filt

er

Filt

er

Filt

er Roll-

out/Scale

21

IN THE BUSINESS AREA, MANY PLAYERS ARE PROVIDING INCUBATION SUPPORT TO ENTREPRENEURS

Incubator

SME National Center

CEED project

Microsoft Innovation Center

Regional Mobile Application Lab

Established

2002

2012

2011

2011

Sector focus

• Agroprocess• Production

• IT• Pharmaseuti

cal

• IT

• Mobile app

Services providedFinancial support

• Loan guarantee• Business

consulting• Information

provision

• Training• Consulting• Networking• Connection to VC

• Facility• Networking• Training courses

• Office space

~ $50,000

~ $12,000 (loan)

N/A

~ $10,000

22

THERE IS A SIGNIFICANT OPPORTUNITY TO MAINSTREAM KOLBA LAB PROCESS INTO THE EXISTING PROGRAMMES

SOCIO-ECONOMIC GOVERNANCE

• How can ‘paid internship’ programme be made more attractive to companies?

• What efficient farming approaches could be applied?

• What are the efficient greenhouse heating technologies?

Source: Interview with UNDP and Unicef staff

SOCIAL PROTECTION

• How could public spaces be improved for people with disability?

• How could educational materials/contents be accessible for the people with disability?

• How could bribery be stopped in education and health service provision?

HEALTH & NUTRITION

• How could the benefit of breast feeding be effectively communicated across Armenia?

• How could small scale faming be improved?

• How could neo-natal health service be improved?

OTHERS

• How could the use of plastic bags be reduced

GOVERNANCE

• What are the major needs of the disabled and how could they be addressed?

• What are the effective anti-corruption approaches?

ENVIRONMENT

• What are effective energy saving heating technologies?

Question asked to UNDP and Unicef ‘What are the challenges that your programme is facing?’

‘KOLBA LAB ONLINE’ COULD GENERATE ADDITIONAL IDEAS AND SHOWCASE EXTERNALLY

Innovating with the Youth

Innovating with the Youth

Breast feeding campaignUnicef is seeking campaign ideas to increase breast feeding in Armenia.

- Read more

Fruit drying technologiesUNDP is seeking ideas and technologies for low cost fruit drying technologies

- Read more

CHALLENGES PAGE IMAGE SHOWCASING PAGE IMAGE

Inclusive society for the people with disabilityUNDP and Unicef are seeking ideas to make public spaces more accesible for the people with disability

- Read more

Submissions25 ideas

Submit ideas!

Submissions8 ideas

Submit ideas!

Submissions15 ideas

Submit ideas!

Challenges Adopted ideas Challenges Adopted ideas

No plastics campaignUnicef implemented the ‘No Plastics’ campaign. See how this impacted the community:

- Read more

Fuel efficient toolUNDP supported the incubation of technology that can save up to 20% of fuel consumption

- Read more

New ways of farmingUNDP and Unicef jointly implemented a new community farming method.

- Read more

100

50

34

Source: Adopted from Unicef Innovation Page

Powered byPowered by

It might be worth discussing with the Unicef Innovation team the possibility of ‘borrowing’ Unicef Innovation website design and backend.

24

RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS - FINANCIAL

Example

Corporations

External

Internal

• UNDP TTF/Innovation• Existing project funds • Unicef core funding

• Central Bank• USAID• EU• Denmark

• Coca Cola• Microsoft• Armenian companies

Foundations• Armenian foundations

Likelihood of success

• High

Comments

• HQ funding discussion needs to start immediately

• Medium • Innovation & technology high on USAID agenda

• Medium • Needs to bring sectors close to company’s core business

Funding source

Individuals

• Crowd funding

Funding for (e.g.)

• Co-leads• Initial round of

2014 activities

• Prototype, Alfa, and Beta idea support

• Kolba Labs overall activities

• Award prize for specific challenges of their interest

• Prototype, Alfa and Beta idea support

• Prototype, Alfa and Beta idea support

• Low/Medium

• Low

Pu

bli

cP

riv

ate • Need to map the local

foundations and their areas of interest

• A crowded area. Better to test on existing successful platform, e.g. One Armenia, or kickstarter

25

RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS – IN-KIND

Example

Corporations

External

Internal

• Fully funded UN Volunteers

• Government of Armenia

• USAID

• Coca Cola• Microsoft• Armenian companies

Foundations• Armenian foundations

Likelihood of success

• Medium

Comments

• Discussion needs to start immediately

• High • Innovation & technology high on USAID agenda

• Medium • Needs to tailor pitch • Emphasise how these support

enhance company’s profile

Funding source

Individuals

• Diaspora volunteers (Birthright)

Funding for (e.g.)

