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Innovation in big, ugly MNCs

Slideshow about Innovation in big, ugly MNCs by Eric Tachibana

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Innovation in big, ugly MNCs

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  1. 5 SIGNS THAT THESE ARE THE INTRAPRENEURS YOU’RE LOOKING FOR! Eric Tachibana @ Asian Financial Services Congress

  2. 2 QUESTIONS

  3. How can a small cog in a big machine have impact?

  4. How can a leader create a big machine that affords opportunity?

  5. 5 suggestions

  6. 1 Clarify YOUR SCALE INCREMENTAL = DISRUPTIVE /

  7. 1 Clarify YOUR SCALE Most firms treat incremental & disruptive innovation the same

  8. 1 Clarify YOUR SCALE When in fact, they’re totally different

  9. Who you hire What you pay How you structure the org How you measure your risk appetite Your processes Your policies Your time frame Your culture Your location strategy 1 Clarify YOUR SCALE

  10. 1 Clarify YOUR SCALE If you manage incrementally in a disruptive moment, you’re doomed

  11. 1 Clarify YOUR SCALE Step one: clarify what you are really after so that you manage against the right reality

  12. 2 Widen YOUR SCOPE PRODUCT INNOVATION IS NOT THE ONLY CHOICE

  13. 2 Widen YOUR SCOPE In the real world, product innovation represents the minority

  14. 2 Widen YOUR SCOPE Yet because it is seen as sexy, it is what 99% of us fixate on

  15. 2 Widen YOUR SCOPE When there are soooooo many better, blue-ocean, profitability-impacting innovation opportunities

  16. Process Brand Supply chain Manufacturing Legal Financial Human resource Policy Culture Structuring Acquisitive Packaging 2 Widen YOUR SCOPE

  17. 2 Widen your scope If all you see is product, you’re probably missing the big picture

  18. 2 Widen your scope Step two: put everything in play

  19. 3 Use all YOUR TOOLS R&D LABS ARE SOOOO LAST CENTURY

  20. 3 Use all your tools Corporate r&d labs are good, but definitely not the end all

  21. 3 Use all your tools consider diversifying your budget to develop other ways to source and develop ideas

  22. Mistakes Unexpected cross-team synergy Acquisitions External engagement Internal accelerators Spin-outs Internal Crowdsourcing Internal crowdfunding Enterprise social network Book club 3 Use all your tools

  23. 3 Use all your tools STEP THREE: use everything, everyone, everywhere

  24. 4 Get dirty

  25. 4 Get dirty Innovation happens in the way we do the little things day to day, not in the big programs

  26. 4 Get dirty Strategy and vision are critical

  27. 4 Get dirty But success lies in day-to-day culture and values

  28. 4 Get dirty STEP FOUR: setting direction is fine, But it’s more important to get dirty

  29. 5 Be Integrated, holistic & iterative

  30. 5 Be Integrated, holistic & iterative Speaking of getting dirty, lean works as well for big firms as it does for start-ups

  31. 5 Be Integrated, holistic & iterative Just….be lean already

  32. 5 Be Integrated, holistic & iterative And stop with the big ideation programs that lead nowhere other than disillusionment

  33. 5 Be Integrated, holistic & iterative Be holistic

  34. 5 Be Integrated, holistic & iterative Make sure you cover your landscape & life-cycle

  35. 5 Be Integrated, holistic & iterative Have a plan for each quadrant

  36. Operating models in the wild: A QUICK CASE STUDY

  37. APAC Innovation Program Strategic Intent (2018) Leverage both incremental and disruptive innovation to drive client delight, excite our brand, develop new revenue streams, slash the cost base, and inspire and engage employees WHERE WE WANT TO GO VISION Be recognized by clients & staff as a innovation leader in our market space • KEY OBJECTIVES • Reboot operating model to facilitate & govern process • Make a real, visible commitment – marketing messages & budget / resource allocation • Develop and launch controlled Ideation program • Back 3-5 internal ventures • Develop open innovation program, focusing on FinTech start-ups HOW WE GET THERE VALUES Engagement, Commercial, Disciplined OUR COMPASS We define Innovation as the commercialization of ideas. Our Innovation may be small and incremental or large and game changing. Innovation is often unsuccessful, and failure must be encouraged too. While it may be shepherded by a small group of designated evangelists, innovation must be owned by everyone at all levels or it will not become part of the firm’s DNA. 37

  38. Ensure a fertile landscape for innovation

  39. Support the whole innovation lifecycle 39

  40. How we do it – business transformation plan (sample) 40

  41. Clarify your scale Widen your scope Use all your tools Get dirty Be integrative, holistic, iterative

  42. Any Questions?

  43. SHARE THIS DECK & FOLLOW ME (please-oh-please-oh-please-oh-please) stay up to date with my future slideshare posts http://www.slideshare.net/selenasol/presentations https://twitter.com/eric_tachibana http://www.linkedin.com/pub/eric-tachibana/0/33/b53

  44. CLICK HERE FOR MORE!!!!

  45. Images lifted from JD Hancock DESIGN Concept lifted from Eugene cheng

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