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Developing Innovation Capabilities “The Journey”. Jay Rao Professor Babson. Babson & Enterprise Leadership. 2008 McKinsey Study Highlights. CEOs and Executives are frustrated with their efforts to jumpstart innovation initiatives Overall dissatisfaction with the dismal outcomes

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2008 mckinsey study highlights
2008 McKinsey Study Highlights
  • CEOs and Executives are frustrated with their efforts to jumpstart innovation initiatives
  • Overall dissatisfaction with the dismal outcomes
  • Mimicking best practices have been ineffective
  • Resources and Processes that are applied are either underutilized or not achieving scale to have a financial impact
  • Unanimous agreement (94%) that people and corporate culture are the most important drivers of innovation

Source: Leadership and Innovation, The McKinsey Quarterly, 2008 no. 1

bruce naussbaum business week innovation guru
Bruce Naussbaum, Business Week, Innovation Guru
  • “Innovation died in 2008, killed off by overuse, misuse, narrowness, incrementalism and failure to evolve. It was done in by CEOs, consultants, marketeers, advertisers and business journalists who degraded and devalued the idea by conflating it with change, technology, design, globalization, trendiness, and anything ‘new.’ It was done in by an obsession with measurement, metrics and math and a demand for predictability in an unpredictable world.”
aspirations of firms
Aspirations of Firms

High

Hierarchical

Innovative

Discipline

Bureaucratic

Start-Up

Low

Low

High

Innovation Behaviors

Source: Collins, Good to Great

external forces firms encountering environmental turbulence
External Forces: Firms encountering environmental turbulence

Steady and Stable

Slowly changing, Predictable, Trends are Evident

Increasing Rate of Change with Some Predictability, Unforeseen Trends Appear

Rapid Change, Little Predictability, Many Surprises

Chaotic & Unpredictable

Source: Prof. Thornberry

internal inertia firms afflicted with symptoms of corporate inaction
Internal Inertia: Firms afflicted with symptoms of corporate inaction
  • Our employees just don’t seem to take the initiative
  • Our managers usually wait for someone higher up to make decisions
  • Our growth has been flat for the past X years
  • Our smaller and more agile competitors are killing us
  • We just don’t seem to attract the bright young graduates anymore
  • We have gone through many cost-cutting exercises and the people are worn out and cynical
  • We want our managers and employees to think and act more like owners
  • Our strategic planning process is killing us
slide10

Fosbury Flop

Western Roll

Scissor or

Eastern Cut-off

Straddle

two paths both necessary
Two Paths: Both Necessary

INNOVATION

Continuous

Experimentation

QUALITY

Continuous

Improvement

Performance

Time

different processes
Different Processes

Plan

Act

TQM

Check

Do

unconscious incompetence conscious incompetence conscious competence unconscious competence
Unconscious Incompetence

Conscious Incompetence

Conscious Competence

Unconscious Competence

The Innovation Bench Strength Journey: 3 Steps

Education

Practice

Discipline

education innovation happens in 2 fundamental ways

Ideas

Science

Problem

Environment

Knowledge

Opportunity

Passion

Experience

Education: Innovation happens in 2 Fundamental Ways

Innovation

Innovation

Luck

education innovation life cycle

Experiential

Innovation

Marketing

Innovation

Process

Innovation

Business Model

Innovation

Product

Innovation

Structural

Innovation

Revenue Growth

Application

Innovation

Disruptive

Innovation

Time

Education: Innovation Life Cycle

Source: Moore, HBR, 2004

education opportunity identification space adjacencies stretching and leaping
Education: Opportunity Identification Space: Adjacencies – Stretching and Leaping

Future 2

Leap

Future 1

Market

A5

A1

A4

Stretch

A2

A6

Current

A3

Future 2

Future 1

Current

Capabilities

education opportunity capture example nike
Education: Opportunity Capture: Example—Nike

Long Dist.

Runners

1983

Tennis

Basketball

Apparel

Equipment

Shoes

  • Soccer
  • 1996 Football
  • Hockey
  • Golf

1978

Long Dist.

Runners

Tennis

Apparel

Shoes

Long Dist.

Runners

1964

Shoes

Source: Moore,

education opportunity capture platforms for innovation growth
Education: Opportunity Capture: Platforms for Innovation & Growth

ORGANIZATIONAL

PLATFORM

PRODUCT / MARKET

PLATFORM

PROCESS

PLATFORM

FIRM’S

RESOURCES

PROCESSES

& VALUES

METRIC

PLATFORM

PARTNER

PLATFORM

practice opportunity identification development capture

SELECTION

MONITORING

& SHAPING

OPPORTUNITY

IDENTIFICATION

OPPORTUNITY

CAPTURE

OPPORTUNITY

DEVELOPMENT

MODULE 1

MODULE 3

MODULE 2

Coaching

Review

Tactics

Funding

Next Steps

Coaching

Review

Tactics

Funding

Next Steps

Coaching

Review

Tactics

Funding

Next Steps

Practice: Opportunity Identification  Development  Capture
practice build a culture of innovation 6 building blocks
Practice: Build a Culture of Innovation — 6 Building Blocks

Resources

Values

Processes

Behaviors

Success

Climate

practice catch a few fish while learning to fish
Practice:“Catch a few fish while learning to fish”

Think Big

Start Small

Start Several

Prototype Rapidly

Fail Fast

Fail Cheap

Learn Quick

Test & Re-shape Often

Scale Success Immediately

discipline innovation is the disciplined pursuit of opportunities using innovation behaviors
Discipline:Innovation is the disciplined pursuit of opportunities using innovation behaviors

High

Hierarchical

Innovative

Discipline

Bureaucratic

Start-Up

Low

Low

High

Innovation Behaviors

Source: Collins, Good to Great

would you tell me please which way i ought to go from here alice asks the cheshire cat
Cheshire Cat:

"That depends a good deal on where you want to get to.”

Alice:

"I don't much care where…”

Cheshire Cat:

"Then it doesn't matter which way you go.”

Alice:

“…so long as I get somewhere.”

Cheshire Cat:

“Oh, you’re sure to do that, if you only walk long enough.”

“Would you tell me, please, which way I ought to go from here?” – Alice asks the Cheshire Cat

Lewis Carroll’s Alice in Wonderland

Source: Prof. Thornberry

discipline enterprise individuals
Discipline: Enterprise & Individuals
  • Who am I
    • Mindset, Success
  • What should I do?
    • Behaviors
  • How should I contribute?
    • Roles
  • Who are we?
    • Values, Success
  • What should we do?
    • Climate
  • How should we do it?
    • Resources, Processes
discipline needs coaching
Discipline: Needs Coaching

Tell Me

Follow Up: Structure + Support + Accountability

Show Me

Let Me

Observe Me

Praise / Redirect Me

Source: Know Can Do!

slide35

Discipline:

Execute Strategy

Resources

Values

Pick a ROAD that is friendly to your VALUES, CLIMATE & RESOURCESCreate PROCESSES & Encourage INNOVATION BEHAVIORSCelebrate SUCCESSES and FAILURES

Processes

Behaviors

Success

Climate

35

thanks and good luck

Thanks and Good Luck!

rao@babson.eduhttp://www.jayrao.org