Title: The CFO Strategist: Driving Innovation for ... · Driving Innovation for Profitable Growth...
Transcript of Title: The CFO Strategist: Driving Innovation for ... · Driving Innovation for Profitable Growth...
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Title:
The CFO Strategist: Driving Innovation for Profitable Growth
Geoff Tuff Principal Monitor Deloitte Deloitte Consulting LLP
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Innovation is one of the last remaining sources of growth that can create nonlinear economic returns
WHY ARE WE TALKING ABOUT INNOVATION?
Innova&on appears to be a universal impera-ve
For most companies, ignoring innova-on is no longer an op-on
But very few succeed at it; in fact, most fail
This is partly because the wrong people are involved
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Innovation is often frustrating WHY ARE WE TALKING ABOUT INNOVATION?
Low returns poor discipline
high risk
(You’d think CFOs would be in the loop, but they’re not)
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Roles CFOs play regarding where to focus innovation efforts WHY ARE WE TALKING ABOUT INNOVATION?
lead defini&on/process
0% 25% 50% 75% 100%
implement decisions
provide info/analysis
voice in decisions
Deloitte CFO Signals Survey, 3rd quarter 2013
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Roles CFOs play regarding where to focus innovation efforts WHY ARE WE TALKING ABOUT INNOVATION?
Which industries to enter/exit
Which customers/ markets to serve
How to compete
How to create value
Which businesses to grow/shrink
Which businesses to acquire/divest
Which measures to track most closely
Where to focus cost reduc&on efforts
Where to focus innova&on efforts
Where to focus new capability investments
0% 25% 50% 75% 100%
Implement decisions
Lead defini&on/process
Provide info/analysis
Voice in decisions
Deloi9e CFO Signals Survey, 3rd quarter 2013
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It’s time to change the way we think and talk about innovation WHY ARE WE TALKING ABOUT INNOVATION?
creating Which is different than inven&on
To our market or to the world
Economic value for our customers and for ourselves
Innovation new value
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innovation
high cost (or high risk)
It’s time to change the way we think and talk about innovation WHY ARE WE TALKING ABOUT INNOVATION?
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1. To earn superior results, manage innova@on efforts as a porDolio and engage in analy&cs
3. Innova@on almost never fails due to lack of crea@vity and almost always fails due to lack of discipline
2. Look beyond product innova@on to impact other elements of your business system
We’ll cover three themes today related to how CFOs can play a more central role in the innovation system
WHY ARE WE TALKING ABOUT INNOVATION?
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Successful innovators manage a portfolio of initiatives across ambitions...
INNOVATION AS PORTFOLIO
WHE
RE TO PLA
Y (M
ARKETS & CUSTOMER
S)
See the May 2012 issue of Harvard Business Review for “Innova&on for the Risk Averse” by Monitor Innova&on
EXISTING
ADJACE
NT
INCREMENTAL
EXISTING
NEW
NEW
ADJACENT Expanding from exis&ng business into “new to the company” business
CORE Op&mizing exis&ng products for exis&ng customers
TRANSFORMATIONAL Developing breakthroughs and inven&ng things for markets that don’t yet exist
HOW TO WIN (PRODUCTS & ASSETS)
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The best innovators are explicit about their activity and resources across different ambition levels…
INNOVATION AS PORTFOLIO
70%
ADJACENT
TRANSFORMATIONAL
CORE 20%
10%
Average balanced por_olio
RETURN ON INVESTMENT
70%
20%
10%
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Most companies have portfolios that are heavily core-weighted; trouble comes when they attempt to re-balance
INNOVATION AS PORTFOLIO
Rebalancing from core to adjacent and transforma@onal can be de-‐risked by:
§ Seeing the future more clearly
§ Understanding market needs more deeply
§ Making beaer use of innova&on examples from elsewhere
§ Playing beaer with others
§ Developing solu&ons that bring the whole power of the business
Leapfrogging and gebng directly to TRANSFORMATIONAL
Really stretching ambi&on from CORE into far ADJACENT
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Successful innovators innovate beyond products and integrate multiple types...
TEN TYPES OF INNOVATION
Network Connec&ons with others to create value
Process Signature or superior methods for doing your work
Product System Complementary products and services
Channel How your offerings are delivered to customers and users
Customer Engagement Dis&nc&ve interac&ons you foster
Profit Model The way in which you make money
Structure Alignment of your talent and assets
Product Performance Dis&nguishing features and func&onality
Service Support and enhancements that surround your offerings
Brand Representa&on of your offerings and business
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2007 2008 2009 2010 2011
Stock Price (in
dexed to 100)
The top innovators outperform the S&P 500 . . .
