Predictive Innovation Metrics - Data-driven innovation as a repeatable process for large and medium...

PREDICTIVE INNOVATION METRICS DATA-DRIVEN INNOVATION AS A REPEATABLE PROCESSFOR LARGE AND MEDIUMCOMPANIES

+ANDERSEN & ASSOCIATESCORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE

[email protected]

mailto:[email protected]

– Steve Blank

“INNOVATION WON’T COME FROM PLANS OR PEOPLE OUTSIDE YOUR

COMPANY – IT WILL BE FOUND IN THE PEOPLE YOU ALREADY HAVE INSIDE

WHO UNDERSTAND YOUR COMPANY’S STRENGTHS AND ITS

VULNERABILITIES”

ABOUT VIDAR ANDERSEN

FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES

• NORWEGIAN LIVING IN COLOGNE, DE SINCE 2005

• WORKING WITH F500 CORPORATIONS AND GOS SOLVING PROBLEMS WITH TECHNOLOGYSINCE 1996

• SERIAL STARTUP FOUNDER & ENTREPRENEUR WITH HITS & MISSES

• EDUCATOR (UNIVERSITY LECTURER ON STARTUP ENTREPRENEURSHIP, STARTUP NEXT INSTRUCTOR & CERTIFIED LEAN LAUNCHPAD EDUCATOR @ STANFORD)

+20 YEARS EXPERIENCE

TEACHING AT E.G.

ANDERSEN FOUNDED E.G.

FEATURED & RECOGNIZED

“[Vidar Andersen] one of the most important persons in the German startup scene.” –

Wirtschafts Woche, April 2015

CERTIFIED LEAN LAUNCHPAD (LLP)EDUCATOR @STANFORD

LLP LECTURE MARCH 2015 @ QAZVIN ISLAMIC AZAD UNIVERSITY, IRAN

PREDICTIVE INNOVATION METRICS FOR THE FUTURE

METHODOLOGIES, METRICS AND MANAGEMENT TOOLS FOR PREDICTABLE CONTINUOUS INNOVATION AS A PROCESS

1. METHODOLOGIES

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

H1: KNOWNH2: PARTIALLY KNOWN

H3: UNKNOWN

METHODOLOGY FOR HORIZON 1

INNOVATIONS

PRODUCT MANAGEMENT

GATE 1STAGE 1

GATE 2STAGE 2

GATE 3STAGE 3

GATE 4STAGE 4

GATE 5STAGE 5

PROCESS INNOVATION

HORIZON 1 EXTEND THE CORE

USE TRADITIONAL METHODOLOGIES FOR HORIZON 1 PROJECTS

IDEA SCREEN

SCOPING

SECOND SCREEN

BUILD BUSINESS CASE

GO TO DEVELOPMENT

DEVELOPMENT

GO TO TESTING

TESTING & VALIDATION

GO TO LAUNCH

LAUNCH

H1 AND H2-3 INNOVATION ARE MUTUALLY EXCLUSIVE

H1 EXECUTE

SEARCHH2 & 3

BUT YOU HAVE TO DO BOTHDISRUPT OR BE DISRUPTED

DOING H1 AND H2-3 INNOVATION WITHIN SAME STRUCTURE FAILS

SUSTAINING

DISRUPTIVEOUTSIDE OF DAILY OPERATIONS

INSIDE OF DAILY OPERATIONS

H2 & 3 RUN AND MANAGED AS COMPLETELY SEPARATE PROCESS

BUT WITH A TRANSPARENT WAY FOR EMPLOYEES TO GO BACK AND FORTH

OPERATIONS

INNOVATIONSNEED NEW KPI & MANAGEMENT TOOLS

PRODUCT MANAGEMENT & ADMINISTRATION

METHODOLOGIES FOR HORIZON 2 & 3

INNOVATIONS

1. METHODOLOGIES

BUSINESS MODEL GENERATION

CUSTOMERDEVELOPMENT

AGILE ENGINEERING+ +

THE

LEAN

STARTUP HORIZON 3 DISRUPTS THE CORE

2. PROCESS

EVIDENCE-BASED, DATA-DRIVEN PROCESS

OUTSIDEWORK MEETUPS MENTORING

VIDEO LECTURESWRITTEN MATERIALCUSTOMER INTERVIEWS EXPERIENCE-BASED

DISCUSSIONS - INSIGHTS ADDITIONAL LECTURESACCOUNTABILITYFEEDBACK, PEER REVIEW

DURING MEETUPS BETWEEN MEETUPS WITH EXPERIENCEDENTREPRENEURS

THE LEAN LAUNCHPAD (LLP)

