Completing the Innovation Management Puzzle

COMPLETINGTHE

INNOVATION MANAGEMENTPUZZLE

by Julian Keith Loren

+1.510.396.0888

[email protected]

www.linkedin.com/in/juliankeithloren

Completing the Innovation Management Puzzle

Innovation Then

3/12/2009 © 2008-2009 Julian Keith Loren. All Rights Reserved. 2


Innovation Then

Invest in innovation and hope

for an occasional winner.



Innovation Then





Innovation Then




Innovation Now


Innovation Then




Innovation Now

Invest in innovation and expect

regular, exceptional results.


It’s time to complete

the

Innovation Management

Puzzle.

Innovation Now



Innovation Management Categories

3/12/2009 8© 2008-2009 Julian Keith Loren. All Rights Reserved.


Innovation Management CategoriesINDIRECT Innovation Management





“The Executive Suite”




“The Executive Suite”

Driving Innovation, but NOT Directly involved in Delivery


Innovation Management CategoriesINDIRECT

DIRECT Innovation Management






“In the Innovation Trenches”





“In the Innovation Trenches”

Directly Responsible for Delivering Innovations



DIRECT

PARTIALLY Managed Innovation




DIRECT

PARTIALLY Managed Innovation


Only Managed during a Portion of the Innovation Cycle


Existing vs. New Pieces


Existing Pieces New Pieces





Very well-defined with proven

methods and tools





Pieces addressed through Full Innovation

approaches


Existing Pieces


Innovation Portfolio Management

CONCEPTS:Risk is a given.

Minimize losses.


Existing Pieces


Innovation Portfolio Management

VOICES:Joanna Barsch

McKinsey


Existing Pieces


Innovation Portfolio Management Innovation Measurement & Metrics

CONCEPTS:A Better View of Past Results

Improves Future Choices.


Existing Pieces



VOICES:Tony Davila

BCG Innovation Practice


Existing Pieces



Innovation’s Role & High-Level Innovation Strategies

CONCEPTS:Innovation is key to gaining competitive edge, but may be difficult to control and integrate.


Existing Pieces




VOICES:Clayton Christensen


Existing Pieces




“Ideation,”Brainstorming,Idea Creation

CONCEPTS:Many powerful concepts & effective techniques:

User Innovation,Human-centric design,

Constraint-driven design,“Design thinking”


Existing Pieces





VOICES:Tim Brown & Tom Kelley

Stanford d.schoolMichael Michalko

Eric von HippelDoug Hall


Existing Pieces





NOTE:When “Innovation” is mentioned, or “Innovation Effectiveness” is the goal, this is usually the focus.


Existing Pieces





BCG Innovation Practice, summarizing the results of their 2008 Innovation Survey of nearly 3,000 executives:

“The problem these companies face isn't a lack of ideas—most of them have more than enough. It's that companies don't have a disciplined process for turning those ideas into cash.”


Existing Pieces





High-Level Design& Prototyping

CONCEPTS:Have key innovators

create something tangible for hand-off (design documents or

a rapid prototype).


Existing Pieces






VOICES:IDEO

Donald NormaniDesign


Existing Pieces






Open Innovation

CONCEPTS:Look for external innovations that meet your needs.


Existing Pieces






Open Innovation

VOICES:Henry Chesbrough


Existing Pieces






Open Innovation

Pet-Project Programs

CONCEPTS:Decentralize innovation initiatives


Existing Pieces






Open Innovation


VOICES:Theresa Welbourne

Google, 3M, Genetech



Open Innovation

Existing Pieces






WHATIS

MISSING?


New Pieces






Open Innovation

Autonomous, Multi-Disciplinary Team Innovation




New Pieces




Open Innovation



OrchestratedIdeation




New Pieces




Open Innovation



Rigorous Idea

Vetting&

Strategic Grouping





New Pieces




Open Innovation


Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping





New Pieces




Open Innovation


Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping

Full Innovation Life Cycle (FILC) Methods:OrchestratedIdeation


Dramatically Improving Success Rates by “Softening” Hand-Offs, and using FILC Impact Mapping.



