Innovation Initiative

Page 1
67
Innovation
Initiative
“ When all think

alike ,
then no one is
thinking”
Walter Lippman
STKI Company Confidential

Page 2
68
Innovation Initiative Destination
Culture of
Implemented Innovation is difficult
innovation
for well-established organizations in built environment where
most industries the three types of
innovation can spark
new products/services
and eventually get them
to “fruition”
(implementation)

Page 3
69
Innovation
Innovation Initiative Stakeholders:
initiate transformations
manage implementations
business agility innovation value of processes /data
sustaining innovation establish innovation goals
radical innovation
disruptive innovation
Board of LoB
Innovation Manager CEO
directors managers

Page 4
70
So what is “DIGITAL DISRUPTIVE INNOVATION”?

Page 5
71
If we don’t
cannibalize ourselves,
someone else will.

Page 6
72
DISRUPTIVE
changes the market
INNOVATION
SUSTAINING
changes the product / service INNOVATION
BUSINESS
AGILITY
changes the company INNOVATION

Page 7
73
BUSINESS
AGILITY
INNOVATION
ability of an organization to
sense and respond
to change quickly during
everyday business activities

Page 8
74
BUSINESS
AGILITY
INNOVATION
FORD took 8 years to fix the PINTO’s gas tank
(exploded in accidents)
TOYOTA took 1.5 years to fix the gas pedal

(stuck resulting in continued acceleration)
TESLA fixed the batteries in 14 days

Page 9
75
Elon Musk (TESLA)

turns tweets into actions
FA S T

Page 10
76
Elon Musk (TESLA)

FA S T
6 days

Page 11
77
Elon Musk (TESLA)

FA S T
6 days

Page 12
78
CEOs manage this type of innovation

AGILITY targets
CEO
understanding talent
the value of
people
processes (not
only resources) management
can they do it ?
what tools / methodologies do we need ?

Page 13
79
AGILITY targets
CEO
understanding talent
the value of
people
processes (not
only resources) management
can they do it ?
what tools / methodologies do we need ?
CEOs manage this type of innovation

Page 14
“my two gurus” 80
SUSTAINING & DISRUPTIVE

MARKETABLE INNOVATIONS
VALUES
Clayton
Christensen
MARKETING GURU INNOVATION GURU

Page 15
“my two gurus” 81
SUSTAINING & DISRUPTIVE

MARKETABLE INNOVATIONS
VALUES
Clayton
Christensen

Page 16
82

Page 17
83

Page 18
84
Stop advertising and

new, unique
start innovating
remarkable build a remarkable
product/ service that is
new, unique and remarkable
purple cow

Page 19
85

Page 20
86
must look for a second act

TYPES OF INNOVATION
Sustaining: improve on existing products

and/or services
Radical: significant improvements that

change entire companies (cost
performance especially)
Disruptive: change entire markets

Page 21
87
87
INNOVATION
Finding Your Company’s

Second Act
by Larry Downes and Paul Nunes
FROM THE JANUARY FEBRUARY 2018 ISSUE

Page 22
88
88
• first week 7 .5 million players

• Second week 28.5 million players
• Week 10 lost 15 million players.
INNOVATION

15
Second Act

Page 23
89
89
Disrupters (Fitbit and GoPro)

scaled up incredibly quickly and
then cooled off almost as fast.
weren't ready with their
INNOVATION
next innovation
15
Second Act

Page 24
years till extinction 90

90
INNOVATION

15
Second Act
life span of companies on the S&P 500
from 67 years (1920s) to 15 years today,
by Larry Downes and Paul Nunes 2020 : 75% of companies

will be unheard of in 2010.

Page 25
91
Why The Second-Act Crisis Exists ?

RAPIDLY SPREADING
SECOND WAVE OF TRANSFORMATION
in industries largely untouched by
FIRST WAVE OF TRANSFORMATION:
• manufacturing (3-D printing and IoT) novelty effect

• agriculture (drones and sensors)
• transportation (autonomous, shared , electric vehicles)
• professional services (artificial intelligence)
why ???

Page 26
92

Page 27
SUSTAINING INNOVATION 93
can be described as incremental line

extensions and product improvements.
• companies are stuck in a cycle of producing new products
via sustaining innovation
• number of disruptive innovations from existing companies is
at an all-time low
progressive improvement
of products/services is the
“incrementalism”
Peter Thiel writes about

(even for startups)

Page 28
94
”incrementalism”

Page 29
95
sustaining
today
1472
same business model
loans , investments, cost of money, etc
Taula de la Ciutat
first official bank in the world
opened in Barcelona in 1401