LLP +3.000 TEAMS WORLD WIDE

• THE LEAN LAUNCHPAD CURRICULUM

• NATIONAL SCIENCE FOUNDATION’SINNOVATION-CORPS

• +200 UNIVERSITIES WORLD WIDE

• +40 ACCELERATORS / INCUBATORS

• FORTUNE 500 CORPORATIONS

IN EUROPE WITH +ANDERSEN

LLP @ UNIVERSITY OF COLOGNE (ONE OF 4 GERMAN ELITE UNIVERSITIES) GLOBAL CORPORATIONS

LLP - TRAINING +300 EDUCATORS A YEAR

• LEAN LAUNCHPAD EDUCATORS TRAINING & CERTIFICATIONS

• STANDARDIZED PROCESS & CURRICULUM

• STANDARDIZED, VALIDATED TRAINING & CERTIFICATION

• HELD AT STANFORD, BERKELEY, COLUMBIA AND MORE ON A REGULAR BASIS

• MORE INFO AT NCIAA.ORG/LLP

http://nciaa.org/llp

HTTPS://VIMEO.COM/LAUNCHPADCENTRAL/VIDEOS

https://vimeo.com/launchpadcentral/videos

THE NATIONAL SCIENCE FOUNDATION (NSF) IS A UNITED STATES GOVERNMENT AGENCY THAT SUPPORTS FUNDAMENTAL RESEARCH AND EDUCATION IN ALL THE NON-MEDICAL FIELDS OF SCIENCE AND ENGINEERING

THEY DECIDE WHICH PUBLIC SCIENTIFIC RESEARCH PROJECTS WILL GET FEDERAL FUNDING FOR COMMERCIALIZATION IN THE US

BUDGET: $7B ANNUALLY

NSF'S iCORPS ACCELERATOR PROGRAM WENT FROM A 18% TO A +60% FUNDING RATE OF PROJECTS AFTER REQUIRING APPLICANTS TO TAKE THE LEAN LAUNCHPAD AS A PREREQUISITE FOR FUNDING & USING LAUNCHPAD CENTRAL AS THE MANAGEMENT TOOL

THE LEAN LAUNCHPAD ENABLES YOU TO GO FASTER: 10X THE NUMBER OF INITIATIVES IN 1/5 THE TIME COMPARED TO TRADITIONAL INNOVATION - THAT’S A 50X SPEEDUP KIND OF FAST

2. EVIDENCE BASED PROCESS


CUSTOMERDEVELOPMENT

AGILE ENGINEERING

HYPOTHESES EXPERIMENTS DATA

METHODOLOGIES (THEORY)

+ +

MENTORSHIP

LEAN LAUNCHPAD CURRICULUM

3. TOOLS & METRICS

INNOVATION MANAGEMENT TOOL

GATHERS & TRACKS DATA ON HYPOTHESES, PIVOTS, MVPS, METRICS EVIDENCE & TRAJECTORY

3. INNOVATION MGMT TOOL

WEEKLY PROGRESS

EXPERIMENTSCORECARD

DATA, TRAJECTORY EXPERIMENTS,

READINESS LEVEL+ =


CUSTOMERDEVELOPMENT

AGILE ENGINEERING


METHODOLOGIES (THEORY)

EVIDENCE BASED PROCESS

+ +

MENTORSHIP

KPI

FIND FILTER FUNDEARLY STAGE

POTENTIAL

RIGOROUS TESTING AND VALIDATION TO FILTER IDEAS

INNOVATION VENTURES RIPE

FOR INVESTMENT

COHORT LEADERBOARD

ALL COHORTS (SIMULTANEOUS TEAMS, PROJECTS, IDEAS)

CUSTOMER INTERVIEWS

HYPOTHESES TO TEST

INVALIDATED HYPOTHESES

WEEKLY CANVAS UPDATES

TRACK ALL HYPOTHESES TESTING

SCORECARD: 9 WAY KANBAN BOARD, DATA

ADVANCED DATA MINING

WHAT TO DO WITH ALL THIS DATA?

