becoming a leading innovative organization basic presentation

Becoming a Leading Innovative Organization

CEB R&D LEADERSHIP COUNCIL

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SOLVING THE INNOVATION DILEMMA

Lets work on this problem in-house and create solutions on our own

Lets partner together on this issue and we can share in the rewards

Hey business partners if you can help me with this issue it would be worth your time

We want to pay you to create a new solution to our problem

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LEADING INNOVATIVE ORGANIZATIONS…

• Challenge their assumptions and biases1• Identify and address disruptive forces2• Tap into their privileged insights3• Ask everyone “why not us?”4


Normalcy Bias“That will never happen…”

Recency Bias“I just heard about…”

Confirmation Bias“See, I knew I was right all along…”

Status Quo Bias“The more things change, the more they

stay the same…”

• Challenge your assumptions and biases1

5© 2014 CEB. All rights reserved. CEB Strategy Leadership Council

• “Assume you’re able to ask a fortune teller three questions about 2030. What information would you seek? What are three things you know for certain and do not need to ask the fortune teller?”

• “What biases and assumptions about the future does our leadership team currently hold that need to be challenged to guide us to success between now and 2030?”

• “What biases and assumptions about the future do YOU currently hold that need to be challenged to guide us to success between now and 2030?”




• Identify your individual, team, and organizational biases• During meetings assign roles such as idea advocate,

devil’s advocate, impartial jury, eternal optimist, pessimist

• Thinking the future will always operate in the same ways the past operated

• Keeping assumptions unarticulated and untested


• Identify and address disruptive forces2

“How do you compete against a Chinese entrepreneur who wears no shoes?”

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Competitive Pressures

Pressure from Buyers

Disruptive Pressures

Pressure from Suppliers




• Asking yourself what trends, future competitors, and unexpected disruptions could create opportunities

• Consider partnering with new entrants and organizations in your business ecosystem

• Ignoring potential new entrants (no matter how small)• Assuming you are too big/too established/too

entrenched in the marketplace to fail

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PRIVILEGED INSIGHTS

WHAT WE KNOW

What do we know about the competition, our customers, technology, and the marketplace as a result of winning today which can be used to help us win tomorrow?

WHAT WE DO

What unique operational processes, systems, and competencies do we currently have that can be further exploited for competitive advantage in the future?

CEB Strategy Leadership Council

• Tap into your privileged insights3



Tata launches its Dare to Try Award Program to remove the stigma of failure and develop a culture of innovation

Infosys seeks out junior staff members (less than 5 years of experience) to add fresh perspectives and ideas to senior teams



• Create a culture of failing fast, failing forward• Purposefully identify previously untapped individuals

and teams for innovation ideas

• Organizing innovation as a discrete activity that only belongs to one team or part of the organization

• Punishing (directly or indirectly) those individuals or teams who fail while innovating

© 2014 CEB. All rights reserved. 13

PRIVILEGED INSIGHTS

CEB Strategy Leadership Council

• Ask everyone “why not us?”4

Deere’s innovation team creates a series of interactions with a variety of cross-functional executives, vendors, supply chain partners, and customers.

Megatrends Growth Platforms

$$$$$$$New Business Lines



Netflix, combines the power of big data and the sharing economy to fine tune its recommendation engine and identify breakthrough new innovations



• Establish innovation focused relationships with business partners and customers

• Consider growth opportunities well outside your current core business to take advantage of megatrends

• Believing big new ideas are well beyond your ability to capitalize on them

• Assuming you have the ability to innovate without the benefit of new perspectives

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becoming a leading innovative organization basic presentation