31
A /pd Manifesto This is about how to create growth in business. Financial markets relentlessly pressure executives to grow and keep growing faster and faster. Is it possible to succeed with this mandate ?? GROWTH IN BUSINESS IS INNOVATIONS

Innovations Manifesto

  • Upload
    slashpd

  • View
    1.111

  • Download
    3

Embed Size (px)

DESCRIPTION

An Innovations paradigm

Citation preview

Page 1: Innovations Manifesto

A /pd Manifesto

This is about how to create growth in business.

Financial markets relentlessly pressure executives to grow and keep growing faster and faster.

Is it possible to succeed with this mandate ??

GROWTH IN BUSINESS IS INNOVATIONS

Page 2: Innovations Manifesto

A /pd Manifesto

Inside the innovations box

We cannot say, just by looking at the results of the process, whether the process that created those results is capable of generating predictable

outputs.

We must understand the process first!

Page 3: Innovations Manifesto

A /pd Manifesto

The Objective Lesson

1,2,3,4,5,6

75,28,41,26,38,64

What’s the next two digits ??

Page 4: Innovations Manifesto

A /pd Manifesto

Looks Predictable!

1,2,3,4,5,6

The next numbers should be 7 and 8.

Page 5: Innovations Manifesto

A /pd Manifesto

Looks un-predictableA very postcard like look….!!

75,28,41,26,38,64….2, 122 !!!

If you were following Michigan’s upper Peninsula, Sault Ste.Marie, Ontario to Saxon and into

Wisconsin ??

YES YES YES, its just 2 and 122 clicks, on the map…. Sault Ste.Marie, Ontario to Saxon!

Mommmmmmyyyyyyyy…. I need the bathroom, NOW !!

Page 6: Innovations Manifesto

A /pd Manifesto

Predictable or Unpredictable ?

The answer lies in the process by which the ideas get shaped.

It’s the “Medici effect™” which supports and carry ideas, either predictable or unpredictable, such that growth imperative is met.

Page 7: Innovations Manifesto

A /pd Manifesto

So what, is the Growth Imperative ?

Growth is sustained, by those understanding these forces and learning

to harness them.

Successful, new-growth business then become more consistent.

Understand =Forces : Learning =Harvest

Page 8: Innovations Manifesto

A /pd Manifesto

Cliché#1

802.11 –Analog to Digital

Disrupting local area wire lines networks.

Page 9: Innovations Manifesto

A /pd Manifesto

Cliché#2

Amazon.com

Disruption to the traditional bookstore concept.

Page 10: Innovations Manifesto

A /pd Manifesto

Gets Better… Cliché#3&4 together

E-mail –Disruptive Postal services

eBay – Pursed a new-market driven disruptive strategy

Page 11: Innovations Manifesto

A /pd Manifesto

Cliché#4 – R U hearing me??

Toy’s ‘R U

Disruption of full-service and discount department stores.

Page 12: Innovations Manifesto

A /pd Manifesto

What is all this blah blah stuff ???

“A numbers of companies that were faced with disruption have succeeded by addressing disruption and in becoming

leaders in the wave of disruption coming to them”

-The Innovator’s Dilemma

HBS-2003

Page 13: Innovations Manifesto

A /pd Manifesto

The Question in Play?

•What products should we develop as we execute strategy ?

•Which market segments that needs focusing ?

•How can we know, for sure – that we are on the value pathway ?

Page 14: Innovations Manifesto

A /pd Manifesto

….But I’m also stuck.I have a dilemma virus too!!!

ScareTacticsVx.0

–turning your back on what makes sense, yet greatly increasing the odds of scoring !!! Its

scary, you could win and yet loss.

Quantification Mechanic

- our Crapshoot for whatever does not work, or how customers and markets work.

Page 15: Innovations Manifesto

A /pd Manifesto

I stand tasked! What about U ??.

I have a dilemma, do you have a solution ??

There is no demographic or psychographics profile set for a given

population of consumers.

Page 16: Innovations Manifesto

A /pd Manifesto

Nonetheless! Its an infatuation.

We want customers who have long wanted our product but were unable to get one, until

We arrived on the scene.

Nonetheless, on this quest, these are the kind of customers that you will find !!

Do whatever, come hell , go hell !! Everyone, will always want that, just a little bit more. Its a Value

network.