INTRODUCING A METRIC FOR INNOVATION READINESS LEVEL

NASA/DOD TRL:TECHNOLOGY READINESS LEVEL

• FORMAL WAY TO ASSESS TECHNOLOGY PROJECT MATURITY

• QUANTIFY RELATIVE RISKS

• DATA DRIVEN

• ADOPTED BY NASA, DOD, FAA, ESA AND SO ON

• INTRODUCED IN 1974 BY NASA JPL

• ALSO SEE: HTTP://WWW.WIKIWAND.COM/EN/TECHNOLOGY_READINESS_LEVEL TRL 1

TRL 2

TRL 3

TRL 4

TRL 5

TRL 6

TRL 7

TRL 8

TRL 9

http://www.wikiwand.com/en/Technology_readiness_level

NASA/DOD TECHNOLOGY READINESS LEVEL 1 & 2

BASIC TECHNOLOGY RESEARCH:

• BASIC PRINCIPLES OBSERVED

• TECHNOLOGY CONCEPT FORMULATED

CONCEPTTRL 1

TRL 2

TRL 3

TRL 4

TRL 5

TRL 6

TRL 7

TRL 8

TRL 9


RESEARCH TO PROVE FEASIBILITY:

• EXPERIMENTAL PROOF OF CONCEPT

• BREADBOARD VALIDATION IN LABRESEARCH

TRL 1

TRL 2

TRL 3

TRL 4

TRL 5

TRL 6

TRL 7

TRL 8

TRL 9

CONCEPT


DEMO PROTOTYPE:

• BREADBOARD VALIDATION OUTSIDE OF BUILDING

• SYSTEM DEMO IN REAL WORLD

DEMO

TRL 1

TRL 2

TRL 3

TRL 4

TRL 5

TRL 6

TRL 7

TRL 8

TRL 9

RESEARCH

CONCEPT

NASA/DOD TECHNOLOGY READINESS LEVEL 7, 8 & 9

DEPLOYMENT:

• SYSTEM DEVELOPMENT

• SYSTEM DEVELOPMENT IN REAL WORLD

DEPLOYMENT

TRL 1

TRL 2

TRL 3

TRL 4

TRL 5

TRL 6

TRL 7

TRL 8

TRL 9

CONCEPT

RESEARCH

DEMO

WHAT DOES THIS MEAN FOR AN INNOVATION METRIC?

INTRODUCING THE INNOVATION READINESS LEVEL KPI

INNOVATION READINESS LEVEL

• WE CAN DO THE SAME FOR NEW INNOVATION VENTURES

• EMPHASIS IS ON DATA

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

INNOVATION READINESS LEVEL

• A FORMAL WAY TO QUANTIFY RELATIVE RISK

• DATA DRIVEN

• ANALOG TO NASA/DODTECHNOLOGY READINESS LEVEL (TRL)

• ADAPTABLE TO YOUR INDIVIDUAL CORPORATE GOALS, URGENCY, VERTICALS AND RISK AVERSION (I.E. RELATIVE NOT ABSOLUTE SCALE)

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

INNOVATION READINESS LEVEL 1 & 2

HYPOTHESES:

• VALUE PROPOSITIONS SUMMARIZED

• BM CANVAS HYPOTHESES ARTICULATED

HYPOTHESESIRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9


PROBLEM / SOLUTION FIT:

• PROBLEM SOLUTION FIT

• LOW FIDELITY MVP PROBLEM /SOLUTION

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

HYPOTHESES


VALIDATE:

• PRODUCT / MARKET FIT

• RIGHT SIDE OF BUSINESS MODEL CANVAS

• VALUE PROPS, CUSTOMER SEGMENTS, CHANNELS, CUST REL & REVENUE SOURCES

PRODUCT/MARKET

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

PROBLEM /SOLUTION

HYPOTHESES


VALIDATE:

