Verhaert Innovation Day 2011 – Sam Sluismans (Deloitte) – Cases in Innovation Management

CONFIDENTIAL

Cases in Innovation Management: lessons learnedCases in Innovation Management: lessons learned

Sam SluismansDeloitte – Innovation director [email protected]

INNOVATIONDAY 2011

© 2009 Deloitte Belgium

Sam Sluismans

Innovation Director Deloitte België

Verhaert, October 21, 2011

Cases in Innovation Management


Sam Sluismans

Deloitte – joined in 2000 (Andersen)

2000 – Corporate International Tax

2001 – Enterprise Risk Services

• ICT audit

• ICT risk management & governance

• Strategic Risk management

• Strategic Innovation / Innovation

management

• Deloitte Director of Innovation

2 Verhaert – Cases in Innovation Management


Content

Verhaert – Cases in Innovation Management

About Deloitte (Why is Innovation so important for Deloitte?)

Deloitte Innovation Program

• Innovation Week

• Focus on Valorisation

Deloitte Innovation Services

Lessons Learned & Conclusions

Questions & Answers

3


About Deloitte

Verhaert – Cases in Innovation Management 4


Global

Member of an international network


• Deloitte Belgium is member of the international network of

Deloitte Touche Tohmatsu

• Deloitte is the world's leading professional services firm, delivering

world-class audit and advisory, tax, and consulting services

• The firm serves more than 80 percent of the world’s largest

companies, as well as large national enterprises, SMEs, public

institutions, and successful fast-growing companies

5


Belgium

Our expertise

We provide a multi-disciplinary service to suit our clients’ individual needs

Audit & Enterprise

Risk Services Accountancy Tax Consulting

Financial Advisory

Services



Belgium

Our Facts & Figures



A Burning platform for growth


Deloitte in Belgium is almost double in size compared to our

largest competitor

If we want to grow, we will not be able to grow significantly if we do

more of the same

Hence, we will have to be creative and innovative in order to:

• Be creative, have many new service ideas, convert the ideas into products & services

• Assist innovators to build a sustainable business


Our ambition level

Some people start to see innovation as important and organise themselves accordingly in specialist clusters

Tone set at the top

Policies, procedures, innovation authorities are established

Primarily qualitative

1 Tribal & Heroic

2 Specialist Clusters

3 Top- Down

Ad-hoc / chaotic with individual heroics and verbal wisdom

Integrated innovation processes

Organised idea management

Enabling trustworthy innovation information exchange

Bottom-up and fully embedded and proactive

4 Integrated

Built into decision-making

Incentives for conformance with innovation management processes

Sustainable

“Innovation is everyone’s job”

5 Innovation Embedded

“Embed Market Driven Innovation into our

Belgian Member Firm”



Deloitte Innovation Movie



Deloitte Innovation Program



Talent


Integrate Innovation KPI for all personnel and partners:

• Goal: put focus on the importance of Innovation for Deloitte – Innovation is desired

behaviour

Developed Partner development program around innovation:

• Developed a 2 day course together with Vlerick for all partners

• Translation of innovation goals towards Deloitte – give insight in difficulties with regard

to the implementation of innovation in a company

• National learning – Innovation Training programme:

• Directors: Same training as Partner development programme

• Development of the rest of the training programme is ongoing, leveraging international

innovation trainings

• Focus on the expectations / contributions for innovation for each level


Process & Tools

Innovation Portal



Deloitte Case

Manage the innovation funnel & ideas

14

Installed an Innovation Board

• Innovation program & process Governance

• Idea Selection Committee

• Coaching & Monitoring of ideas that are transformed into services or process

improvements


Deloitte Belgium Selection criteria


Ideation Campaigns

15

9 February onwards

(Intranet banners, posters

in buildings)

3 February

Official launch

(Web cast)

Create momentum

• 92% people opened

e-mail

• 72% people visited

the website

• 1200+ people

viewed one or more

videos

February - May

PDM Workshops

(CEO + Innovation Director)



Innovation Week ‘The Belgian Post’



Innovation Week with the Belgian Post

17

Approach to generating insightful and actionable ideas

Focused on a few strategic challenges of the client

Leveraging a large number of Deloitte local and international professionals

Using virtual and face-2-face ideation techniques

• Mobilize

• Learn

• Advance relationship with an O-CEO client

• Establish Innovation credential

• Mobilize

• Learn

• Get fresh ideas

• Advance relationship with Deloitte

Benefits

Concept



Create momentum

Communication roadmap (1/2)

18

8 March

(Intranet

banners, posters

in buildings)

4 March

Official launch

(Web cast)

