Innovation Thinking: Evolve and Expand Your Capabilities
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Transcript of Innovation Thinking: Evolve and Expand Your Capabilities
TM PM Tutorial
10/1/2013 1:00:00 PM
"Innovation Thinking: Evolve and
Expand Your Capabilities"
Presented by:
Jennifer Bonine
tap|QA
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com
Jennifer Bonine
tap|QA, Inc.
Jennifer Bonine is a VP of global delivery and solutions for tap|QA Inc., a global company that
specializes in strategic solutions for businesses. Jennifer began her career in consulting,
implementing large ERP solutions. She has held executive level positions leading development,
quality assurance and testing, organizational development, and process improvement teams for
Fortune 500 companies in several domains.
9/5/2013
1
© The Insights Group Ltd, 2009. All rights reserved.
© The Insights Group Ltd, 2009. All rights reserved
Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.
Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.
.
Innovation Thinking
Evolve and Expand Your Capabilities.
Facilitated By:
Jennifer Bonine
© The Insights Group Ltd, 2009. All rights reserved.
Logistics for
the day..
• Training starts at 1:00 pm
• Break between 2:30 and 2:45 pm
• Plan to end at 4:30 pm
9/5/2013
2
© The Insights Group Ltd, 2009. All rights reserved.
Ground Rules.
• Cell phones to vibrate
• Open minds
• Listen
• Contribute to session will get more out of it
– Participation is key
• Be present
• This is for you.soak it in
© The Insights Group Ltd, 2009. All rights reserved.
Agenda for Session
• I’ll talk
• Then you’ll talk
• We will all move around and do some activities
• Then I’ll talk some more
• You’ll talk some more
• We all leave with a better understand yourselves
as leaders and how to have maximum impact as
a leader leveraging strengths in your teams
9/5/2013
3
© The Insights Group Ltd, 2009. All rights reserved.
Speed Chat
• Take a card
• Get to as many people in the room as you
can and write their responses down on
your card
• Ask your question then make sure you
give your response to that person’s
question
© The Insights Group Ltd, 2009. All rights reserved.
What Do You Think?Harvard Business Review 2002
What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties?
87%
9/5/2013
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© The Insights Group Ltd, 2009. All rights reserved.
The Steps to
Innovation Effectiveness
Step 1
Explore and
discover more
about yourself
Step 2
Learn how to recognize
and appreciate others’
differences
Step 3
Learn how to adapt your
behaviour to interact
more effectively with
othersStep 4
Take action and
put your learning
into practice
Page 4
© The Insights Group Ltd, 2009. All rights reserved.
Innovation
Strategy
tweet_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Use the spaces above to succinctly create your
140 character tweet for your strategy around innovation.
See Example below:
Innovation for us is no limits, no penalty
for creativity, all ideas are heard, and we try the best
ones quarterly
9/5/2013
5
© The Insights Group Ltd, 2009. All rights reserved.
Perception
You will see
the world
differently
from the way
other people
see it.
Page 7
© The Insights Group Ltd, 2009. All rights reserved.© The Insights Group Ltd, 2009. All rights reserved. nsights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.
Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.
9/5/2013
6
© The Insights Group Ltd, 2009. All rights reserved.INTR 4.2
Perception
Perception
News Flash: Cmabrigde Uinervtisy Rscheearch
Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it
deosn't mttaer in waht oredr the ltteers in a wrod are, the
olny iprmoetnt tihng is taht the frist and lsat ltteer be at the
rghit pclae. The rset can be a taotl mses and you can sitll
raed it wouthit porbelm. Tihs is bcuseae the huamn mnid
deos not raed ervey lteter by istlef but the wrod as a wlohe.
The mind interprets patterns based on past
experience – or on patterns it already
knows
Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3
9/5/2013
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation StrategyRemember Your Vector Math!
= 0Multiple innovation initiatives
Bubble-up management
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core & Context
ContextCore
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8
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Underlying Drivers in Growth Markets Technology Adoption Strategies
Techies:
Just try it!
Pragmatists:
Stick with the herd!
Conservatives:
Stick with what’s proven!
Skeptics:
Just say No!
Visionaries:
Get ahead of the herd!
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Technology Adoption Life Cycle
Chasm
Early
Market
Bowling Alley
Tornado
Main Street
9/5/2013
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Time
Market Growth
Technology Adoption
Life Cycle
Growth
Market Mature
Market
Declining
Market
Indefinitely elastic
middle period
End of
Life
A
Fault
Line!
E
DC
B
The Category Maturity Life Cycle
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
AE
D
C
B
Cisco Systems andThe Category Maturity Life Cycle
Non-Internet
Protocol Support
• SNA
• ATM Frame Relay
• Novell Netware
• Etc.