• LEFT SIDE OF BUSINESS MODEL CANVAS

• ACTIVITIES, RESOURCES, PARTNERS & COSTS

VALIDATE LEFT BMC SIDE

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

PRODUCT/MARKET

PROBLEM /SOLUTION

HYPOTHESES

INNOVATION READINESS LEVEL 9+

METRICS THAT MATTER

METRICS THATMATTER

• SALES & REVENUE METRICS

• USER & CUSTOMER GROWTH METRICS

• ENGAGEMENT METRICS

• COHORT, FUNNEL, ATTRITION & CHURN METRICS

• ETC

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

PRODUCT/MARKET

PROBLEM /SOLUTION

HYPOTHESES

VALIDATE LEFT BMC SIDE

IRL 1

IRL 2

IRL 3

IRL 4

IRL 5

IRL 6

IRL 7

IRL 8

IRL 9

INNOVATION READINESS LEVELIDENTIFY AND VALIDATE METRICS THAT MATTER VALIDATE VALUE DELIVERY (LEFT CANVAS SIDE) PROTOTYPE HIGH-FIDELITY MVP VALIDATE REVENUE MODEL (RIGHT CANVAS SIDE) VALIDATE PRODUCT-MARKET FIT PROTOTYPE LOW-FIDELITY MVP PROBLEM-SOLUTION VALIDATION MARKET SIZE & COMPETITIVE ANALYSIS COMPLETE FIRST-PASS OF BUSINESS MODEL CANVAS

COMBINING IT ALL FOR HORIZON 3

INNOVATIONS


CUSTOMERDEVELOPMENT

AGILE ENGINEERING


WEEKLY PROGRESS

EXPERIMENTSCORECARD

DATA, TRAJECTORY EXPERIMENTS,

READINESS LEVEL

1. METHODOLOGIES

3. EVIDENCE BASED PROCESS (LLP)

3. INNOVATION METRIC & MANAGEMENT TOOL

+ +

+ =

MENTORSHIP

THE LEAN

STARTUP

H3 INNOVATION ENGINEIRL 0-3 IRL 4-6 IRL 9+IRL 7-8

• SPIN IN? • SPIN OUT? • KILL? • EXTEND?

5 OR 12 WEEKS 3-6 MONTHS

GATE

1 GATE

2 GATE

3 GATE

4 GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE &

MVP

PERPETUAL 2 DAYS

∞ IDEAS AT ANY TIME

MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE

DISCOVER EXPLOITVALIDATE EXPLORE

TIME

LAUNCHPAD CENTRAL: CENTRAL MANAGEMENT TOOL • INVESTMENT READINESS LEVEL (KPI) • TRAJECTORIES • DISCOVERY NARRATIVES + KNOWLEDGE MANAGEMENT • BIG DATA / METRICS / PATTERNS (TODAY + HISTORICAL) • DATA-DRIVEN PREDICTIVE DECISION MAKING TOOL

THE PROCESS’ BENEFITS: •TIME & RESOURCES INDIFFERENT • INNOVATION TYPE AGNOSTIC • LOW MAINTENANCE & MANAGEMENT • SELF-SERVICED & SELF-SELECTING • INTRINSIC MOTIVATION & KNOWLEDGE TRANSFER

OVER-ARCHING STRATEGY: • LOTS OF SMALL BETS • GATED RISK REDUCTION • GATED QUALITY ASSURANCE • DATA-DRIVEN DECISION MAKING • AS A PERPETUAL SCALABLE PROCESS

H3 INNOVATION AS A PROCESS

H3 INNOVATION AS A PROCESSIRL 0-3

IRL 4-6IRL 9+IRL 7-8


5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL

2 DAYS∞ IDEAS AT ANY TIME

MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

DEALFLOW• THE STREAM OF OFFERS OR OPPORTUNITIES AS A

COLLECTIVE WHOLE (IDEAS & PEOPLE)

• AN ORGANIZATION'S DEAL FLOW IS CONSIDERED "GOOD" IF IT RESULTS IN ENOUGH OPPORTUNITIES TO KEEP THE ORGANIZATION FUNCTIONING AT PEAK CAPACITY

• THE MOST SUCCESSFUL VENTURE CAPITAL FIRMS REGULARLY RECEIVE HUNDREDS OF PROPOSITIONS EACH MONTH

• FROM AMONG THESE, IT IS NOT UNUSUAL TO FUND AND SUPPORT ONLY 0.25%–0.5% OF TOTAL DEAL FLOW

• BY MANY ESTIMATES, ONLY 3% OF PEOPLE ARE FOUNDERS

1972

OPEN INNOVATION

HACKATHONS

CHALLENGES

IDEA BOX

KICKBOX

VENTURE FEST

EXTERNAL

INTERNAL




5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL


MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

VETTING CHECKPOINT• VENTURE CAPITALIST INVITE VETTED PROSPECTIVE

OPPORTUNITIES TO PITCH THE SENIOR STAKEHOLDERS BEFORE AN INVESTMENT DECISION IS MADE

• QUALCOMM VENTURE FEST (2006, CORPORATE)

