Highlightsfrom Front End Innovation @Munich, Feb. 2014

Theory & practice

The top 20% of innovators grew 1.5x the rate of the average global company over the last 3 years...

...and expect to grow at twice the rate over the next 5 years.

blinders & orthodoxies

harness trends

leverage resources

but the holy grail is understanding customers needs

(in Four Lenses of Innovation)

!

Open Innovation Ecosystems are feasible, desirable and profitable. !

Frugal Innovation (aka Jugaad Innovation)

R&D spending no correlation

are you considering frugal?

Dacia became Renault’s Cashcow

MIT engineer training

62% population

never underestimate the unleashing powers of constraints

organizational drift

ikeafication

horizontal Vs vertical growth!

"without deviation from the norm, progress is not possible"

experimentation

failure recycling

patience and

perseverance

economics of attention"information overload generates the best and the worst of times” (quoting Charles Dickens)

2.5M$

5%

not every smart guy is on your company

innovation attacks the immune system

what if Picasso followed Classic Art Processes?

So, how should you innovate to grow?

In our Global Innovation Survey, we found that leading innovators are

• Managing innovation formally, like any other business process

Trends

UX & Design Thinking

Emergent Markets

Top Insights

sunsetting industriespaper book publishingcars driven by humanswired communications 1.0administration with printed paperbanks with physical branchesown IT centresgood old school and university

Ux & Design Thinking & ODI/JTBD

Open Innovation (ecosystems)

Gen Y

Full focused team on innovation development (CIO)

austerity and innovation

Import-export ideas to seed innovation

enabling software crowdsourcing

startups | Universities | R&D Institutes (Patents)

corporate venturing

• we need success stories

serendipity

Chief Knowledge Officer Designing and installing techniques and processes to create, protect, and use

known knowledge. Designing and creating environments and activities to discover and release

knowledge that is not known. Articulating the purpose and nature of managing knowledge as a resource

and embodying it in other initiatives and programs.

It's good to remember not only the role of adversity in solving problems but also to remember that we can get the solution so often with scarce resources.

/carlosalexandremendes /alexandresampaiomendes@senhoralfaiate

Alexandre Mendescall me: + 351 93 617 10 33 email me: carlosmendes.email@gmail.com