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Building a culture of continuous learning Perry Nouwens Philips IT – Innovation – Digital Accelerator January 2015

IT & Innovation - short summary

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Page 1: IT & Innovation - short summary

January 20151

Building a culture of continuous learning

Perry NouwensPhilips IT – Innovation – Digital Accelerator

January 2015

Page 2: IT & Innovation - short summary

January 20152

The evolution of digital technology is unlike anything we’ve seen and as a result, user behaviors and expectations are changing rapidly as well.

Digital propositions consist of hardware, software and services, interconnected by data and digital content, that deliver meaningful smart (through analytics) solutions, to a community of customers.

Creating such digital propositions, requires us to work cross organizational, develop new competences and find new collaborations.

Digital propositions

Jeroen Tas on Digital Transformation

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PlatformsToday, brands are becoming platforms that rely less on the features of their products and more on the breadth and quality of their connections

• A collaboration beyond your own organization

• Organized around a purpose

• Attracts users from different types

• Orchestrates the interplay between different users or stakeholders

• Enables others to build new value or services

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How the Internet of Things changes business models

Source: https://hbr.org/2014/07/how-the-internet-of-things-changes-business-models

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New value creation processes

Source: http://lithespeed.com/lean-ux-dont-part-1-3-2/

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Experimentation is the new planningWe can no longer plan, we can only prepare

Companies must develop the ability to rapidly address new opportunities,

rather than search for increasingly unsustainable long-term competitive advantages.

No more top-down planning or waterfall development: New entrepreneurial methods are short cycled, deal with uncertainty in a opportunistic way, and put experimentation first.

Alex Osterwalder – Steve Blank – Rita McGrath – Dave Gray – Steve Denning – Greg Satell

In the traditional firm:

- Strategy was planning

- Execution was control

Today the foundation of:

- Strategy is iteration

- Execution is co-creation

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Experimentation

It’s not an experiment if you know it’s going to work.

Jeff Bezos

Getting serious about experimentation

Here's what doesn't work: hacking around and ignoring what doesn't work. Here's what also doesn't work: doing your best with your work and then dismissing the elements that don't work as experiments.

The best experiments are experiments on purpose. They are done with rigor and intent. They are measured. They are designed to either fail or create an approach that can be scaled.

Great experimenters measure their results. They probe. They fail on purpose. And when they find something that works, they hand the knowledge over to operators and executors who can scale their work.

You don't get to call it an experiment afterit fails.

Seth Godin, March 2012

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Define testable hypotheses

“A testable idea is better than a good idea”

Ask your team: How can you test this assumption as fast and cheap as possible?

Source: https://hbr.org/2014/12/a-testable-idea-is-better-than-a-good-idea

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Competences for experimentationBuilding strong teams to run disciplined experiments

• Design Thinking - understandingempathy, creativity, meaningful innovation

• Lean Startup - findingnew business models, learning experiments

• Agile Development - deliveringself-organizing teams, iterative development

understanding

finding delivering

Building a system of continous learning

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Books to read

• Poke the box – Seth Godin (2011)

• Business Model Generation – Alex Osterwalder (2010)

• The Lean Startup – Eric Ries (2011)

• The Startup Owner’s manual – Steve Blank (2012)

• The end of competitive advantage – Rita McGrath (2013)

• Value Proposition Design – Alex Osterwalder (2014)

• This is Service Design Thinking – Various (2012)

But most important: Learn by doing!

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