Organizational Dynamics of Innovation

Transcript

1. Organizational Dynamics of Innovation C. Todd Lombardo Chief Design Strategist - Fresh Tilled Soil Adjunct Professor - IE Business School @iamctodd
2. For Sale: Socks. Three. Different colors.
3. A $5M Idea?
4. A $25M Idea??
6. Why not Zara? H&M?
7. Every major corporation in the 21st century is dealing with issues of disruption. Steve Blank, 8-TIME ENTREPRENEUR, AUTHOR, STARTUP GURU
8. different measure of performance time performance time new market disruption compete against nonconsumption low end disruption adressing overserved customers with a low cost business model sustaining technology bringing a better product into an established market most demanding customers least demanding customers
9. disruptive innovations low-end disruptions new-market disruptions SSD Hard Drives JetBlue / EasyJet Zipcar AirBnB
10. Case Studies
15. Formula…?
16. Formula…? ◦ Raise some venture backing: $16M >> $41M
17. Formula…? ◦ Raise some venture backing: $16M >> $41M ◦ Hire the best engineers you can find
18. Formula…? ◦ Raise some venture backing: $16M >> $41M ◦ Hire the best engineers you can find ◦ Give them space (a 22,000 ft2)
19. Formula…? ◦ Raise some venture backing: $16M >> $41M ◦ Hire the best engineers you can find ◦ Give them space (a 22,000 ft2) ◦ Pray they make something valuable
26. H4 H3 Innovation Emerging Scaling Operating Problem/Solution Product/Market Efficiency (core) H2 H1 Scale
27. H4 H3 H2 H1 Product Development Innovation Services Startup Accelerator DESIGN SPRINTS, WORKSHOPS, EVENTS FIVE EXTERNAL STARTUPS
28. CORE TODAY NEW FUTURE
29. CORE TODAY NEW FUTURE
30. Organizational Factors WHAT’S IT LIKE AT YOU COMPANY?
31. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE
32. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE Peak of II Industrial Revolution
33. Slavery Average manufacturing had less than 4 employees Average lifespan of S&P500 is 67 years Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 US Steel has $1B market capitalization Source: XPLANE Peak of II Industrial Revolution
34. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE
35. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 2ND Innovation Consultants 3RD Venture Design Human-Centered Co-Creation Ethnography Customer Journey 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Rise of Design for Innovation Source: XPLANE 1ST Digital change agents
36. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 2ND Innovation Consultants 3RD Venture Design Human-Centered Co-Creation Ethnography Customer Journey 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Rise of Design for Innovation Source: XPLANE 1ST Digital change agents
37. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 2ND Innovation Consultants 3RD Venture Design Human-Centered Co-Creation Ethnography Customer Journey 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Rise of Design for Innovation Source: XPLANE Average lifespan of S&P500 is 67 years Average lifespan of S&P500 is 15 years 1ST Digital change agents
38. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030
39. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century
40. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century Organizations with a more conscious approach
41. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century Organizations with a more conscious approach Modern Organizations from the 21st Century
42. Traditional Organizations More Conscious Organizations Modern Organizations THREE ORG TYPES Source: XPLANE
43. Traditional ORG - The “Pyramid” Source: XPLANE
44. Rigid Organizations ◦ No formal innovation framework ◦ Innovation initiatives untied to company strategy ◦ Siloed ◦ Misaligned metrics
45. Conscious ORG - The “Family” Source: XPLANE
46. Modern ORG - The “Organism” Source: XPLANE
47. An Evolution? Pyramid Family Organism Source: XPLANE
48. 20TH TO 21ST CENTURY ORG MODELS Change Source: XPLANE
49. 20TH TO 21ST CENTURY ORG MODELS Change Source: XPLANE
50. CORE TODAY NEW FUTURE
51. Allocation of Resources MONEY WHERE YOUR MOUTH IS?
52. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY
53. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY Do you set aside 20% of your company’s time & resources??
54. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY Do you set aside 20% of your company’s time & resources?? ME
55. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
56. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
57. Valuing Design DO YOU, REALLY?
58. Design leads to innovation and innovation demands design. Indra Nooyi CEO, PEPSICO
59. Source: UK Design Council
60. Creative Tension BRUTALLY HONEST
62. What tools are you using? 21ST CENTURY TOOLS FOR 21ST CENTURY PROBLEMS
63. Source: STRATEGYZER
64. Product Roadmapping VISION OBJECTIVES PRIORITIZE ROADMAP USER 
 GOALS SOLUTIONS THEMES
65. Programmatic Factors INNOVATION PROGRAMS? WHAT CAN WE DO?
69. Top-down sponsorship and bottom-up effort is essential to make meaningful culture transformation progress. Dane Howard DIRECTOR OF USER EXPERIENCE, EBAY
70. } } } DESIGN SPRINT INTERVALS AGILE SCRUM Define Understand Build Test Ideate WEEK 1 Refine Build Test WEEK 2 Refine Build Test WEEK 3 Refine Build Test WEEK 4 Refine Build Test WEEK n
71. Individual Factors HOW DO YOU THINK?
72. You have 3 sheets of paper Build the Tallest Tower In 3 minutes Challenge
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80. Designtist (DESIGNER + SCIENTIST)
81. DESIGNER SCIENTIST EMPATHIC MAKER FORWARD LOOKING RIGOROUS EXPERIMENTAL HYPOTHESIS DRIVEN
82. Focus on a Human Problem
83. Focus on the “job” NOT THE TECH, NOR THE PRODUCT
84. People Business Technology
85. SCIENTIFIC METHOD DESIGN PROCESS AGILE PHILOSOPHY design sprint
86. http://designsprintbook.com
88. OPPORTUNITY IDENTIFICATION PROJECT ACCEPTANCE V0.1 V0.2 V0.3 LAUNCH
89. OPPORTUNITY IDENTIFICATION PROJECT ACCEPTANCE INVENTOR V0.1 V0.2 V0.3 LAUNCH TECHNICAL CREATIVITY
90. OPPORTUNITY IDENTIFICATION PROJECT ACCEPTANCE INVENTOR CHAMPION V0.1 V0.2 V0.3 LAUNCH TECHNICAL CREATIVITY POLITICAL SAVVY
91. OPPORTUNITY IDENTIFICATION PROJECT ACCEPTANCE INVENTOR CHAMPION IMPLEMENTER V0.1 V0.2 V0.3 LAUNCH TECHNICAL CREATIVITY POLITICAL SAVVY PROJECT MANAGEMENT
92. OPPORTUNITY IDENTIFICATION PROJECT ACCEPTANCE INVENTOR CHAMPION IMPLEMENTER V0.1 V0.2 V0.3 LAUNCH TECHNICAL CREATIVITY POLITICAL SAVVY PROJECT MANAGEMENT SERIAL INNOVATOR
94. MAKE PEOPLE WANT THINGS
95. MAKE THINGS PEOPLE WANT MAKE PEOPLE WANT THINGS
97. Tension Brutal Honesty. Mixed Viewpoints.
98. Tension Brutal Honesty. Mixed Viewpoints. Agility Quickly change. Learn fast.
99. Tension Brutal Honesty. Mixed Viewpoints. Agility Quickly change. Learn fast. Space Experiment. Fail. Collaborate.
100. Tension Brutal Honesty. Mixed Viewpoints. Agility Quickly change. Learn fast. Space Experiment. Fail. Collaborate. Mindset Designer + Scientist. FOCUS ON PEOPLE PROBLEMS
103. C. Todd Lombardo @iamctodd freshtilledsoil.com http://bit.ly/mce2016