Page 17: Innovations Manifesto

A /pd Manifesto

What causes the failure? How can we know, for sure – that we

are on the value pathway ?

When there is no value to the customer.-Functionality, reliability. Not good enough

Excellence in responsiveness.-Speed and flexibility. Not fast enough.

Page 18: Innovations Manifesto

A /pd Manifesto

Position offering!!

Formulate pervasiveness in and between all management tires.

Find those seeking to build new growth business and for those seeking to keep

current business robust.

Business needs to watch vigilantly in the right places for trends of processes.

Page 19: Innovations Manifesto

A /pd Manifesto

R V Ready ??Capabilities requirements

Every one’s primed!! Can we engage ??

Is our structure and strength's ready for growth ??

How can we create new capabilities ?

Page 20: Innovations Manifesto

A /pd Manifesto

Whew…..hold on!!!!What’s the risk ??

•Opportunities can be missed – $$ missed.

•Opportunities can be wasted - $$ Lost

However high is the potential innovations offering, if placed in the

wrong context or not suited to the task, it will be the cost of getting it wrong.

Page 21: Innovations Manifesto

A /pd Manifesto

A deju vu-The Medici Effect!!

“Medici Effect” - like Champagne, tickling the nose, customers from the

outside. A pleasant experience, with all the higher virtues of life,

the offerings ….

flowing upwards from the bottom. Employee’s shooting the crap and

always goes all the way to the top !!

Page 22: Innovations Manifesto

A /pd Manifesto

Points of leverage

Executive Leverage –Effective and appropriate executives will generate innovative processes.

Find the right customers – Executives will create the “memos from the Executive Office” –which means

being there, in the customers face!!

Accelerate Emergent Innovations – We’ll do that tomorrow. Tomorrow you toast, do it today

concept!!

Page 23: Innovations Manifesto

A /pd Manifesto

The Theater curtainsFold or Unfold ?

Is is a Folding or an Unfolding paradigm ??

Simply seeking to have the right strategy doesn’t go deep enough. We need to know, when to fold and unfold strategies. It’s a very deliberate and emergent process.

Page 24: Innovations Manifesto

A /pd Manifesto

The deliberations process Can it be measured ? Does it make sense

The Quantitative dilemma of executives;

“In the Men’s 100m Final, four athletes finished in less than 9.90 seconds, but it was USA’s Justin GATLIN who won gold medal with 9.85.”

-Aug 22nd 2004 Daily Athens Reports.

The difference between, the best of the four best is .05sec!!

Page 25: Innovations Manifesto

A /pd Manifesto

Aha!!! A Zen Philosophy at last!!

Because of the perverse dynamics of the death spiral form inadequate growth,

achieving growth requires an almost Zen like ability to purse growth, when even

seemingly not necessary.

Page 26: Innovations Manifesto

A /pd Manifesto

So ?? Is the idea predictable or unpredictable?

Because of the perverse dynamics of the death spiral form inadequate growth,

achieving growth requires an almost Zen like ability to purse growth, when even

seemingly not necessary.

Emergent innovations begins…..

Page 27: Innovations Manifesto

A /pd Manifesto

Your being meddled. Now, go meddle others. !!!

The situation is that companies need capability to change, when they can’t

even see what innovations are needed, let alone decide which one merits

investment.

Page 28: Innovations Manifesto

A /pd Manifesto

The end of the beginning!Rules of engagement

Rule#1 : Actively coordinate action and decisions when no process exist to do the coordination.

Rule#2:Break the grip of established processes so when a team is confronted with new challenges, that requires new patterns to sustain Rule#1.

Rule#3:Always take a step back and ensure that the right resources, processes, and values are applied in the right situation.

Page 29: Innovations Manifesto

A /pd Manifesto

Passing the Baton….

Emergent innovations begins…..

…..If you start from a good place, then the choices that lead to success will look like the right choices. Doing what made sense leads to a next set of attractive choices. The initial conditions under which the innovation occurs, will change.

Page 30: Innovations Manifesto

A /pd Manifesto

Innovations Manifesto!!“The Medici Effect”

Given the existence of principles but no precedent, we have simply done our best to suggest how a growth engine can be

created, for the “Medici effect”.The Medici effect “the breeding ground for breakthrough ideas” –

Harvard Business School- Johansson 2004.”

/pd

Page 31: Innovations Manifesto

A /pd Manifesto

/pd Presentation

Thank you.