Internet Routers
• Core
• Edge
• Access
Internet Switches
• Modular
• Stackable
Advanced
Technologies
• VOIP
• Security
• Wireless
• SAN switches
Home Networking
• Wireless networks
• VOIP adapters
Sector Futures
• Data Center Virtualization
• Service Provider Triple Play
• The Networked Home
Problem Children
• Optical network equipment
• Service Provider access
9/5/2013
10
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Volume Operations Model
Consumers
Consumers
Consumers
Consumers
Consumers
Consumers
Consumers
ConsumersDistribution
Channel
Shared
Infrastructure
Offer Offer
Offer
Offer
OfferOffer
Offer
Offer
Technology
Brand Advertising
Promotions
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Cyclicality & Strategy
C1 V1
Volume operations commoditize categories created by complex systems
Complex
Systems
Volume
Operations
Complex systems respond by creating the next level of complexity
C2 C3V2 V3
9/5/2013
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
A Broad Universe of Innovation Types
Value Migration
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Organic
Renewal
Acquisition
Renewal
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Four Innovation Zones
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
Business Model
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Product
Leadership
Zone
Operational
Excellence
Zone
Customer
Intimacy
Zone
Category
Renewal
Zone
9/5/2013
12
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Innovation Types for Growth MarketsThe Product Leadership Zone
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation Types for Growth Markets
ProductNew Existing
Market
New
Existing
Disruptive
Innovation
Product
Innovation
Application
Innovation
Platform
Innovation
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Experiential
Innovation
Marketing
Innovation
Innovation Types for Mature MarketsThe Customer Intimacy Zone
Customer Intimacy Zone
Enhancement
Innovation
Line Extension
Innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation Types for Mature MarketsThe Operational Excellence Zone
Integration
Innovation
Process
Innovation
Value Migration
Innovation
Value Engineering
Innovation
Operational Excellence Zone
9/5/2013
14
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation Types for Declining MarketsLeveraging Category Renewal
Harvest
& Exit
Category Renewal
Organic
Acquisition
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core Becomes Context Over TimeThe End of Core is Commoditization
Subsidized cell phones
SMS messaging
Fashionable accessories
Color screens
Camera functionality
Longer battery life
Video games & downloads
Cellular Telephony Example
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
ContextCore
Context Build-up
CoreContext
Start-upEstablished
Enterprise
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Two Birds, One Stone
Extract resources from context to
repurpose for core
9/5/2013
16
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core/Context Analysis Framework
CoreProcess creates
differentiation that
wins customers
ContextAll other
processes
Mission CriticalProcess shortfall creates
serious and immediate risk
Non-Mission-CriticalAll other processes
Differentiation
Risk
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
The Cycle of Innovation
Deploy
Invent Offload
Core Context
Mission Critical
Non-Mission-Critical
Manage
Manage
Mission-critical
Processes
At Scale
Extract
Resources
To Repurpose
For CoreInvent
Differentiated
Offering
Deploy
Differentiation
At Scale
Fund next innovation
IV
IIIII
I
9/5/2013
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Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Mission Critical
Non-Mission-Critical
Clinging to Context How Resources Get Stuck
Resources
get stuck
here
Resources are
added here for
supportResources
still get
invested here
But lack of
resources here
results in failure
to deploy!
Mission
-
critical
risk
Core Context
IV
IIIII
I
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core Context
The Five Levers ModelExtracting Resources from Mission-Critical Context
1. Centralize. Bring operations under a single authority
to reduce overhead costs and create a single
decision-making authority to manage risk
2. Standardize. Reduce the variety and variability of
processes delivering similar outputs to further reduce
costs and minimize risks.
3. Modularize. Deconstruct the system into its
component subsystems and standardize interfaces for
future cost reductions.
4. Optimize. Eliminate redundant steps, automate
standard sequences, streamline remaining operations,
substitute lower-cost resources, and instrument the
process for monitoring and control.
5. Outsource. Drive processes out of the enterprise
entirely to further reduce overhead, variabilize costs,
and minimize future investment. Incorporate
monitoring systems into Service Level Agreement
Requires
specialized
support
9/5/2013
18
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
The Problem with OutsourcingWhat Happens to the Work Force?
Resources
Available
Here
Resources
Wanted
Here
Core Context
Mission
Critical
Enabling
People being released lack the skills
to fill the positions being opened
IV
IIIII
I
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Resource Recycling
AC
B
Work circulates clockwise
People recycle counter-clockwise
IV
IIIII
I
9/5/2013
19
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Resource-Recycling Zones
IV
IIIII
I
Invention
Zone
Deployment
Zone
Optimization
Zone
Handoff
# 1
Handoff
# 2
Entrepreneurs
Think outside the box to create
new core
Program managers
Think inside the box to deploy
processes at scale
Process optimizers
Think inside and outside the box
to extract resources
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Resource Recycling Meets Outsourcing
Zone rotations drive perpetual innovation
1
2
3
4
5
6
7
IV
IIIII
I
9/5/2013
20
© The Insights Group Ltd, 2009. All rights reserved.
Innovation
Strategy
tweet re-
done
Original:
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Use the spaces above to succinctly create your
140 character tweet for your strategy around innovation.
See Example below:
Innovation for us is no limits, no penalty
for creativity, all ideas are heard, and we try the best
ones quarterly
Final:
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
© The Insights Group Ltd, 2009. All rights reserved.
Committing to Action & Personal Reflection:
• As you continue your journey, think about:
•What did I discover about myself as a leader?
•What do I appreciate about the styles of others?
•How will I adapt my behaviour to get better results?
•What is my key action?