• IT specialist

• Kolba Lab office space

• Sharing of mentors

• Computers• Mobile phones

• Office space

• IT Specialist• Kolba Fellows

• ?

• High

Pu

bli

cP

riv

ate • Need to map the local

foundations and their areas of interest

• Specify specs required for the volunteers

KOLBA LAB TEAM CAN START SMALL

26

The Lab- Co-Lead:

Business native- Co-Lead: UN

insider- IT Specialist: digital comms,

venture support- Lab Assistant:

admin, event logistics, research

Lab FellowsVenture support

Research

Lab InternsLogisticsResearch

UNDP Programme Analysts

UNICEF Sector Experts

27

IN ORDER TO FOSTER INNOVATIVE CULTURE, A BI-WEEKLY KOLBA CAFÉ, COMBINED WITH BI-ANNUAL KOLBA AWARD CAN BE INITIATED.

cafe• A bi-weekly Friday casual discussion

forum for all unicef and UNDP staff

• Each agency staff take turns in presenting three innovative approaches that are relevant to their day to day work

• Every 6 months, the person who identified best and relevant innovation receives ‘Kolba award’ from Resident Coordinator

• Coffee and snacks provided to foster relaxing and open atmosphere

28

MEDIUM TERM SOCIAL INVESTMENT FUND SOCIAL ENTREPRENEURS COULD TAP INTO

Funding sizeSmall Large

So

cial

-B

usi

nes

s F

ocu

sB

usi

ne

ssS

oci

al

EXAMPLES

29

CROWD FUNDING PLATFORMS THAT SOCIAL ENTREPRENEURS COULD TAP INTO

Description

• The most popular crowd-funding for product development

• Crowd sourced peer to peer loan service

• The first crowd funding platform for development projects

Useful for Kolba incubated entrepreneurs when..

• The idea is linked to physical product development that can excite the consumers

• If the idea has a sustainable business model

• If the idea is socially driven, that needs philanthropic funding

Platform

• Armenia’s first crowd funding platform

Annual budget

• ~ $ 1 billion (2013 est.)

• ~ $20 million

• ~ $1 million

• ~ $100,000

EXAMPLES

• The first technology distribution platform for the last mile

• ~ $ 1 billion (2013 est.)

• If the idea is proven affordable technologies for the poor

• Currently focusing on IT and culture in Armenia.

• Possibly interested in Kolba incubated projects in the future

30

ENVIRONMENT TEAM HAS ALREADY BEEN SUPPORTING INNOVATIVE INITIATIVES. THIS KIND OF INITIATIVES COULD ALSO BE FURTHER SCALED UP THROUGH KOLBA LABS.

Source: Interview with UNDP and Unicef staff

• The inventor approached Environment unit with an idea of a energy saving technology

• Environment unit asked him to develop a prototype and test the efficiency

Nov 2012 May 2013

• The inventor developed a prototype, and visited Environment unit to show the test results

• Environment unit started to prepare GEF application

June 2013 Oct 2013

• Environment unit provided $26,000 to allow the inventor to produce 3,000 units for testing

• The test completed with positive results

Innovation: The small tool that can be easily attached to the tailpile of any car could make the fuel comsuption 25% more efficient

31

PARTNERSHIP ANALYSIS IMAGE

Incubators

Universities

Government

Diaspora

Investors

Ideas Prototype Alpha Beta Roll out/scale

32

THE CURRENT CHALLENGE:(RISKY) JUMPING FROM AN UNTESTED IDEA TO A FULL PROJECT

UNDP• Resources• Reputation

?