Create momentum

• 90% people opened

e-mail

• 59% people visited

the website

• 861 people viewed

one or more videos



Create momentum

Communication roadmap (2/2)

19

11 March

Belgian Post CEO

letter & leaflet

15 March

Registration reminder

to all Deloitte

employees (SMS)

19 March

Mailing to families and

friends

Create momentum



Bpost Video



Focus on Valorisation



From Business Case to Business Plan

Fast Track September 2010 - Program


08.30 Arrival

Introduction

09.00 Presentation

Initial Project

11.00 Vlerick program

Divergent & Convergent

thinking / Value Creation

16.00 Breakout

session / Coaching

20/09

11.00 Breakout

session / Coaching


Value Capture

21/09

16.30 Plenary

project presentation


Value Delivery

11.00 Breakout

session / Coaching

15.00 Final

project presentation

22/09


From Business Case to Business Plan

Fast Track September 2010 - Communication


Day 1

Prepare Track 1

Fast Track webpage & blog

Day 2

Launch Track 1

Communicate webpage & blog

(e.g. banner & posters)

Day 3

Prepare Track 2

Video interviews &

photographs

Create visibility & build eminence

Mid October

Launch Track 2

YouTube & CEO

Webcast

http://www.deloitte.com/be/fast-track


i-Zone



Scoping of the Deloitte Innovation Services

Innovation services

Policy

Assessment

Implemen-tation

Support



2 Basic Innovation Service categories

Supporting & improving the Innovation Value Chain


Business Environment

Innovation Process

Innovation Eco-system

Business

Plan Selection

Business

Case

Go-to-

Market Ideation

Funnelling

Mission Vision

Innovation Strategy

Strategy

Translate corporate strategy into innovation Leadership Sense of

Urgency

Talent Internal

Connectivity

Client & Market

Connectivity

Innovation

Processes

What do you

expect from

innovation?

How do you

make

innovation

work?

How do you

manage

Innovation?

http://www.helvoetpharma.com/content/helvoet_pharma/site/1592


2 Basic Innovation Service categories

Building Open Innovation partnerships


Market Challenge & Insight

Strategy (of the

partners)

Partner & existing assets

Value proposition

Business &

Operating Model

Open

Innovation


Lessons Learned & Conclusions



Innovation getting embedded


Innovation:

• Innovation is not just counting on the enthusiasm of people to bring up good ideas and to

transform them in products & services

• Innovation is a company wide process, that can be managed, measured and improved and

should be followed up

• Innovation only works within the right culture, with the right expectations and the right

benefits and rewards

So the Innovative organization should:

• Support innovation from the top

• Ensure sharing of ideas is easy (...lower the barrier)

• Assist innovators to transform ideas into products & services

• Support innovators in bringing new products & Services to market

• Promote risk taking, but balance it with accountability

• Look beyond the current boundaries of the company – external ideas might be an important

benefit


Innovation getting embedded at Deloitte

31

The Innovation campaigns created positive momentum at Deloitte and – along

with other actions on our innovation roadmap – will help us embed innovation in

our DNA:

• Superb participation rates in Innovation Cafés (locally and internationally) and

positive feedback from participants

• People getting onto our Innovation Portal to contribute and collaborate

• High number of ideas

The fast track off sites deliver on the promise to assist innovators in becoming

better business people

Going into the next phase of the program, we are convinced the ideas will be

transformed into winning services



Questions & Answers?


Growth Innovation Services

An overview of our different methodologies

34 Slovenska Sporitelna - Innovation Services - 22/08/2011


Our thought leadership on Innovation

Our thought leadership initiatives connect our clients to the

latest information on local and global industry developments,

providing insights into current trends, benchmarks, tools and

knowledge.

We leverage our global network and tailor the insights,

methods and industry strategic risks to our client’s

environment.

We also demonstrate our leadership through thought

pieces, research reports and benchmarking studies.



Our Partnerships & close collaborations

Our partnerships and / or informal but close collaborations with these important

innovation enablers allow us to efficiently help our clients on one hand and enable

us to refer them to others where required. Many of these close relationships go

back several years. Furthermore, in a number of cases Deloitte supports these

organizations in a formal way.

Deloitte Innovation Services 36

Center for Open &

Collaborative Innovation

http://www.gentbc.be/

http://www.ninesigma.com/Index.aspx

http://www.strategischinnoveren.eu/index.html

© 2011 Deloitte Belgium Verhaert – Cases in Innovation Management 37

Sam

Sluismans Director

Deloitte Enterprise Risk Services

Berkenlaan 8b

1831 Diegem

Belgium

Tel.: + 32 2 800 24 51

[email protected]

Verhaert Innovation Day 2011 – Sam Sluismans (Deloitte) – Cases in Innovation Management

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