Open Innovation

New Pieces




Addressing Misalignment


Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation

New Pieces






Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Culture Supporting FILC




Open Innovation

New Pieces




AddressingMisalignment


Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping




Not just a risk-tolerant or risk-taking culture that supports ideation, design, and prototyping.




Open Innovation

New Pieces






Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping




Organizational Design




Open Innovation

New Pieces







Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping





Innovators: Recruiting, Rewarding,

Retaining



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation




Retaining



+ Universal Pieces




Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation




Retaining



+ Universal Pieces


Cross-Functional Involvement

and Multi-Level Ownership



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation




Retaining



+ Universal Pieces


Multi-DisciplinaryTeams through

FILC





Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation




Retaining



+ Universal Pieces


Shared Creditand

Reward




FILC



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping






Open Innovation




Retaining



+ Universal Pieces


Continuous Joint Ownership

Shared Creditand

Reward




FILC


Completing the Puzzle : First Steps




Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation


Alignment Process



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation


Alignment-VettingSwitch



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation



Multi-DisciplinaryVetting Process



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation



Multi-DisciplinaryVetting Process

Innovation Clusters



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation


IterativeAlignmentTuning



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation


Multi-DisciplinaryTeams usingTailored WorkPatterns



Iterative Design


Rigorous Idea

Vetting&

Strategic Grouping



Full Innovation


Multi-DisciplinaryTeams usingTailored WorkPatterns

Impact Mapping &Agile Change Mgmt


Full Innovation Life Cycle (FILC) Innovation

Effectiveness: Dramatically Improving Rates of Realization and Broad & Viable Adoption






Open Innovation

Missing Pieces


Iterative Design through FILC

Rigorous Idea

Vetting&

Strategic Grouping


Innovation Alignment

Innovator Screening

Organizational Optimization



Event details and registration:

http://fullinnovationahead.eventbrite.com

Please join our LinkedIn and Facebook groupsfor exclusive event discounts & free offers

E X C L US I V E E V E N T

Fill in some missing pieces at

FULL INNOVATION AHEAD!

March 31, 2009 in San Francisco (6 – 8 PM)

http://fullinnovationahead.eventbrite.com/

http://www.linkedin.com/groups?gid=1701727

http://www.facebook.com/group.php?gid=54654966718









Open Innovation

New Pieces



Rigorous Idea

Vetting&

Strategic Grouping



Innovator Screening






Please join the discussion











Open Innovation

Missing Pieces



Rigorous Idea

Vetting&

Strategic Grouping



Innovator Screening




THANKS TO:

∙ Nils Strandberg, América Economía, for highlighting the importance of User Innovation and introducing me to Amar Bhidé’srelated work.

∙ Robin Cook, “Cultures of Innovation” Expert, for feedback related to culture in general, and Doug Hall’s work in particular.

∙ Paul R. Williams, PMP, Think for a Change LLC, for sharing his Innovation Maturity Model—which incorporates many of the existing puzzle pieces along a “Transformation Path.”

∙ Sridhar Chakravarthi Mulakaluri , Strategiqa, for adding “multi-level ownership” and “shared reward” as important universal pieces.

∙ Patrick Chanezon, Google, for insisting that my previous categorization of Open Innovation and Pet Projects as “Unmanaged” was misleading. That category has now been updated to “Partial” for “Partially Managed Innovation.” Innovation initiatives in this category are only formally managed or explicitly shaped by the organization during a portion of the innovation lifecycle.

∙ Julian Whitaker, Capsilon, for recommending the additional category descriptions, and excellent recommendations on flow and content (many still to be implemented).

Please send comments to [email protected]

THANK YOU!

“Full Innovation Life Cycle” by innoh! is licensed under a Creative Commons Attribution 3.0 License

http://creativecommons.org/licenses/by/3.0/

http://creativecommons.org/licenses/by/3.0/

Date post:	17-Oct-2014
Category:	Business
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Completing the Innovation Management Puzzle

Business