“Phase Gate Funnel” Framework from New Product Development


Fil

ter

Fil

ter

Fil

ter

Fil

ter

(Early & Often) Input from Outside World to Validate / Improve Solution

Addressing Various Aspects


1. Sourcing - How to feed the pipeline?

2. Screening – How to screen-out the best…and fail fast on others?

3. Support – How to help teams get trained, their work supported?

4. Feedback – How to get feedback from outside/real world ASAP?

5. Partner – What other people/organizations’ skills to leverage, when?

6. Funding – Who to turn to for funding, at various stages?

7. Staffing – How to define roles & responsibilities?

8. Portfolio Management – How to govern a number of pipelines?

Screening Criteria:Flexible but Increasingly Stringent at Each Phase


Good fit internally?

• Fits in mandate? • Fits in mandate? • Fits in mandate? • Fits in mandate?

Addressing right “Market Need”?

• Research agrees with the “need” hypothesis?

• Who locally agrees with the “need” hypothesis?

• Feedback confirms the basic “need” hypothesis?

• Feedback refines the basic “need” hypothesis?

Right “Solution” to the “Need”?

• Does solution pass internal sanity test?

• Pass 1-2 local experts sanity test?

• Risk/reward ratio is favorable?

• Passes 3-5 users “kick-the-tires” test?

• Risk/reward ratio “revisit” still positive

• Passes 5-10 users alpha evaluation?

• Risk/reward ratio “revisit” still positive

Able to test on small scale?

• Sanity check to weed-out the “untestable”

• Draft “Alpha” Test Plan passes initial sanity-check

• Final “Alpha” Test Plan validated by experts?

✔

Good fit with Donor agendas?

• General high-level fit?• Can identify 1-2

possible donors?• Good feedback from

possible donors? • Donor(s) like the

alpha test results

End-scenario “home” if Beta is successful?

• Can imagine it will fit in UN, Govt., Enterprise?

• Discussion with 1-2 possible “homes”

• Good feedback from possible “home”(s)?

• Home like the alpha test results?

Scalable if successful?

• Sanity check to weed-out the “un-scalable”

• High-level migration plan internal review

• High-level migration plan external review

• Mid-level migration plan external review

Support Services:Training, Team & Templates to Make Good People Better

Ideas Prototype Alpha Beta Roll out

Training • Boot Camp Basics • Bootstrap Tactics• Rapid Prototyping

• Test Definition• Feedback Use

• Test Definition• Feedback Use

Support Team • Professors• Generalists

• Mentor• Partner specialists• Professional team

• Mentor• Partner specialist• Testing Team

• Mentor• Specialist(s)• Hand-Off Team

Templates • Product Definition• General Pitch• Project Plan

• Entity Formation• Business Plan• Account Books

• Pilot Plan• Beta Pitch• Funder Pitch

• Pilot Plan• Scale Pitch• Funder Pitch

Other Tools • Yammer • Yammer • Yammer • Yammer

Feedback Loops:From Small Feedback on Many Ideas, to Big Beta Testing of a Few


Time Commitment: 15-30 min. 1-4 hours ~5-10 days ~ 2-8 weeks

Typical Format: Interview Kick-the-Tires Short Test Drive Rent-the-Car

End-User• Can I imagine using

this, once “real”? • Is this what I’d expect?

What needs to change? • Does this add

value? How better?• Ready to buy / use

on long-term basis?

NGO / Donor • Does this make

sense?• What projects similar?

• What lessons learned from similar projects?

• Does this work as expected?

• Is this ready for deploying?

Academia

• Does it make sense?• Is there research that

can help?

• What professors or students could help to verify some facts? Or to improve and fill gaps?

• From perspective of a professional end-user, should this add value?

• What changes can be made to make this better / scalable in the future?

Industry• Does the need exist? • Possibly viable

solution?• Product potential? • What’s need pre-

commercialization?

Local Govt. • Can I see benefit for

my locality in future?• Is this what I’d expect?

What needs to change? • Does this add

value? How better?• Ready to promote

or use, long-term?

Nat. Govt. N/A N/A • Does this add

value? How better?• Ready to promote

or use, long-term?