• STARTUP WEEKENDS (2007, CIVILIAN)

• SELF-SELECTION, TEAM COMPLETION

• PERFORMANCE UNDER PRESSURE MEASURED

• GOAL: VERIFICATION OF PEOPLE + IDEA (REAL VS FANTASY), IDENTIFY TEAM AUGMENTATION NEEDSEXTERNAL HR

INTERNAL HR

STARTUP BOOTCAMP @ DEUTSCHE TELEKOM




5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL


MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

PRE-ACCELERATION• THE LEAN LAUNCHPAD,

EVIDENCE BASED PROCESS FROM STANFORD& BERKELEY 2012

• CAME INTO EXISTENCE TO IMPROVECAPABILITY OF STARTUP ENTREPRENEURS ANDPERFORMANCE OF FUNDED STARTUPS

• EVIDENCE, DATA AND EXPERIENCE DRIVENBY GOING OUTSIDE OF THE BUILDING

• MENTOR DRIVEN

• REDUCES RISK, INCREASES PERFORMANCEBEFORE MORE RESOURCES ALLOCATED, BEFORE ALL-IN PHASE

• GOAL: PROBLEM-SOLUTION FIT

LLP @ DEUTSCHE TELEKOM




5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL


MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

• PROTO-ACCELERATORYCOMBINATOR, 2005

• CREATED TO SUPPORT MORE EARLY-STAGE VENTURES & FIRST TIMERS

• ALL-IN PHASE: THE INNOVATION COLONY

• REMOVED FROM BUSINESS AS USUAL

• RESOURCES & 100% TIME ALLOCATED

• MENTOR DRIVEN

• TYPICALLY 3 MONTHS PHASE

• GOAL: PRODUCT-MARKET FIT

ACCELERATION




5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL


MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

• LAUNCHPAD CENTRAL, FOUNDED 2012

• KNOWLEDGE MANAGEMENT

• DEALFLOW MANAGEMENT

• AUTOMATED ON-BOARDING

• COHORT PROGRESS MONITORING

• INNOVATION READINESS LEVEL KPI

• PERFORMANCE METRICS, DECISION MANAGEMENT

MANAGEMENT TOOL




5 OR 12 WEEKS

3-6 MONTHS

GATE

1

GATE

2GATE

3

GATE

4

GATE

5

PROBLEM /NEED-FIT

STAGE

SOLUTION-FIT STAGE

PERPETUAL


MANAGEMENT TOOL

PRODUCT-MARKET FIT

STAGE

COMPANY BUILDING

STAGE

CUSTOMER CREATION

STAGE

TEAM FORMATION

STAGE


TIME

ALL-HANDS STAKEHOLDER PRESENTATIONS

• SPIN IN? (CAN IT BE ADOPTED ALREADY?)

• SPIN OUT? (BURN SHIPS CONTRACT?)

• EXTEND? (GIVE MORE TIME?)

• KILL? (END NOW, PEOPLE GO BACK INTO THE OFFICE)

DECISION DAY

CYCLE #1 CYCLE #2 CYCLE #3

ADAPTING PROGRAM CLEANING THE SLATE LEARNING WHAT WORKS IDENTIFYING TALENTS

IMPLEMENT CYCLE #1 LEARNING TRAIN THE TRAINER FIRST SELECTION PROCESS WITH A CLEAN SLATE

IMPLEMENT CYCLE #2 LEARNING RUN BY TRAINED TRAINER EXTERNAL SUPERVISES

ROADMAP TO OWNING YOUR INNOVATION AS A PROCESS

HOW TO START AN INNOVATION ENGINE 0

• REORGANIZE AROUND MISSION AND INNOVATION

• EACH HORIZON 1 DIVISION NEEDS A CHIEF INNOVATION OFFICER- DRIVES CONTINUOUS INNOVATION - FINDS HORIZON 2 OPPORTUNITIES- STARTS AND FUNDS 10X THE NEW INITIATIVES FOR MVPS

• EACH COMPANY NEEDS A DEPUTY DIRECTOR OF INNOVATION- RUNS AND FUNDS HORIZON 3 INCUBATORS AND ACCELERATORS WITH THE LLP METHODOLOGY- RUNS OPEN INNOVATION INCUBATORS- PROVIDES STAFF AND INFRASTRUCTURE SUPPORT FOR DIVISIONAL INNOVATION