TEN TYPES OF INNOVATION
5-‐Year Indexed Stock Price Returns of the Top Innovators vs. S&P 500
200
0
150
100
50
All “top innovators” 138 companies
S&P 500
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3–4 Types of Innova@on 59 companies
5+ Types of Innova@on 45 companies
S&P 500
1–2 Types of Innova@on 34 companies
2007 2008 2009 2010 2011
Stock Price (in
dexed to 100)
. . . and integrating more types of innovation delivers superior financial returns
TEN TYPES OF INNOVATION
5-‐Year Indexed Stock Price Returns of the Top Innovators vs. S&P 500
200
0
150
100
50
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Reforming fashion design without designers TEN TYPES OF INNOVATION
Threadless A community-‐based t-‐shirt company with an ongoing, open call for design submissions
6 TYPES:
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Redefining the value chain to provide high-quality housing to the low-income segment
TEN TYPES OF INNOVATION
Patrimonio Hoy by Cemex Servicing low-‐income, rural homebuilders in Mexico
6 TYPES:
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The Ten Types of Innovation—exploded and explored
TEN TYPES OF INNOVATION
Premium
Cost Leadership
Scaled Transac&ons
Microtransac&ons
Forced Scarcity
Subscrip&on
Membership
Installed Base
Switchboard
Auc&on
User-‐Defined
Freemium
Flexible Pricing
Float
Financing
Ad-‐Supported
Licensing
Metered Use
Bundled Pricing
Disaggregate Pricing
Risk Sharing
Merger/Acquisi&on
Consolida&on
Open Innova&on
Secondary Markets
Supply Chain
Integra&on
Complementary
Partnering
Alliances
Franchising
Coope&&on
Collabora&on
Organiza&onal
Design
Incen&ve Systems
IT Integra&on
Competency Center
Outsourcing
Corporate
University
Decentralized
Management
Knowledge
Management
Asset
Standardiza&on
Process
Standardiza&on
Localiza&on
Process Efficiency
Flexible
Manufacturing
Process Automa&on
Crowdsourcing
On-‐Demand
Produc&on
Lean Produc&on
Logis&cs Systems
Strategic Design
Intellectual Property
User Generated
Predic&ve Analy&cs
Superior Product
Ease of Use
Engaging
Func&onality
Safety
Feature Aggrega&on
Added Func&onality
Performance
Simplifica&on
Environmental
Sensi&vity
Conserva&on
Customiza&on
Focus
Styling
Complements
Extensions/Plug-‐ins
Product Bundling
Modular Systems
Product/Service
Pla_orms
Integrated Offering
Try Before You Buy
Guarantee
Loyalty Programs
Added Value
Concierge
Total Experience
Management
Supplementary
Service
Superior Service
Personalized Service
User Communi&es/
Support Systems
Lease or Loan
Self-‐Service
Diversifica&on
Flagship Store
Go Direct
Non-‐Tradi&onal
Channels
Pop-‐up Presence
Indirect Distribu&on
Mul&-‐Level
Marke&ng
Cross-‐selling
On-‐Demand
Context Specific
Experience Center
Co-‐Branding
Brand Leverage
Private Label
Brand Extension
Component
Branding
Transparency
Values Alignment
Cer&fica&on
Experience
Automa&on
Experience
Simplifica&on
Cura&on
Experience Enabling
Mastery
Autonomy and
Authority
Community and
Belonging
Personaliza&on
Whimsy and
Personality
Status and
Recogni&on
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Zipcar as a general model …. THE TEN TYPES OF INNOVATION
Allows people to rent cars by the day or the hour; gas and insurance included
7 TYPES:
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…for “collaborative consumption” TEN TYPES OF INNOVATION
+ +
7 TYPES using 8 TACTICS:
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The Ten Types of Innovation and Innovation Ambition
TEN TYPES OF INNOVATION
As you increase in your level of ambi&on, you need to be more disrup&ve to exis&ng business models and need to think about layering in more and more innova&on types
FOR TRANSFORMATIONAL INNOVATION You will need coordinated innova&on across mul&ple (4+), interdependent types.
FOR ADJACENT INNOVATION You’ll need innova&on within mul&ple types (3-‐4) around a new market offer.
FOR CORE INNOVATION For innova&on in the core, you will be innova&ng within independent innova&on types around exis&ng offers aimed at current customers.
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Also, different levels of innovation ambition require different people, motivational factors, and support systems
SUBSTITUTING DISCIPLINE FOR CREATIVITY
To achieve transforma&on—to do different things—an organiza&on has to do things differently.
Core and adjacent innova&on can generally be managed by the exis&ng business structures within an organiza&on. Transforma@onal innova&on, however, needs separate leadership and procedures.
These different levels of innova&on ambi&on require differen&a&on in four key areas of management:
1. Approach 2. Organization 3. Resources and competencies 4. Metrics and incentives
CORE and ADJACENT
TRANSFORMATIONAL
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CFOs can and should accelerate the company’s journey into innovation
WHAT’S NEXT?
§ Understand where innova&on efforts are today
§ Align por_olio choices with agreed innova&on ambi&on
§ Ensure the por_olio is appropriately resourced
§ Create a smart metric system and valua&on methodology that reflects the ambi&on mix
§ Almost always aim for fewer, bolder ini&a&ves
§ Become a strategic partner to other func&ons
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Become an integrated part of the process WHAT’S NEXT?
Commercial Operations Strategy CFO R&D Commercial Operations Strategy R&D
Innovation
Be something other than the person who says no.
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WHAT’S NEXT?
Above all, be a catalyst for change and lead!