Page 30
96
sustaining
today
1472
same business model
Taula de la Ciutat

Page 31
97
sustaining
today
1472
same business model
Taula de la Ciutat

Page 32
98
sustaining
today
1472
same business model
Taula de la Ciutat

Page 33
99
Banking needs an ecosystem

Page 34
100

Page 35
101
DISRUPTIVE INNOVATION

Page 36
10
2
companies are stuck
in a cycle of producing
new products only via
sustaining innovation
number of
DISRUPTIVE INNOVATIONS
from existing companies
is at an all-time low
most new
DISRUPTIVE INNOVATIONS
are based on:
• crowd sourcing
• platform models

Page 37
10
103
3
Elon Musk
“the ultimate disruptor”

Page 38
10
104
4
FLYING CARS ?
Elon Musk
“the ultimate disruptor”

Page 39
105

Page 40
106
Ford Files Patent for

Autonomous Robocop Car
learns how to catch
violators of traffic laws
The patent (1/2018)references:

“machine learning tools”, cameras, road
sensors, license plate readers, touch sensitive
panels, speakers, LIDAR, ultrasound sensors,
microphones, satellite connectivity, and radar
detectors to record the speed of other vehicles

Page 41
10
DISRUPTIVE INNOVATION 7

Page 42
108

Page 43
109
Innovation Goals to FRUITION (implementation)

Page 44
110
Innovation Goals to FRUITION (implementation)

Page 45
111
Steve Jobs
understood the
location that 1999: before GOOGLE and all the rest
breeds innovation
“If a building
doesn’t encourage collaboration, you’ll lose a
lot of innovation
and the magic that’s sparked by serendipity. So we
designed the building to make people
get out of their offices and mingle
in the central atrium with people they
might not otherwise see.”

Page 46
112

Page 47
113
CANNOT
HAPPEN IN HOUSE

Page 48
114
INTERNAL INNOVATION LABS
CANNOT
HAPPEN IN HOUSE UNIVERSITIES STARTUPS
EXTERNAL INNOVATION LABS

Page 49
115
INNOVATION INITIATIVE Trek: innovation strategy

Page 50
116
INNOVATION INITIATIVE Trek: innovation strategy

Page 51
will tell you a bed time story 117

Page 52

Page 53

Page 54

Page 55

Page 56
122
“sustaining innovation” “disruptive innovation”

ACT 1 ACT 2nd
(strategic planning process) (design thinking process)

Page 57
123

Page 58
124

Page 59
125
EXPLORE BUILD BUILD IMPLEMENT

THE THE THE THE
PROBLEM RIGHT THING THING RIGHT THING
DESIGN THINKING LEAN PROCESSES AGILE DEVELOPMENT IMPLEMENT INNOVATION

Page 60
126
EXPLORE BUILD BUILD IMPLEMENT

THE THE THE THE
PROBLEM RIGHT THING THING RIGHT THING
DESIGN THINKING LEAN PROCESSES AGILE DEVELOPMENT IMPLEMENT INNOVATION

Page 61
127
Four innovation methodologies that should be used together
Good idea is not enough Good specifications are Good prototyping is not Great execution is not enough
need to specify not enough need to enough need to execute if it is not brought to fruition/
requirements prototype the right thing the thing right full implementation
Ideation Product
Sprint
Backlog
Planning
Problem Finished
definition Product Successful
Specifications implementation
Empathize
LEAN AGILE FRUITION
with clients
DESIGN Sustainable
Prototype
THINKING Realization
Adoption
Process
Change
Start Design
Next Sprint mngt
Planning Review
EXPLORE THE BUILD THE BUILD THE IMPLEMENT THE

PROBLEM RIGHT THING THING RIGHT THING RIGHT

Page 62
128
Innovation Initiative: methodology

Innovation

Page 63
129

Innovation

Page 64
130
Design Thinking
Innovation is an imaginative human-centered problem-solving approach
The future cannot be analyzed, it must be designed

Edward de Bono, Six Thinking Hats
Often enough THE FIRST IDEA is NOT THE BEST IDEA.

Designers don’t try to search for a solution until they
have determined the real problem, and even then, instead of solving
that problem, they stop to consider a wide range of potential
solutions. Only then will they finally converge upon their proposal.
Don Norman, The Design of Everyday Things

Page 65
131
Design Thinking - Why Now?

Innovation
Linear Future Unpredictable Future

Business as Usual Fast UNPREDICTABLE change is an absolute certainty
linear exponential
30 1 billion
20
10
10 20 30
30
Long term Chaotic reality/ Short term

Strategic Design
Senior mngt/ Consultants A collaborative team of stakeholders
planning List of projects thinking Prototype

Page 66
132
Design Thinking - Why Now?