• IDENTIFY LEAN INNOVATION VEHICLES- R&D, ENGINEERING, INCUBATORS, CAFÉS, ACCELERATORS, HACKATHONS, STARTUP DAYS, OPEN INNOVATION, ETC

• ADOPT LEAN PRODUCT DEVELOPMENT

• ADOPT LEAN METRICS, HYPOTHESES TESTED, PIVOTS, IRL, TRL

• ADOPT LEAN FUNDING AND ACQUISITION

• ADOPT LEAN PEDAGOGY: THE LEAN LAUNCHPAD

• USE LEAN MANAGEMENT PROCESSES- AGREE HOW TO HAND-OFF AND SCALE SMALL EFFORTS- DEVELOP ORGANIZATIONAL PROCESSES AND PROCEDURES AND INCENTIVES THAT SUPPORT INNOVATION


• EDUCATE THE COMPANY ON INNOVATION- COMMUNICATE GOALS- COMMUNICATE PROCESS- CONSOLIDATE INNOVATION EFFORTS- RECRUIT TEAMS (3-4 PEOPLE)- RECRUIT MENTORS (1 PER TEAM)- GET DIVISIONAL COOPERATION- TRAIN THE TRAINERS


• DESIGN PROGRAM- EMPHASIS ON SPEED, URGENCY, EVIDENCE, PIVOTS- DEAL FLOW - STARTUP DAYS- 2-DAY TRAIN THE TRAINERS PROGRAM- 5-12 WEEK LEAN LAUNCHPAD PROGRAMS- ACCELERATION PHASE- INVESTMENTS AND ADOPTION OF H1 AND H2 BY DIVISIONS

• RUN PROGRAM


• RALLY AROUND MISSION NOT THEORY

• PICK SOMETHING EVERYONE AGREES IS A GOOD GOAL AND CONGRUENT WITH THE COMPANY’S MISSION

• LEGITIMATIZE THE NEED FOR EXPLORATION AND EXPLOITATION


• LEADERSHIP THAT IS CAPABLE OF MANAGING THE ISSUES ASSOCIATED WITH MULTIPLE SIMULTANEOUS HORIZONS- RESOURCE ALLOCATION- INCENTIVES- ETC

• NEEDS TO BALANCE A CULTURE OF RISK TAKING, SPEED = MITIGATION, QUICK TO OPPORTUNITIES, RECEPTIVE TO INNOVATION


[email protected]


+ANDERSEN & ASSOCIATESHELPING LARGE COMPANIES INNOVATE LIKE STARTUPS SINCE 2013, SOME OF THE THINGS WE PROVIDE ARE:

•INNOVATION AS A PROCESS

•EDUCATION & TRAINING

•INNOVATION COLONIES

•TURNKEY READY PROGRAMS

•ROOM TO EXPERIMENT

+ANDERSEN & ASSOCIATES

INNOVATION AS A PROCESS • PREDICTABLE, REPEATABLE AND SCALABLE USING YOUR

OWN EMPLOYEES AND RESOURCES


EDUCATION & TRAINING • TRAIN YOUR EMPLOYEES TO FLEX THEIR

ENTREPRENEURIAL MUSCLE AND DISCOVER YOUR TOP TALENTS TO TRAIN AS TRAINERS OR PREPARE FOR THE POSITION OF VP OF INNOVATION THROUGH OUR PROGRAM


INNOVATION COLONIES

• GET OUT OF THE BUILDING: EXTERNAL INCUBATION & ACCELERATION ZONES, FOR PERMANENT OR TEMPORARY CO-LOCATION


TURNKEY READY PROGRAMS

• PROVEN PROGRAMS PERFECT TO START WITH TESTING NEW APPROACHES OUTSIDE OF YOUR ORGANIZATION WITHOUT INITIATING TOO MUCH RED TAPE, COMMITTING TOO MUCH RESOURCES AND ROCKING TOO MANY BOATS


ROOM TO EXPERIMENT

• TRY OUT DIFFERENT THINGS TO FIND OUT WHAT WORKS FOR YOUR COMPANY OUTSIDE OF IT BEFORE YOU IMPLEMENT IT INSIDE TO MINIMIZE DOWNSIDE AND RISK

PATRIZIA TOWER, COLOGNE

COLOGNE MEDIA PARK

SPARK CITY, HERLEEN NL


[email protected]


Predictive Innovation Metrics - Data-driven innovation as a repeatable process for large and medium...

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