Partnerships:For Sourcing at Different Stages


Other Incubators ✔ ✔Other NGOs ✔ ✔ ✔ ✔Universities ✔ ✔Diaspora Network ✔ ✔ ✔ ✔Industry Assoc. ✔ ✔ ✔ ✔Companies ✔ ✔Investors ✔ ✔Local Govt. ✔ ✔ ✔ ✔Nat. Govt. ✔ ✔ ✔Donors ✔ ✔ ✔ ✔

Partnerships:For Training/Expertise & Support (e.g. facilities, networking, services)


Mentors & Prof. Firms Training Training Training

OtherIncubators Training Training+Support

Other NGOs Training+Support Training+Support Support Support

UniversitiesTraining+Support Training+Support Support Support

Diaspora Network Training Training Training

Industry Assoc. Training+Support Training+Support Training+ Support Training+Support

Companies Training Training Training+Support Investors TrainingGovt. Support

Partnerships:For Feedback / Testing (including finding End-Users, analyzing Feedback)


Mentors ✔ ✔ ✔

OtherIncubators ✔ ✔ ✔ ✔

Other NGOs ✔ ✔ ✔ ✔Universities ✔ ✔

Diaspora Network ✔ ✔ ✔

Industry Assoc. ✔ ✔ ✔

Companies ✔ ✔ ✔Investors ✔Govt. ✔ ✔ ✔Donors ✔ (eventually) ✔ ✔ ✔

FUNDING: MOBILISING RESOURCES AND ALIGNING INCENTIVES


UNDP [Selection and/or modification of internal funding process TBD]

NGOs - - Partnerships at “Alpha/Beta” may

include funding support from other

Diaspora Network

Crowd-source funding can be used at all stages. Wealthy individuals may support “pet projects” that were their idea, mentored on, or otherwise align with their interests.

Companies - Partial funding if have commercial or equity interests.

Investors - - If potential to scale a for-profit startup.

Local Govt. Partial funding (i.e. subsidized co-funding) - -

Nat. Govt. Standard funding model, but emphasizing “phased approach for risk mitigation”

Donor Orgs Standard funding model…..but may want to also ask for flexible “theme seed funding”

Running Multiple Program Funnels in Parallel:Leveraging Resources & Increasing Network Effects

Governance

Environment

Socio-Econ.

Governance:How to Adapt Portfolio Management Tools from Silicon Valley?

Current supply of resources available vs demand for project resources. Resource bottlenecks.

Resource Analysis

Optimal, Prioritized Project Portfolio

1.

2.

3.

4.

5.

6.

7.

8.

9.

Risk vs ReturnAssessment

Technical, process, and user-uptake risks versus benefits / ROI

Project Road Map

Sequencing of product introduction & product-related bus./clinical process changes

StrategicAlignment Matrix

Contribution of individual projects to achieving strategic goals

Impact Assessment

Time & Money

Strategic Goals

InternalImpact

ExternalImpact

Value of project to various end-users, and overall clinical/ competitive strength

Change to existing product range & internal processes

Key project financial indicators: from HIT, business and clinical perspectives

Financial Model

Project Timing Start & end dates

• Aaaa aaaaaa• Bbbb bbb• Cccc ccc ccc• Ddddd ddd• Eeeee eee eeee

Projects to be resourced

ProjectProfiles

GOVERNANCE: PORTFOLIO MANAGEMENT TOOLS

NoChange

Tuning andIncrementalImprovements

Major Upgrade to Single Dept.or Practice Area

NextGenerationProcess

NewCoreProcess

New CoreProduct

Addition toProduct Family

Add-Ons andEnhancements

No Change

Next Generationof Core Product

Strategic change in the environment. Defines new development pathways; delivering value; redefines the industry.

Foundation for future generations of projects/services and a strong competitive presence.

Leverages platform projects/services and provides niche/regional alternatives for stakeholders.

Products with little substantive improvement over current alternatives, but may have importance.

SUPPORT

DERIVATIVE

PLATFORM

BREAKTHROUGHor DISRUPTIVE

Process Changes

ProductChanges

Changes in Business Processes

Projects/Services Offering

New Functions or Better Experience

GOVERNANCE: EXAMPLE OF A WELL-BALANCED PORTFOLIO

SUPPORT

DERIVATIVE

PLATFORM

BREAKTHROUGHor DISRUPTIVE

NoChange

Tuning andIncrementalImprovements

Major Upgrade to Single Dept.or Practice Area

NextGenerationProcess

New CoreProduct

Addition toProduct Family

Add-Ons andEnhancements

No Change

Next Generationof Core Product

Process Changes

ProductChanges

Changes in Clinical & Business Processes

Apps Offering New Functions or Better Experience

Innovation journey - UNDP Armenia-George Hodge

Technology

Transcript of Innovation journey - UNDP Armenia-George Hodge