Innovation
Linear Future Unpredictable Future

Business as Usual Fast UNPREDICTABLE change is an absolute certainty
linear exponential
30 1 billion
20
10
10 20 30
30
Long term Chaotic reality/ Short term

Strategic Design
Senior mngt/ Consultants A collaborative team of stakeholders
planning List of projects thinking Prototype

Page 67
133
Design Thinking Trek

Innovation
REQUIREMENTS
READY
GO Prototype -
Lean
ideas are
empathetic
generated FROM
understanding Exploration of ALL levels within
of your client the problem the organization
BEFORE thinking
about the solution
Accenture, B-pro, Deloitte, Design IT, E&Y, Ness, IBM, KPMG,

Matrix, McKinsey, ModelZ, SAP, STKI

Page 68
134

Innovation

Page 69
135
Lean
Innovation is a method to improve evolving value proposition and business models
The problem with the hexagons is that they've created THE design
process, and that sounds grand and all encompassing, but in reality
they are just a first recipe, a suggestion for how to get started.
Carissa Carter
Design is an ability.
We get better by practicing

Page 70
136
Lean
Innovation Innovation is NOT an Idea Problem
products and services

fail to deliver on
expectations
lack of testing and

#1 reason startups fail is because of adapting the idea
a lack of viable business model until it functions

Page 71
137
Lean
Innovation
Small
Wait for feedback

Avoid spending time on products nobody wants

Page 72
138
Lean Trek
Innovation
PROTOTYPE
READY
GO Execute-
Agile
Test assumptions
Pivot find evidence that you’re
on the right path

Page 73
139

Innovation

Page 74
140
Agile
Innovation Traditional SW development doesn’t fit the needs of the modern business
Requirements Development
Business case
Idea Design Release
Most ideas will fail - False sense of progress (output not outcome) Customer validation
Too early to predict Design/ system analysts brought in too late happens
cost/revenue Silos too late

Page 75
141
What are Agile SW Development approaches?

Innovation Scrum, Kanban, XP explained

Page 76
142
Innovation methodologies - People in a Center
Innovation
• Business value stream beyond SW
Respect for people • Eliminate waste: task switching, hand-offs,
extra features
• Only pull work when you’ve got the
Lean space
Co-creation Design
Thinking Agile Self org. team
• Approach for decision • Adaptive to change in SW

making & problem solving • Shorter dev cycles
• Multidisciplinary teams • More value -faster
• Collaboration & interaction

Page 77
143
Agile Trek
Innovation
PRODUCT
Sprint
execution
READY
Sprint
review
GO Implement -
Fruition
Product backlog
Sprint refinement
planning
Product Backlog

Page 78
144
The 4th Force of Innovation - FRUITION

Innovation
Lean
Design
Thinking Agile
1. The point at which a plan or
project is realized.
"the plans have come to
fruition sooner than expected“
Fruition
2. literary
the state or action of producing
fruit.

Page 79
145
FRUITION
What is successful innovative product delivery???
Innovation
SW acceptance &
actual usage in 5 years
Maintainable after 5 years
Easily connected to
other applications
Successful Hatmaa
• Training
• Key Users understanding
• Working Pilot branches
• Call Center alignment

Page 80
146
Incubation
Innovation Buy-in across the organization
Lean
Design
Thinking Agile
INCUBATION PHASE Fruition

Page 81
147
Incubation Phase - Why?

Innovation
Everyone wants innovation in their organization

it drives growth, revenues, and moves the org. Who is
forward BUT with me???
• Innovation has a disruptive side without definitive ROI
• Resource constraint
• People are too busy on everyday tasks
• Lack of new skills INNOVATION INITIATIVE
• Management & employees RELUCTANT TO
CHANGE REAL SUCCESS depends on
having support and buy-in
across the enterprise

Page 82
148
Innovation and Change Management

Innovation How does your organization respond to new ideas?
Innovation mngt deals with a Change mngt deals

lot of unknowns with a lot of knowns
INNOVATION develops new business

model or product/ service starting from
CHANGE MNGT is an approach of
creative idea to launch transitioning organization
from state A to state B
INNOVATION NEEDS
CHANGE MNGT TO SUCCEED

Page 83
149
Successful Product Implementation Guide
INCUBATION
Product
Sprint
Backlog
Planning
Problem Finished
definition Product Successful
Specifications implementation
Empathize
LEAN AGILE FRUITION
with clients
DESIGN Sustainable
Prototype
THINKING Realization
Adoption
Process
Change
Start Design
Next Sprint mngt
Planning Review
EXPLORE THE BUILD THE BUILD THE IMPLEMENT THE

PROBLEM RIGHT THING THING RIGHT THING RIGHT

Page 84
150
Dr. Jimmy Schwarzkopf

jimmy@stki.info
054 70 000 20
09 790 7000
Galit Fein, MBA, MRO

galit@stki.info
054 70 000 22
09 790 7000

Innovation Initiative

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Innovation Initiative

Загружено:

Авторское право:

Доступные форматы

Page 1

“ When all think

STKI Company Confidential